PG Diploma (BM) Program Guide

Dr. B. R.
AMBEDKAR OPEN UNIVERSITY, HYDERABAD
FACULTY OF COMMERCE
DEPARTMENT OF BUSINESS MANAGEMENT
POST- GRADUATE DIPLOMA PROGRAMMES
PROGRAMME GUIDE
Programmes on Offer
Post Graduate Diploma in Financial Management
Post Graduate Diploma in Marketing Management
Post Graduate Diploma in Human Resource Management
Post Graduate Diploma in Operations Management
Academic Year 2022-23
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CONTENTS
Page No.
I) About the University 3
II) Institutional Mission and Mandate 3
III) Faculty of Commerce 3
IV) Department of Business Management 4
V) Post-Graduate Diploma Programmes 4
VI) Post-Graduate Diploma in Financial Management 5
VII) Post-Graduate Diploma in Marketing Management 7
VIII) Post-Graduate Diploma in Human Resource Management 9
IX) Post-Graduate Diploma in Operations Management 11
X) General Guidelines Relating to the Programmes 13

1) Eligibility Criteria and Admission Process
2) Intake
3) Medium of Instruction
4) Duration of the Programme
5) Tuition Fee
6) Instructional Methodology
7) Study Centres
8) Evaluation System
XI) Project Report Guidelines 15
XII) Career Opportunities 15
XIII) General Information 16

1) Change / Transfer of Study Centre
2) Re-Admission Provision
XIV) Admission Procedure 16
XV) Guidelines to fill the Online Admission Registration Form 17
XVI) Enclosures 18
XVII) Contact Details 19
XVIII) Model Admission Registration Form 20
XIX) Annexure – 1: Course Structure and Syllabus of the Programmes 21
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I) ABOUT THE UNIVERSITY
Dr. B. R. Ambedkar Open University, formerly known as Andhra Pradesh Open University,
is the first Open University in India established by an Act of State Legislature in 1982 in
Andhra Pradesh representing a unique system of Open Learning. The University serves the
objective of democratization of higher education and the ideals of continuing education.
Without any restrictions of age, gender and occupation, the University extends educational
opportunities to the people in all walks of life. The University offers various Certificate,
Diploma, Under Graduate, Post Graduate and Research programmes through the Faculties of
Arts, Commerce, Education, Sciences and Social Sciences with an annual enrolment of over
one-lakh students. The headquarters of the University, which is operating through a wide
network of 23 Regional Coordination Centres (RCCs) and more than 179 Study Centres
spread over the States of Telangana and Andhra Pradesh, is located in Hyderabad. All the
programmes are recognized by UGC and the Distance Education Bureau (DEB), New Delhi.
II) INSTITUTIONAL MISSION AND MANDATE
a) To provide educational opportunities to those who could not take advantage of

conventional institutions of higher learning;
b) To provide equality of educational opportunities for higher education of large segments of

the population, including those in employment, women (including housewives) and adults
who wish to upgrade their education or acquire knowledge in various fields through distance
education;
c) To provide flexibility with regard to eligibility for enrolment, age of entry, choice of
courses, methods of learning, conduct of examinations and operation of the programmes;
d) To complement the programmes of the existing universities in the States of Telangana and
Andhra Pradesh in the field of higher learning, so as to maintain the highest standards on part
with those of the best universities in the country;
e) To promote integration within the state through its policies and programmes;
f) To offer degree courses and non-degree certificate courses for the benefit of the working
population in various fields and for the benefit those who wish to enrich their lives by
studying subjects of culture and aesthetic value;
g) To make provision for research and for advancement and dissemination of knowledge; and
h) To serve as a source of continuing education, consultancy and to provide equal access to

knowledge and higher education.
III) FACULTY OF COMMERCE

Faculty of Commerce comprises two Departments, namely, Commerce and Business
Management. The Faculty has started its journey about 40 years back with the launching of
B.Com Degree Programme in 1983 and since then it has been making constant efforts to excel
in the field of Commerce and Management Education. The Faculty offers programmes at
under-graduate and post-graduate level, in addition to few post-graduate diploma and
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certificate level programmes. Further, the Faculty offers Research programmes of M.Phil. and
Ph.D. in both Commerce and Business Management. In addition, the members of Faculty of
Commerce are actively engaged in research activities.
The Faculty is also planning to launch Bachelor of Business Administration (BBA) and few
other P G Diploma Programmes in the areas of Banking and Insurance, Retail Management,
etc., in near future.
IV) DEPARTMENT OF BUSINESS MANAGEMENT

Programs offered by the Department of Business Management, at present, are:
 Certificate in NGO Management;
 P G Diploma in Marketing Management (PGDMM);
 Master of Business Administration (MBA);
 Master of Business Administration (Hospital & Health Care Management)
[MBA (HHCM)]; and
 Research Programmes - M.Phil. & Ph.D.
Master of Business Administration (MBA) Programme is a two-year programme offered

through Semester-Mode, with specializations in the areas of Finance, Marketing, Human
Resource and Operations Management.
Master of Business Administration (Hospital & Health Care Management) [MBA (HHCM)]
is also of two years duration (semester-mode with credit system), offered in collaboration
with Apollo Institute of Health Care Management (AIHCM), Hyderabad, KIMS Institute of
Management, Secunderabad and Department of Hospital Management, The Dar-Us-Salam
Educational Trust, Hyderabad.
V) POST-GRADUATE DIPLOMA PROGRAMMES

The Department of Business Management is starting four Post-Graduate Diploma
Programmes, listed below, from the academic year 2022-23:
1) Post-Graduate Diploma in Financial Management;
2) Post-Graduate Diploma in Marketing Management;
3) Post-Graduate Diploma in Human Resource Management; and
4) Post-Graduate Diploma in Operations Management.
These Programs are offered through Semester-Mode with Credit-System. To get the
certificate awarded by the University, the student has to complete 10 courses (five courses in
each semester), including Project Work and Viva-Voce in the Second Semester. Each course
has a weightage of five (05) credits, equal to 100 marks.
Note: As far as the Post-Graduate Diploma in Marketing Management is concerned, it is a

new programme launched in the place of the existing one. The Post-Graduate Diploma in
Marketing Management offered since the academic year 1995-96 is suspended henceforth.
Similarly, the Post-Graduate Diploma in Business Finance Programme offered since the
academic year 1995-96 is also suspended henceforth.
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VI) POST-GRADUATE DIPLOMA IN FINANCIAL MANAGEMENT
Department of Business Management of Dr. B. R. Ambedkar Open University has launched
one-year Post-Graduate Diploma in Financial Management (PGDFM) Programme (not
equivalent to the Post-Graduate Degree) from the academic year 2022-23.
Financial management is one of the highly specialised wings of management that focuses on
efficient financial planning for an organisation. Unlike the traditional approach that was
merely restricted to fund-raising, in the modern corporate world, the finance department is
responsible for the strategic planning, direction, and control of financial matters in a
company. It also includes fiscal management and coining the management principles for an
organisation’s financial assets. From strategising the capital structure, capital budgeting,
dividend structure, and scenario planning to crucial decision making such as mergers,
acquisitions, franchising, and business expansion – financial management is the backbone that
manages the fundamental resource, i.e., Capital. Finance Department is responsible to build
and maintain the financial health of an organisation, including planning, implementing and
monitoring various activities relating to it.
The PGDFM Programme offered by the University will help the learner to develop required
knowledge and skills in core areas of Financial Management. The Programme is beneficial for
both - the industry, which is looking for candidates with the required knowledge and skills in
the Financial Management field and fresh graduates and working executives, who are looking
for a formal management education in the field for their career advancement.
The Programme is designed for:
 Students and working professionals wish to gain knowledge and insights on the basic
activities of the finance function of an organization;
 Students and working professionals looking forward to enhance their knowledge and
understanding on various facets of financial management of an organization like
analysis of securities, portfolio management, Indian financial system and structure,
varied financial services available in the market, the concept and structural
framework of control systems in organizations, management control process, how
financial decisions are taken in the context of MNCs; and
 Working professionals want to learn the practical application of modern concepts,
techniques and methods relating to financial management area in business operations.
Programme Learning Objectives: The PGDFM Programme is designed to make the
student:
 Understand the role, functions and various aspects of general management,
organizational behaviour, and financial management, in addition to financial, cost and
management accounting areas and managerial economics, the knowledge of which is
essential in decision-making;
 Acquire knowledge and skills in quantitative analysis that are essential to conduct
research relating to various business issues / areas and present a report on them; and
 Gain a detailed knowledge in some of the specialization facets of finance area,
namely, security analysis and portfolio management, financial markets and services,
management control systems and international financial management.
Programme Learning Outcomes: After the successful completion of the Programme,

students should be able to:
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 Apply the knowledge of the concepts, theories, principles, practices, etc., acquired in
the general management and organizational behaviour areas to solve business
problems;
 Employ the skills acquired through the study of Managerial Economics and
Accounting for Management courses in making rationale and right decisions;
 Use the skills acquired for the collection, analysis and interpretation of the data and
writing a report that enables the management in decision-making;
 Use the skills acquired in the core functions of finance, namely, investment decision,
financing decision, and dividend decision, in addition to the management of working
capital in their career;
 Acquire skills in security analysis and portfolio management areas and employ them in
the practical work situations;
 Demonstrate the knowledge acquired about various financial services available in the
market like banking and insurance services, merchant banking, mutual funds, venture
capital, etc., in organizational situations;
 Comprehend the concept and structural framework of control systems in organizations,
management control process, special applications of control systems, etc., and apply
the knowledge in organizational situations; and
 Acquire knowledge about the management of financial matters at international level,
including the markets for foreign exchange and derivatives, foreign exchange exposure
management, international investment decision, international financing decisions, etc.
and use the same in their career.
PROGRAMME STRUCTURE
(From the Academic Year 2022-23 Onwards)
SEMESTER – I
Marks for Marks for
Title of the Course Continuous Semester-End Total Number of
Assessment* Examination Marks Credits
101: Management Process &
Behaviour 30 70 100 5
102: Managerial Economics 30 70 100 5
103: Quantitative Analysis
for Research 30 70 100 5
104: Accounting for 30 70 100 5
Management
105: Financial Management 30 70 100 5
TOTAL 500 25
SEMESTER – II
Marks for Marks for
201: Security Analysis &
Portfolio Management 30 70 100 5
202: Financial Markets and
Services 30 70 100 5
203: Management Control
Systems 30 70 100 5
204: International Financial
Management 30 70 100 5
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205: Project Report & Viva-
Voce NA NA 100** 5**
TOTAL 500 25
Note: (1) *Assignments.
(2) ** 3 Credits (60 Marks) are for Project Report and 2 Credits (40 Marks) are for Viva-Voce.
Viva-voce examination will be conducted at a comprehensive level.
VII) POST-GRADUATE DIPLOMA IN MARKETING MANAGEMENT

one-year Post-Graduate Diploma in Marketing Management (PGDMM) Programme (not
With new waves of globalization across the world, there is a dire need to develop a pool of
marketing professionals in both manufacturing and service sectors. The PGDMM is especially
beneficial for both - the industry, which is looking for candidates with the required knowledge
and skills in the marketing field and fresh graduates and working executives, who are looking
for a formal management education in the field for their career advancement.

activities of the marketing function of an organization;
understanding on various facets of marketing including marketing strategy, consumer
behaviour, marketing research; sales, distribution & brand management, retailing
management and also marketing dynamics from an international business perspective;
and
 Working professionals want to learn the practical application of modern marketing
techniques and methods in business operations.
Programme Learning Objectives: The PGDMM Programme is designed to make the

student:
organizational behaviour, business environment, and marketing, in addition to
managerial economics, the knowledge of which is essential in decision-making;
 Gain a detailed knowledge in some of the specialization facets of marketing, namely,
consumer behaviour, marketing research, sales management, advertising management,
retailing management and international marketing.

problems;
 Demonstrate the ability to critically analyze business environment by applying
contemporary analytical tools;
 Employ the skills acquired through the study of Managerial Economics in making
rationale and right decisions;
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 Apply the knowledge gained in carrying out various activities of marketing, especially
relating to marketing mix and promotion mix;
 Analyze consumer buying patterns and employ marketing research methodologies to
determine environmental and competitive factors affecting products and services;
 Comprehend about advertising and sales management in organizations and use the
knowledge in their career;
 Use the knowledge gained through the study of retailing management course in real
world situations; and
 Gain knowledge about carrying out marketing approaches and strategies in the
international context and adopt the same in practical situations.
PROGRAMME STRUCTURE
SEMESTER – I
Marks for Marks for
102: Business Environment 30 70 100 5
105: Marketing Management 30 70 100 5
TOTAL 500 25
SEMESTER – II
Marks for Marks for
201: Consumer Behaviour &
Marketing Research 30 70 100 5
202: Advertising & Sales
203: Retailing Management 30 70 100 5
204: International Marketing 30 70 100 5
TOTAL 500 25
(2) ** 3 Credits (60 Marks) are for Project Report and 2 Credits (40 Marks) are for Viva-
Voce. Viva-voce examination will be conducted at a comprehensive level.
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VIII) POST-GRADUATE DIPLOMA IN HUMAN RESOURCE MANAGEMENT

one-year Post-Graduate Diploma in Human Resource Management (PGDHRM) Programme
(not equivalent to the Post-Graduate Degree) from the academic year 2022-23.
The functioning and success of every department in an organization depends on its human
resource, recognized presently as human capital. A good HR department is critical to an
employee-oriented, productive workplace in which employees are energized and engaged.
The remit of the Human Resources Department encompasses an entire organization and today
plays an increasingly important strategic role. From a traditional role of ensuring
employment law compliance and maintaining staffing pattern, to becoming an influential
partner in the strategic development of an organization, the HR Department has come a long
way. The broader range of responsibilities, as well as a deeper understanding of an
organization’s most important asset – its people – means the HR department has emerged as
true support for all managers. The PGDHRM Programme will help you to develop your
knowledge and skills in core areas of human resource management (HRM) and start or further
your career as a HR professional. The Programme will also enhance the expertise of students
in professional activities related to employee resourcing, employee development, employment
relations, employment law, etc. The Programme is beneficial for both - the industry, which is
looking for candidates with the required knowledge and skills in the Human Resource
Management field and fresh graduates and working executives, who are looking for a formal
management education in the field for their career advancement.
activities of the human resource management function of an organization;
understanding about the basic functions and activities of HRM like human resource
planning, recruitment, selection, training and development, etc., and also few other
important facets of HRM like performance management, various legal provisions
relating to the management of the workers, maintenance of good relations among
various segments of the organizations, and also the intricacies relating to the
management of human resource at international level; and
techniques and methods relating to HRM area.
Programme Learning Objectives: The PGDHRM Programme is designed to make the

student:
organizational behaviour, business environment, and human resource management, in
addition to managerial economics, the knowledge of which is essential in decision-
making;
 Gain a detailed knowledge in some of the specialization facets of HR area, namely,
performance management, labour laws, management of industrial relations and
international human resource management.
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problems;
 Demonstrate the ability to critically analyze business environment by applying
 Use the skills acquired in the core functions of HRM like the human resource planning,
recruitment, selection, development, evaluation of performance, reward management,
employee engagement, in addition to recent developments in HR area like HRIS,
Human Resource Accounting and Auditing for HR in their career;
 Apply the knowledge gained relating to various aspects relating to performance
management like performance management planning, performance analysis,
performance audit, measurement, counseling, etc., in their career;
 Employ the knowledge gained through the study of various labour legislations in their
profession;
 Demonstrate the knowledge gained through the study of management of industrial
relations, i.e., union-management relations, collective bargaining, grievance handling,
disciplinary issues, employment involvement in decision-making, etc., in practical
situations; and
 Learn in detail about the functions, activities, practices, etc., of International Human
Resource Management and employ the knowledge in their career.
PROGRAMME STRUCTURE
SEMESTER – I
Marks for Marks for
105: Human Resource
TOTAL 500 25
SEMESTER – II
Marks for Marks for
201: Performance
202: Labour Laws 30 70 100 5
203: Management of
Industrial Relations 30 70 100 5
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204: International Human
Resource Management 30 70 100 5
TOTAL 500 25
(2) ** 3 Credits (60 Marks) are for Project Report and 2 Credits (40 Marks) are for Viva-Voce.
Viva-voce examination will be conducted at a comprehensive level.
IX) POST-GRADUATE DIPLOMA IN OPERATIONS MANAGEMENT

one-year Post-Graduate Diploma in Operations Management (PGDOM) Programme (not
The goal of any organization – may be in manufacturing or service sector - is to maximize

efficiency within an organization, increase the organization’s productivity, increase profits
while reducing costs, and ensure the production and delivery of high-quality products or
services that suit consumers’ needs. In this competitive world, providing high quality
products / services at right time and at right place to the customers is a big challenge to the
organizations. Operations Management comes into the picture here. The PGDOM Programme
prepares the student to confront the challenges put forth by the field. The Programme is
beneficial for both - the industry, which is looking for candidates with the required knowledge
and skills in the Operations Management field and fresh graduates and working executives,
who are looking for a formal management education in the field for their career advancement.

activities of the operations function of an organization;
understanding on various facets of operations management of an organization like
supply chain and logistics management, total quality management, maintenance
management, recent concepts in the area at international level, including the role of
human resource in all these operations; and
techniques and methods relating to operations management area in business
operations.
Programme Learning Objectives: The PGDOM Programme is designed to make the

student:
organizational behaviour, business environment, and operations management, in
addition to managerial economics, the knowledge of which is essential in decision-
making;
 Gain a detailed knowledge in some of the specialization facets of operations area,
namely, supply chain management, total quality management, world class
manufacturing and maintenance management.
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problems;
 Demonstrate the ability to critically analyze business environment applying
 Apply the knowledge gained relating to various concepts and aspects relating to supply
chain, logistics, inventory, transportation, SCM models, use of IT in SCM, etc., in their
career;
 Employ the knowledge and skills learnt about quality standards, tools, techniques, Six
Sigma process, implementation of quality and TQM, etc.;
 Use the skills acquired relating to varied aspects of World Class Manufacturing like
MRP, MRP-II, JIT, lean manufacturing, automation, robotics, industry-4, HR
dimensions in world class manufacturing, etc.; and
 Demonstrate the knowledge gained on various facets of Maintenance Management
(MM) in organizations like the strategies, key issues of MM, maintenance planning and
scheduling methods, integrated maintenance systems, advanced maintenance systems,
advanced tools and techniques in MM, etc.
PROGRAMME STRUCTURE
SEMESTER – I
Marks for Marks for
105: Operations
TOTAL 500 25
SEMESTER – II
Marks for Marks for
201: Supply Chain
202: Total Quality
203: World Class
Manufacturing 30 70 100 5
204: Maintenance
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205: Project Report &
Viva-Voce NA NA 100** 5**
TOTAL 500 25
(2) ** 3 Credits (60 Marks) are for Project Report and 2 Credits (40 Marks) are for
Viva-Voce. Viva-voce examination will be conducted at a comprehensive level.
X) GENERAL GUIDELINES RELATING TO THE PROGRAMS
1) Eligibility Criteria and Admission Process

 Admission into the one year P. G. Diploma Programs is open to all citizens of India
who hold a Bachelor’s Degree in any discipline from any Indian University
recognized by the UGC.
 Candidates who completed Chartered Accountancy / Cost Accountancy / Company
Secretary from the Institute of Chartered Accountants of India (ICAI) / Institute of
Cost Accountants of India (ICAI) / Institute of Company Secretaries of India (ICSI)
are also eligible to seek admission into the Programmes.
 There is no entrance test to admit the candidates into the Programmes.
Note: If the minimum number of eligible candidates (i.e., 10) are not registered at a study
centre, for that academic year, such candidates will be given admission at a nearby study
centre where 10 or more than 10 candidates are registered for admission.
2) Intake: There is no limit on the intake into the Programmes.
3) Medium of Instruction: The medium of instruction for the study and for examinations is
English only.
4) Duration of the Program: Minimum duration of the Programme is one (01) academic
year, divided into two semesters. Maximum duration within which a student can complete the
Programme is two (02) academic years. Re-admission may be taken as per the norms of the
University in vogue.
5) Tuition Fee: Tuition Fee is Rs.8000/- (Eight Thousand Only) for the Programme (for both
semesters) and the students shall pay the full amount of tuition fee in single instalment at the
time of admission. Further, the students shall pay the Examination Fee as per the norms of
the University.
Note: (a) Fee Structure is subject to change by the University from time to time; and
(b) Tuition fee once paid will not be refunded / adjusted against any other fee under any
circumstances.
6) Instructional Methodology: The Programme is delivered through different modes that
are accessible and flexible to the students:
 Provision of course material in SLM (Self-Learning Material) format to the students
(either in the form of hard copy / soft copy);
 Organize face-to-face Contact-cum-Counselling Classes through blended mode (at the
Study Centres and through on-line mode from the University);
 For each course (except for the course 205: Project Report & Viva-Voce) 12 Contact-
cum-Counselling Classes of one hour duration each will be organized;
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 Two Contact-cum-Counselling will be organized to guide the students regarding the
preparation of Project Report (These sessions will be organized only through on-line
mode to all students of all programmes);
 Video and audio lessons for each course will be uploaded in the University Website /
YouTube (the students can view / hear these lessons at their own pace / place /
convenience).
Note: Face-to-face Contact-cum-Counselling Classes at the Study Centres will be organized

only if minimum 10 candidates are registered for a Programme at a Study Centre. However,
all students can join and avail the benefits of classes organized through ‘on-line mode’.
Further, the face-to-face Counselling Classes will be organized on Sundays at the Study
Centres.
7) Study Centres: The Study Centre is the contact point at the local level. Select the Study
Centre that is convenient to you and write clearly, in order of preference the name of the
Study Centre, where you wish to register for counselling and other facilities. The
Programmes are offered only at 10 Regional Coordination Centres / Study Centres of the
University in both the States of Telangana and Andhra Pradesh, as listed below:
i) 06: SRR Government College, Karimnagar;

ii) 07: SR & BGNR Govt. College, Khammam;
iii) 09: MVS Govt. Arts & Science College, Mahaboobnagar;
iv) 10: Nagarjuna Government College, Nalgonda;
v) 12: Girraj Government College, Nizamabad;
vi) 17: S. V. Arts College, Tirupati;
vii) 19: Dr. V. S. Krishna Govt. Degree College, Visakhapatnam;
viii) 21: University Arts & Science College, Subedari, KU, Warangal;
ix) 42: SRR & CVR Govt. Degree College, Vijayawada; and
x) 23: Post-Graduate College of Osmania University, Secunderabad.
The Head of each Study Centre, designated as Joint Director / Deputy Director / Assistant
Director / Coordinator, serves as a link between the University, the academic counsellors and
the students. The students receive guidance and support from experienced counsellors in their
subjects / courses concerned at the Study Centres.
Every student admitted to a Programme is attached to a Study Centre according to his / her
convenience. While the student’s choice will be given weightage, the University reserves the
right of allotment to any other centre on administrative or other reason.
Note: All Mondays and the Tuesdays following Second Saturday of the month are weekly
holidays for Study Centres, in addition to normal public holidays declared by the
Government. All Sundays, except declared as a public holiday, are working days for the
University Study Centres.
8) Evaluation System: The evaluation system of the P G Diploma Programmes consists of
two components: (a) Continuous Assessment (Assignments) – carries a weightage of 30% and
(b) Semester-End Examinations – carries a weightage of 70%. That is, out of 100 marks for
each course, 30 marks are assigned for Continuous Assessment and 70 marks are assigned for
Semester-End Examinations. The pass marks for each course are 40. Students shall secure a
minimum of 12 marks out of 30 in assignments (6 marks minimum in each assignment out of
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15) and a minimum of 28 marks out of 70 in the Semester-End Examinations to pass the
course.
‘Project Report & Viva-Voce’ is the last course in the Second Semester of all programs. To
get the certificate awarded, as mentioned earlier, the student has to submit a Project Report
and attend Viva-Voce Examination also. This course also, like all other courses, has a
weightage of 5 Credits, out of which 3 Credits are assigned to Project Work / Report and 2
Credits to the Viva-Voce Examination.
Based on the performance of the student in both the Continuous Assessment and Semester-
End Examinations, Letter Grade and Grade Point will be awarded to the student.
Model Semester-End Question Paper is given at the end of the course material of each course.
The students shall download the assignments from the University websites (www.braou.ac.in
and / or braouonline.in), write the answers and submit the assignments as per the instructions
uploaded along with the assignments.
TOTAL NUMBER OF MARKS AND CREDITS: SEMESTER-WISE
SEMESTER TOTAL NUMBER OF TOTAL NUMBER OF

MARKS CREDITS
1ST SEMESTER 500 25
2ND SEMESTER 500 25
1000 50
INFORMATION ABOUT AWARD OF GRADES AND GRADE POINTS
Range of Marks Letter Grade Explanation Grade Point

Obtained in a Course
85-100 O Outstanding 10
70-84 A Very Good 9
60-69 B Good 8
55-59 C Above Average 7
50-54 D Average 6
40-49 E Satisfactory 5
Less Than 40 F Fail 0
Absent Ab Absent ---
XI) PROJECT REPORT GUIDELINES

Students are advised to read the ‘Guidelines for Preparing Project Report’ carefully and
proceed accordingly while working on the Project Report. These Guidelines, along with the
list of eligible Project Supervisors / Project Guides, will be uploaded on the University
Website separately.
XII) CAREER OPPORTUNITIES

India is a developing economy and both manufacturing and service sectors are growing a fast
rate in the country. There are career opportunities to the candidates who possess required
knowledge, skills and capabilities in different specialization areas in the field of management.
This programme can make you a competitive candidate in the job market, seek best career
opportunities and several benefits including becoming potential candidate for promotion in a
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short span of time, become more knowledgeable leader, enhance decision-making abilities,
increase your team’s job performance, develop specialized skills that apply to most industries.
XIII) GENERAL INFORMATION
(1) Change / Transfer of the Study Centre: The following is the procedure for the change /
transfer of Study Centre:
(a) The change of Study Centre is done only once during the minimum duration of
any programme.
(b) For effecting any transfer of student from one Study Centre to another Study
Centre, the student shall submit his / her application in the prescribed form in the
Study Centre where he / she is admitted / studying with the documentary evidence
/ proof for such transfer.
(c) The Head of the Study Centre shall forward the application with a specific
recommendation duly satisfying himself of the reason(s) after careful verification
of documentary evidence / proof submitted for transfer.
(d) The reasons such as change of place on account of marriage, employee on transfer,
etc., may be considered. However, no transfer of Study Centre shall be
recommended without any valid reason and without any documentary evidence.
(e) No transfer of Study Centre shall be entertained within the twin cities of
Hyderabad / Secunderabad and also the adjacent or close-by Study Centres.
(f) Students who seek re-admission or re-enrolment to the Programme are not eligible
for transfer of Study Centre after the re-admission is granted.
(2) Re-Admission Provision: Student who couldn’t complete the Programme within the
maximum duration can take re-admission as per the norms of the University in vogue at that
time. Study Centre will not be changed for students seeking re-admission.
XIV) ADMISSION PROCEDURE

Candidates are requested to following procedure to seek admission into the desired
Programme:
(1) Visit ‘www.braouonline.in’ website and fill the Admission Registration Form by self or
with the help of Telangana State (TS) / Andhra Pradesh (AP) online centre. Take a print out
of the filled-in Admission Registration Form. Please go through the guidelines given under
the next section regarding filling the Admission Registration Form.
(2) Now, go to the Study Centre along with the necessary certificates in original (i.e.. Date of
Birth, Social Category Certificate, Degree Certificate, Marks Memos, and other relevant
certificates in the case of Ex-Servicemen / Physically Challenged / Visually Challenged /
Hearing Impaired and all who come under reservation categories, etc.) and a set of attested
copies thereof. Then submit the printed Admission Registration Form along with one set of
attested copies of Certificates at Study Centre.
(3) After the verification of certificates with originals by the Study Centre staff, the candidate
is directed to make the Tuition Fee payment. The candidate will also receive an SMS from
the University.
16
(4) Now, the candidate has to pay the prescribed Tuition Fee as printed in the Admission
Registration Form either at any TS / AP Online Centre or through Debit / Credit Card.
(5) After paying the Tuition Fee, a receipt will be generated with Admission Number, Name,
Fee amount, etc., confirming the admission of the candidate.
(6) Then, the student has to download the Identity Card from the University website.
(7) Student is advised to keep a printed copy of the Admission Registration Form along with
the Tuition Fee Receipt till the Programme is completed and all certificates are taken from the
University.
XV) GUIDELINES TO FILL THE ONLINE ADMISSION REGISTRATION FORM
Enter the portal of BRAOU, i.e., www.braouonline.in
Click on PG I Year / PG Diploma / Certificate Programmes Online Admission Registration

Form 2022-23. As you click on it, all MLISc, BLISc, PGDFM, PGDMM, PGDHRM,
PGDOM, PGDES, PGDWMMT, PGDHR, PGDWS, PGDCHT, NCHOM, CECE, CPLCD &
CPFN will appear on the monitor.
Click on the Programme to which you wish to register. For example, if you wish to study P G
Diploma in Marketing Management Programme, then click on PGDMM Registration. Once
you select or click on a Programme, the window opens (the blank Admission Registration
Form appears on the monitor) for that Programme. Start filling the application ‘online’ by
typing in some of the columns and selecting correct option in others.
The step-wise process of filling application is as follows:
Column -1 (Personal Details): (a) Type your name as per SSC Certificate. If you have not
studied SSC, then type your name as shown in the Bachelor’s Degree Certificate; (b) Type
your Father’s name as per SSC or if not studied SSC, type it as recorded in Bachelor’s Degree
Certificate. Similarly, type your Mother’s name; (c) Enter your Date of Birth as per SSC
Certificate or other Certificate (Date of Birth once entered will not be changed; (d) Similarly,
click on the Gender, Marital Status to which you belong and fill up your Aadhar Number in
the column.
Column – 2 (Address for Correspondence): Type your complete Postal Address, enter
your Mobile Number and e-mail id.
Column – 3 (Programme of Study): Click on Programme of Study and select the

Programme which you intend to study keeping in view the eligibility criteria.
Column – 4 (Medium of Study): Medium is automatically displayed on the monitor (For

these four PG Diploma Programmes the Medium of Instruction is English only).
Column – 5 (Study Centre Opted): As you click on this column, the list of Study Centres
offering the chosen programme will appear on the screen. The students who wish to register
for the PG Diploma Programmes have to select two Study Centres in the order of preference
as 1 and 2 from the list of Study Centres.
17
Column – 6 (Religion): Click on the Religion to which you belong out of the religions
displayed on the monitor.
Column -7 (Social Status): Click on the Social Status and select the Social Status to which
you belong from the list provided, i.e., SC, ST, BC-A, BC-B, BC-C, BC-D, BC-E and OC.
Column – 8 (Employment Status): Click on and select the Employment Status from among
the categories, viz., Employed, Self-Employed and Un-employed.
Column -9 (Occupation): Click on Occupation and select the option to which you are
associated with viz., House Wife, Agricultural Labour, Labourer, Skilled Worker, Teacher,
Businessman, Ministerial Services, Nurse, Defence and Others.
Column – 10 (Educational Qualifications): Enter Qualifying Degree or Programme with

marks obtained against total maximum marks. On clicking this column, the qualification(s)
relevant to pursue the Programme of study will display on the monitor. Select the
qualification which you possess. Select either ‘Regular Mode’ or ‘Distance Mode’ through
which you obtained Bachelor’s Degree. In the same column, you find sub-columns for State
of Study, University Studied and Marks secured against the total marks. If you click on State
of Study, you get a list of States on the monitor. Select the State in which you studied your
Qualifying Degree or Programme. Similarly, click on the ‘University Studied’. As you
click it, you get a list of Universities. Select the University where you have studied your
Bachelor’s Degree. Then type the marks secured out of the maximum marks.
Column -11 (Physically Challenged): Select either ‘YES’ or ‘NO’ under ‘Differently Abled’
head. If you click ‘YES’ then you will find category of ‘Physically Challenged’, ‘Visually
Challenged’ and ‘Hearing Impaired’. Select appropriate category to which you belong to.
Column -12 (Area of Residence): Under this head, select the Area in which you are residing,
i.e., Urban, Rural and Tribal.
Column -13 (Photo & Signature): In respect of Photo and Signature, put your Passport Size
Colour Photograph on a white paper and sign below the photo and scan it. Both of them shall
be uploaded to the Online Application. The Photo and Signature should not exceed 50 KB
and should be in .jpeg /.jpg format. Both of them shall be uploaded to the Online Application.
Column -14 (Declaration): At this stage, you need to ensure that all the entries made in the
above application are true to the best of your knowledge. Only after ensuring yourself that all
the entries made are correct, then only, click on ‘Submit’ and take print out of Application
Form in two sets. The print out of this Application Form comes out with an Application
Number – put your Signature in the BOX provided on the left hand side below the
declaration. Paste a colour photograph in the box provided in Application Form.
XVI) ENCLOSURES
The following copies of certificates have to be enclosed with the print out of Application
Form and get them verified with original certificates at the Study Centre:
1) Copy of Date of Birth Certificate (SSC);

2) Copy of Degree Pass Certificate and Memorandum of Marks;
18
3) Copy of relevant Social Category Certificate (in case of Reserved categories); and
4) Copy of relevant Certificates in the case of Ex-Service Men / Physically / Visually
Challenged candidates who come under reservation categories (this is required for the
purpose of statistical data only).
XVII) CONTACT DETAILS

If any further information is required, you are requested to contact the officers whose details
are given below:
a) Academic related matters:
Head, Department of Business Management, Dr. BRAOU, Jubilee Hills,
Hyderabad (Ph: 040-23680440/441/443/453).
b) Admissions, Contact Classes, Assignments, etc.:

Director, Learner Support Services Division, Dr. BRAOU, Jubilee Hills,
Hyderabad (Ph: 040-23680291/280).
c) Course Material:
Director, Material & Publication Division, Dr. BRAOU, Jubilee Hills, Hyderabad
(Ph: 040-23680376/379/370).
d) Examinations / Results:
Controller of Examinations, Dr. BRAOU, Jubilee Hills, Hyderabad
(Ph:040-23680333/240/246/251).
e) Video / Audio Lessons:

Director, EMRRC, Dr. BRAOU, Jubilee Hills, Hyderabad
(Ph: 040-23680320 / 326).
f) Issue of Duplicate Id. Cards, and Re-admissions: 040-23680378 / 359 / 292.
g) General Information: 040-23680333.
h) Enquiry Services: If you want any information please contact:

Director (Academic): 040-23544741
Director (Learner Support Services): 040-23544986
Controller of Examinations: 040-23552840.
HELP DESK NUMBERS FOR ADVICE AND GUIDANCE
738 29 29 570
738 29 29 580
738 29 29 590
738 29 29 600
19
20
ANNEXURE – 1
COURSE STRUCTURE AND SYLLABUS OF P G DIPLOMA PROGRAMMES
A) P G DIPLOMA IN FINANCIAL MANAGEMENT
SEMESTER - I
PGDFM - 101: MANAGEMENT PROCESS AND BEHAVIOUR
No. of Credits: 5
Course Learning Objective
Broad objective of this course is to provide a detailed knowledge about the concept, nature and scope
of management, development of management thought, principles of management and functions of a
manager (in detail about Planning, Organizing, Directing and Controlling) for effective decision-
making. The course also provides a detailed knowledge about the fundamental concepts of
Organizational Behaviour, Individual and Group Behaviour, Organizational Dynamics, in addition to
focussing on the contemporary issues in organizational behaviour.
Course Learning Outcomes

After the successful completion of the course, students should be able to:
1. Acquire knowledge of Management principles, functions, contributions of different scientists
in the field of management, and also contemporary management practices in some advanced
countries, in addition to the learning about the process, skills, etc., of Planning and employ the
skills in practice.
2. Learn in detail about Decision-Making and Management by Objectives and able to apply the
concepts, process, skills, etc., in practice. Also understand various concepts relating to
Organizing, in addition to learning about various elements such as Delegation of Authority,
Departmentation, Span of Supervision, Organization Structure and Relationships,
Centralization and Decentralization and able to apply the knowledge gained in practice.
3. Gain knowledge about various aspects relating to communication, motivation, leadership,
controlling and coordination and able to apply the knowledge gained in their profession.
4. Understand the fundamental concept, nature, foundations of organizational behaviour (OB),
models of OB, acquire knowledge about the behaviour of an individual from different angles
like personality, perception, learning, attitudes and values, and also about the behaviour of the
groups by learning in detail about group dynamics, work teams, conflict management and
stress management and able to manage group performance, in addition to resolving the issues
relating to conflict and stress among the employees.
5. Learn in depth about the organizational dynamics involving organization’s culture and climate
along with organization change, and various contemporary issues in OB like positive OB,
Positive Psychology in Work Place, Subjective Wellbeing, Quality of Life, Emotions and
Moods, etc., and able to establish proper culture in organizations, introduce changes in
organizations, initiate measures to introduce required measures for better work place
behaviour of the team members, etc.
BLOCK - I : INTRODUCTION TO MANAGEMENT AND PLANNING

Unit - 1: Management: Meaning, Principles and Functions
Unit - 2: Management Practices in Advanced Countries
Unit – 3: Planning: Meaning, Process and Types
BLOCK – II: DECISION-MAKING AND ORGANIZING

Unit – 4: Decision-Making
Unit – 5: Management by Objectives
Unit – 6: Organizing – I
Unit – 7: Organizing – II
21
BLOCK – III: DIRECTING, CONTROLLING AND COORDINATION
Unit – 8: Managerial Communication
Unit – 9: Leadership
Unit – 10: Motivation: Techniques and Theories
Unit – 11: Controlling and Coordination
BLOCK – IV:ORGANIZATIONAL BEHAVIOUR AND CONFLICT MANAGEMENT
Unit – 12: Organizational Behaviour: An Introduction
Unit – 13: Individual and Group Behaviour – I
Unit – 14: Individual and Group Behaviour - II
Unit – 15: Conflict Management
BLOCK – V: STRESS MANAGEMENT AND ORGANIZATIONAL DYNAMICS
Unit – 16: Stress Management
Unit – 17: Introduction to Organizational Dynamics
Unit – 18: Organizational Change
Unit – 19: Contemporary Issues in OB
Reference Books:
1. Harold Koontz & Heinz Weihrich: Essentials of Management, McGraw-Hill.
2. Manmohan Prasad, Management: Concepts and Practices, Himalaya Publishing House, 2003.
3. Drucker, Peter F, Management: Tasks, Responsibilities and Practices”, Harper Perennal.
4. B S Moshal, Principles of Management, Ane Books Pvt. Ltd., 2009.
5. VSP Rao& V Hari Krishna, Management: Text and Cases, Excel Books, 2002.
6. Burton and Thakur, Management Today: Principles and Practices, Tata McGraw-Hill.
7. Stephen Robbins & Timothy Judge, ‘Essentials of Organizational Behavior’, Global Edition
(15th Edition) Pearson.
8. K. Aswathappa : ‘Organizational Behaviour: Text, Cases & Games’ : 12 thRevised Edition,
Himalaya Publishing House, New Delhi.
9. P Subba Rao: ‘Organizational Behaviour: Text Cases & Games’: Himalaya Publishing House.
10. Shashi Gupta, Rosy, ‘Organizational Behaviour’, (9th Edition), Kalyani Publication, Ludhiana.
11. Cherrington D.J., ‘Organizational Behaviour’, (1994), Allyn and Bacon, Boston.
*****
PGDFM - 101: MANAGEMENT PROCESS AND BEHAVIOUR

Unit - 1: Management: Meaning, Principles and Functions: Meaning, Nature, Scope, Concept &
Importance of Management - Evolution of Management Thought - Principles of Management –
Functions of Management – Management Process.
Unit - 2: Management Practices in Advanced Countries: Best Practices in USA, Japan, China –
Unconventional Approaches to Modern Management.
Unit – 3: Planning: Meaning, Process and Types: Planning: Meaning and Definition – Nature of
Planning – Importance of Planning – Principles of Planning – Planning Process – Limitations of
Planning – Forecasting: Meaning and Techniques - Types of Plans.

Unit – 4: Decision-Making: Decision Making: Meaning and Definition – Importance of Decision
Making – Types of Decisions – Decision Making Process – Techniques of Decision Making –
Decision Making Models.
Unit – 5: Management by Objectives: MBO: Meaning and Definition – Characteristics of MBO –
MBO Process – Advantages and Limitations of MBO - – MBO in Indian Companies.
22
Unit – 6: Organizing – I: Organizing: Concept, Organization Structure, Organization Process,
Purpose of Organization, Steps in the Process of Organization, Principles of Organization, and Formal
and Informal Organization; Departmentation: Meaning, Need, Patterns and Choosing a Pattern - Span
of Control: Meaning, Factors Determining Span of Control, Graicunas’ Theory, Tall Organization,
and Flat Organization; Organizational Design: Meaning, Importance, Factors Affecting Organizational
Design – Types of Organizational Structure.
Unit – 7: Organizing – II: Delegation of Authority: Concepts of Authority, Responsibility, and
Accountability – Delegation of Authority: Meaning, Need, Process, Barriers. Centralization of
Authority: Meaning, Advantages & Disadvantages - Decentralization of Authority: Meaning,
Advantages and Disadvantages, Delegation of Authority Vs Decentralization, and Factors Influencing
Decentralization.

Unit - 8: Managerial Communication: Meaning and Definition – Characteristics of
Communication – Need and Importance of Communication – Process of Communication – Channels
of Communication – Barriers to Communication.
Unit - 9: Leadership: Leader and Leadership: Meaning and Definition - Leadership Theories:
Personality Theories; Behavioural Theories; Situational Theories – New Perspectives on Leadership –
Effective Leadership.
Unit - 10: Motivation: Techniques Theories: Motivation: Meaning - Types of Motivation: Positive
Vs Negative Motivation, Extrinsic Vs Intrinsic Motivation, Financial Vs Non-Financial Motivation –
Techniques or Methods of Motivation - Theories of Motivation: Content Theories and Process
Theories.
Unit – 11: Controlling and Coordination: Controlling: Definition of Control, Characteristics of
Control, Control Process, Importance of Control, Techniques of Control, Requirements of Effective
Control System – Coordination: Definition, Characteristics, Importance, Advantages, Principles,
Forms of Coordination, and Symptoms of Lack of Coordination.
Unit – 12: Organizational Behaviour: An Introduction: Concept of Organizational Behaviour -
Nature and Scope of Organizational Behaviour - Foundations of Organizational Behaviour -
Organizational Design - Challenges for Organizational Behaviour - Models of Organizational
Behaviour: Cognitive, Behaviouristic and Social Learning Models of Organizational Behaviour –
Basic Models of Organizational Behaviour – Systems approach to OB.
Unit – 13: Individual and Group Behaviour - I: Meaning - Personality: Meaning, Importance,
Determinants, and Theories of Personality – Perception: Meaning and Definition, Perception Model,
Principles of Perception, and Errors in Perception – Learning: Concept, Theories of Learning,
Principles, and Learning and Organizational Behaviour.
Unit – 14: Individual and Group Behaviour - II: Attitudes and Values: Work Attitudes, Concept of
Attitude, Formation of Attitude, Changing Attitude, and Values and Value Systems - Group
Dynamics: Meaning, Group Formation, Types of Groups, Factors Influencing Formation of Groups,
Group Norms, Group Decision Making, and Group Cohesiveness - Work Teams: Concept.
Unit – 15: Conflict Management: Organizational Conflict – Nature of Conflict – Types of Conflict –
Levels of Conflict – Transactional Analysis and Johari Window – Process of Conflict – Sources of
Conflict - Group Conflict – Conflict Management - Conflict Generation and Resolution – Negotiation.

Unit – 16: Stress Management: Concept of Stress – Nature of Stress – Physiological Basis of Stress
– Burnout , Eustress , Distress – Sources of Stress - Consequences of Stress – Behavioural and Work
Related Stress – Stress Coping Mechanisms.
Unit – 17: Organizational Culture and Climate: Concept of Culture – Importance - Nature of
Culture - Formation of Culture - Internalizing Organizational Culture - Organizational Climate -
Culture Vs. Climate - Model of Climate.
23
Unit – 18: Organizational Change: Change and Change Management – Meaning and Definition -
Nature of Change Process – Importance of Change – Types of Change - Forces for Change in
Organizations – Resistance to Change – Models of Change Process – Organizational Development
(OD) Interventions.
Unit – 19: Contemporary Issues in OB: Organizational Behaviour in Modern Work Place: Positive
Traits – Positive Organizational Behaviour – Psychological Capital –Building a Positive
Organizational Behaviour –Subjective Well- Being - Quality of Life - Managing Emotions at Work
Place: Meaning of Emotions – Aspects of Emotions – Sources of Emotions and Moods - Emotional
Labour – Emotional Intelligence – Social Intelligence – Spiritual Intelligence.
*****
PGDFM - 102: MANAGERIAL ECONOMICS

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the managerial economics,
theories of firm, market structure, pricing strategies, about analysis of firms from different angles /
point of view like demand, supply, production, cost and profit, and apply the knowledge gained in
making decisions pertaining to different business situations.

1. Understand the concepts of Managerial Economics, Firm and Optimization, learn various
behavioural theories, tools and techniques of optimization and able to apply them in
managerial decision- making.
2. Learn various concepts and analysis relating to demand and supply including demand
function, law of demand, elasticity of demand, demand forecasting, demand estimation,
supply function, law of supply, etc., and able to use such knowledge in their professional
career.
3. Appraise the importance of production function in organizations, various laws and concepts
relating to the production function and able to use them in their career.
4. Recall and employ the skills gained by understanding various concepts relating to cost and
profit and in their analysis.
5. Know different types of market structures, pricing strategies, pricing methods, etc., and able to
execute the knowledge in designing appropriate pricing strategies.
BLOCK - I: MANAGERIAL ECONOMICS AND THEORIES OF FIRM

Unit - 1: Managerial Economics: Nature and Scope
Unit - 2: Firm: Concepts, Objectives, Decision Issues, and Theories of Firm
Unit - 3: Optimization: Concepts, Tools and Techniques of Analysis
BLOCK – II: DEMAND AND SUPPLY ANALYSIS

Unit - 4: Demand Concepts and Analysis
Unit - 5: Elasticity of Demand
Unit - 6: Demand Forecasting and Estimation
Unit - 7: Supply Analysis
BLOCK - III: PRODUCTION ANALYSIS

Unit - 8: Production Function
Unit – 9: Optimization of Employment of Input Factors in the Short Run
Unit –10: Optimization of Employment of Input Factors in the Long Run
24
BLOCK – IV: COST ANALYSIS AND PROFIT ANALYSIS
Unit -11: Cost Concepts and Analysis
Unit -12: Short Term Cost Analysis
Unit – 13: Long Term Cost Analysis
Unit – 14: Profit Concepts and Analysis
BLOCK - V: MARKET STRUCTURE AND PRICING DECISIONS

Unit -15: Market Structure
Unit -16: Perfect Competition and Monopoly
Unit -17: Monopolistic Competition, Oligopoly and Duopoly
Unit -18: Pricing Strategies
Reference Books:
1. R L Varshney & K L Maheshwari, “Managerial Economics”, Sultan Chand & Sons, 2012.
2. Dr. D N Dwivedi, “Managerial Economics”, Vikas Publishing House, 2011.
3. P L Mehta, “Managerial Economics: Analysis, Problems and Cases”, Sultan Chand & Sons.
4. D M Mithani, “Managerial Economics”, Himalaya Publishing House, 2005.
5. Suma Damodaran, “Managerial Economics”, Oxford University Press, 2011.
6. G. Sunitha G Sardar, “Managerial Economics – Text & Cases, Students Helpline Poublshing
House, 2010.
PGDFM – 102: MANAGERIAL ECONOMICS
BLOCK -I: MANAGERIAL ECONOMICS AND THEORIES OF FIRM

Unit -1: Managerial Economics - Nature and Scope: Why to Study Economics? - What is
Economics? - Managerial Economics – Definitions - Nature of Managerial Economics – Scope of
Managerial Economics – Economic Concepts Applied to Business Decisions - Relationship with other
Disciplines.
Unit - 2: Firm: Concepts, Objectives, Decision Issues and Theories of Firm: Meaning and
Definition of Firm – Classification – Objectives of Firm: Profit Maximization, Value Maximization –
Theories of Firm: Economist’s Theory of the Firm, Behavioral Theory the Firm, Managerial Theory of
the Firm.
Unit - 3: Optimization: Concepts, Tools and Techniques of Analysis: Meaning and Definition of
Optimization – Optimization Concept – Constrained Optimization - Unconstrained Optimization –
Tools and Techniques of Optimization.
BLOCK - II: DEMAND AND SUPPLY ANALYSIS

Unit-4: Demand Concepts and Analysis: Importance of Demand - Concept of Demand – Features
of Demand - Determination or Factors Influencing Demand - Demand Function – Types of Demand –
Nature of Demand - Law of Demand: Demand Schedule; Demand Curve; Characteristics of the Law
of Demand; Assumptions of the Law of Demand; Rationale of the Law of Demand; Exceptions to the
Law of Demand - Approaches to Demand - Change in Demand Vs. Change in Quantity Demanded -
Relationship between Demand and Revenue.
Unit-5: Elasticity of Demand: Concept of Elasticity of Demand - Measurement of Elasticity of
Demand - Factors Influencing Elasticity of Demand - Types of Elasticity of Demand – Measurement
of Price Elasticity of Demand – Income Elasticity of Demand – Applications of Income Elasticity of
Demand – Cross Elasticity of Demand - Advertising Elasticity of Demand – Factors Influencing
Advertising Elasticity of Demand – Practical Applications of the Concept of Elasticity of Demand.
Unit-6: Demand Forecasting and Estimation: Concepts of Demand Forecasting – Definitions –
Objectives of Demand Forecasting – Purposes of Demand Forecasting – Purpose of Short-Term
Forecasting; Purpose of Long-Term Forecasting – Types of Demand Forecasting – Forecasting
Demand for a New Product – Concept of Demand Estimation – Methods of Demand Estimations –
Market Experimental Surveys; Survey of Consumers’ Intentions; Statistical Analysis.
25
Unit-7: Supply Analysis: Meaning of Supply – Types of Supply; Supply and Stock - Determinants of
Supply - Supply Function – Types of Supply Functions - Law of supply – Assumptions in the Law of
Supply; Supply Schedule and Supply Curve; Exceptions to the Law of Supply; Changes in Supply.

Unit – 8: Production Function: Meaning of Production – Meaning and Definitions of Production
Function –Features of Production Function – Importance of Production – Assumptions of Production
Function – Types of Production Function – Measurement of Production Function-Cobb-Douglas
Production Function.
Unit – 9: Optimization of Employment of Input Factors in the Short Run : Law of Diminishing
Returns – Criticisms of Law of Diminishing Returns – Factors of Production – Fixed and Variable
Inputs – Law of Variable Proportions – Causes of Increasing and Decreasing Marginal Returns to a
Factor.
Unit – 10: Optimization of Employment of Input Factors in the Long Run : Production Function
in the Long Run - Production Isoquants – Isoquant Curve – Marginal Rate of Technical Substitution –
Forms of Isoquants – Elasticity of Factors Substitution – Economics of Large Scale Production –
Diseconomies of Large Scale Production.
BLOCK – IV: COST ANALYSIS & PROFIT ANALYSIS

Unit – 11: Cost Concepts and Analysis: Cost Concepts – Opportunity Cost and Actual Cost –
Business Costs and Full Costs - Explicit Cost and Implicit Cost - Out of Pocket Costs and Book
Costs – Fixed Costs and Variable Costs - Total, Average and Marginal Costs – Short-Run Costs and
Long-Run Costs - Incremental Cost and Sunk Costs – Historical Cost and Replacement Cost - Private
Cost and Social Cost.
Unit – 12: Short Term Cost Analysis: Distinction Between Short-Run and Long-Run Costs – Short-
Run Cost Function – Short-Run Total Cost – Short-Run Average Cost.
Unit – 13: Long Term Cost Analysis: Returns to Scale and Costs – Long-Run Total Cost Function –
Long-Run Average Cost – Reasons for Fall and Rise of Long Run Average Cost Curve – Long-Run
Average Cost Curve in Case of Constant Returns – Saucer-Shaped Long-Run Average Cost Curve.
Unit – 14: Profit Concepts and Analysis: Concept of Profit – Concept of Economic Profit –
Theories of Profit – Functions of Profit – Cost-Volume-Profit Analysis.
BLOCK - V : MARKET STRUCTURES AND PRICING DECISIONS

Unit – 15 : Market Structure: Definition and Meaning of Market Structure – Characteristics of
Market Structure – Types of Market structures.
Unit -16: Perfect Competition and Monopoly: Meaning and Characteristics of Perfect Competition
– Pricing Decisions under Short-Run - Pricing Decisions under Long-Run - Meaning and
Characteristics of Monopoly – Pricing Decisions under Monopoly – Price Discrimination under
Monopoly - Types of Monopoly.
Unit -17: Monopolistic Competition, Oligopoly and Duopoly : Meaning and Characteristics of
Monopolistic Competition – Price and Output Determination by a Firm under Monopolistic
Competition – Meaning and Characteristics of Oligopolistic Market Structures – Price and Output
Determination by a Firm under Oligopolistic Market Structure – Meaning and Characteristics of
Duopolistic Market Structure - Differences Between the Oligopoly and Duopoly Markets Structures.
Unit – 18: Pricing Strategies: Pricing Decisions – Methods of Pricing - Price Strategies – Factors
Influencing Pricing Strategies – Price Forecasting.
*****
26
PGDFM - 103: QUANTITATIVE ANALYSIS FOR RESEARCH
No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the data collection methods,
statistical techniques used to analyze the data, interpret the data and writing a report that enables the
management in decision-making.

1. Comprehend classification of Quantitative Techniques and its approaches, significance
and application of progression, matrix and calculus (maxima and minima) in decision
making and able to apply the knowledge in their career.
2. Understand the concept, importance and process of Business Research, ways to collect
data (primary and secondary), various measures of central tendency (Mean, Median,
Mode, etc.), measures of variation and skewness and able to use appropriate methods for
data collection and its analysis.
3. Acquire knowledge about Correlation Analysis, Regression Analysis and Time Series
Analysis and able to apply appropriate techniques for data analysis.
4. Learn the concepts of Probability and its Theorem like, Addition, Multiplication,
Conditional, Bayes etc., discrete and continuous probability distributions (Binomial,
Poisson and Normal Distributions) in solving business problems and able to use them in
analysis and in decision-making.
5. Gain knowledge about meaning and methods of sampling, meaning, types and formulation
of Hypothesis, hypothesis testing procedure, One Tailed and Two Tailed tests, tests of
hypothesis like parametric and non parametric, interpretation of data and writing the
report and able to use proper techniques for data collection and hypothesis testing,
interpret the data properly and present in the form a report.
BLOCK - I: BASIC MATHEMATICS FOR MANAGEMENT

Unit - 1: Quantitative Decision-Making: An Overview
Unit - 2: Functions and Progressions
Unit - 3: Matrix Algebra and Applications
Unit - 4: Basic Calculus and Applications
BLOCK - II: BUSINESS RESEARCH AND DATA COLLECTION

Unit - 5: Business Research: Basics and Process
Unit - 6: Data Collection
Unit - 7: Measures of Central Tendency
Unit - 8: Measures of Variation and Skewness
BLOCK - III: RELATIONAL ANALYSIS AND ESTIMATION

Unit - 9: Correlation Analysis
Unit -10: Regression Analysis
Unit -11: Time Series Analysis
BLOCK – IV: PROBABILITY AND DISTRIBUTIONS

Unit - 12: Basic Concepts of Probability
Unit - 13: Discrete Probability Distributions
Unit - 14: Continuous Probability Distributions
BLOCK - V: HYPOTHESIS TESTING
Unit - 15: Sampling
Unit - 16: Hypothesis Testing Procedure
Unit - 17: Tests of Hypothesis
Unit - 18: Interpretation of Data and Report Writing
27
Reference Books:
1. Dr. Tusian P. C., Bharath Jhunjhunwala - (2014) - ‘Business Statistics - A self Study text
Book’ - S. Chand & Co., New Delhi. India.
2. Sharma J. K. - (2001) ‘Quantitative Techniques for Managerial Decisions’ – Macmillan,
New Delhi, India.
3. Digamber Patri, D. N. Patri - (2005) – ‘Quantitative Methods’ – Kalyani Publishers,
Ludhiana, India.
4. Nakkiran S., Nazar M., Fisseha G., - (2010) - ‘Business Research Methods’ – Avinash
Paperbacks, New Delhi, India.
5. Srivastava U. K., Shenoy G. V., Sharma S. C. - (2000) – ‘Quantitative Techniques for
Managerial Decisions’ – New Age International Pvt. Ltd. Publishers, New Delhi, India.
6. Anand Sharma - (2006) ‘Quantitative Techniques for Decision Making’ – Himalaya
Publishing House, New Delhi, India.
PGDFM - 103: QUANTITATIVE ANALYSIS FOR RESEARCH
BLOCK – I: BASIC MATHEMATICS FOR MANAGEMENT

Unit – 1: Quantitative Decision Making: An Overview: Meaning and Classification of Quantitative
Techniques (QT) - Statistics: Meaning and Definition; Functions of Statistics; Laws of Statistics;
Divisions of Statistics; Applications of Statistics; Limitations of Statistics; Computer Software for
Statistics – Advantages and limitations of Quantitative Techniques - QT in Business Management.
Unit – 2: Functions and Progressions: Definitions - Types of Functions - Solution of Functions -
Managerial Applications - Sequence and Series- Arithmetic Progression- Arithmetic Means in AP -
Geometric Progression – Geometric Mean in GP.
Unit – 3: Matrix Algebra and Applications: Special Matrices - Data Representation in Matrix Form
- Matrix Algebra: Scalar Multiplication- Multiplication of Matrices- - Transpose of Matrix -
Determinant of a Square Matrix - Inverse of a Matrix - Linear Simultaneous Equations Method -
Applications of Matrices.
Unit – 4: Basic Calculus and Applications: Calculus: Concept of Derivatives - Differentiation of
Implicit Function - Higher Order Differentiation - Applications of the Derivative – Optimization:
Meaning- Maxima and Minima with Characteristics - Geometric Analysis - Criteria of Maxima and
Minima - Methods of Ascertaining the Maxima and Minima - Managerial Applications of Maxima and
Minima Criteria.
BLOCK – II: BUSINESS RESEARCH AND DATA COLLECTION
Unit – 5: Business Research: Basics and Process: Definition – Characteristics of Research –
Essentials Features of a Good Research- Need For Business Research – Meaning of Business Research
–Objectives of Business Research – Nature of Business Research – Importance of Business Research –
Business Research Process - Uses of Research in Business – Limitations of Research in Business.
Unit – 6: Data Collection: Editing of Data – Coding – Classification - Tabulation – Seriation – Basic
Concepts – The Problem of Open-End Classes - The Concept of Mid-Point - Cumulative Frequency
Distribution- Concepts of Data and Information - Sources of Data - Methods of Collecting Primary
Data – Editing Primary Data – Sources of Secondary Data - Precautions in the use of Secondary Data.
Unit – 7: Measures of Central Tendency: Definitions – Objectives of Average - Arithmetic Mean -
Mathematical Properties of Arithmetic Mean- Merits and Limitations of Arithmetic Mean-- Weighted
Average Mean - Median - Determination of Median Graphically - Other Positional Averages - Merits
and Limitations of Median - Mode – Determinants Of Mode Graphically- Merits And Limitations of
Mode – Inter-Relationship Of Mean, Median And Mode.
Unit – 8: Measures of Variation and Skewness: Definitions – Significance of Measures of
Dispersion – Properties of Measures of Dispersion – Measures of Variation - Skewness.
BLOCK – III: RELATIONAL ANALYSIS AND ESTIMATION

Unit – 9: Correlation Analysis: Types of Correlation – Methods of Measuring Correlation -
Probable Error and Standard Error of Coefficient of Correlation - Coefficient of Determination -
28
Coefficient of Alienation- Spearman’s Rank Coefficient of Correlation - Concurrent Deviations
Method.
Unit – 10: Regression Analysis: Types Regression - Distinction Between Correlation and Regression
– Regression Models -Regression Equations Method - Fitting a Straight Line – Standard Error of
Estimate -– Finding Correlation Through Regression Coefficients.
Unit – 11: Time Series Analysis: Definition - Objectives and Significance of Time Series Analysis -
Components of Time Series – Decomposition of Trend –Secular Trend - Methods of Measurement of
Trend – Conversion of Trend Equation.

Unit – 12: Basic Concepts of Probability: Probability: Meaning – Definition – Importance of the
Concept of Probability – Basic Terminology - Approaches of Probability – Basics of Set Theory –
Theorems of Probability - Bayes’ Theorem – Mathematical Expectation - Permutations and
Combinations.
Unit – 13: Discrete Probability Distributions: Random Variable – Usefulness of Theoretical
Distribution- Types of Probability Distributions – Binominal Distribution (B.D.) - Fitting A
Binominal Distribution – Poisson Distribution (P.D.) – Fitting A Poisson Distribution.
Unit – 14: Continuous Probability Distributions (Normal Distribution): Importance of Normal
Distribution - Properties of Normal Distribution – Applications of Normal Distribution - Central
Limit Theorem – Conditions of Normality – Standard Normal Distribution / Curve - Finding the Area
Under Standard Normal Curve - Finding the Expected Frequencies- Parameters of the Three
Distributions.
BLOCK – V: HYPOTHESIS TESTING

Unit – 15: Sampling: Meaning and Definition - Need for Sampling - Characteristics of a Good
Sample - Advantages of Sampling - Types of Sampling - Probabilistic Sampling Methods - Non-
Probabilistic Sampling Methods - Sample Design - Characteristics of a Good Sample Design -
Sample Size and Determination –Sampling Distribution.
Unit – 16: Hypothesis Testing Procedure: Meaning of Hypothesis - Definition of Hypothesis –
Types of Hypothesis - Characteristics of a Good Hypothesis –- Hypothesis Testing Procedure - Type I
Error and Type II Error - One Tailed Tests and Two-Tailed Test – Statistical Estimation – Point and
Interval Estimation – Characteristics of Good Estimator.
Unit – 17: Tests of Hypothesis: Parametric and Non-Parametric Tests – Statistical Estimation –
Sampling of Attributes - Z Test for Number of Success – Z Test for Sample Proportions – Z Test for
Difference between Two Sample Proportions - Z- Test for Large Variables – Z-Test for Difference
between Two Sample Means– Z-Test for Difference between Standard Deviations of Two Samples -
Student’s ‘t’ Distribution- t-Test for Mean of Random Sample – ‘t’ Test for Two Independent
Samples Means - ‘t’ Test for Dependent Samples - Chi-Square Test – Chi-Square Test for Attributes
- Chi-Square Test for Goodness of Fit - Chi-Square Test for Population Variance – Yates’s Correction
for Continuity.
Unit – 18: Interpretation of Data and Report Writing: Meaning of Interpretation– Prerequisites of
Interpretation – Precautions in Interpretation of Data – Statistical Fallacies - Report Writing: Meaning
– Objectives of Report– Principles of Report Writing – Aspects to be Considered while Organizing a
Report - Stages in Organizing Research Report - Structure of Research Report – Guidelines for
Writing a Research Report.
*** * *
PGDFM - 104: ACCOUNTING FOR MANAGEMENT

No. and Credits: 5
Broad objective of this course is to provide a detailed knowledge about Financial Accounting and its
branches - Cost & Management Accounting - analysis of various financial statements, financial
29
reporting, accounting and financial reporting standards, etc., which enable them to prepare and
analyze various statements and take appropriate decisions.

1. Learn about Financial Accounting, Double Entry System, preparation of Journal, Ledger,
various Subsidiary Books, Trial Balance and able to prepare them.
2. Understand the procedure relating to the preparation of Profit and Loss Account, Balance
Sheet, and Preparation of the Company Final Accounts as per the provisions of the Companies
Act, 2013 and able to prepare them.
3. Gain knowledge about various aspects relating to Cost Accounting and able to calculate
Break-Even Point, Profit-Volume Ratio, prepare different types of budgets, employ techniques
like CVP Analysis, Break-Even Analysis, Variance Analysis, etc., in performance analysis of
organizations.
4. Discuss about various types of Financial Statements including comparative statements,
common-size statements, funds flow, cash flow statement and able to prepare and analyze
them using Ratio Analysis to know their impact on the organization.
5. Recall about Financial Reporting System, specific issues in corporate reporting like social
reporting, segment reporting, etc., Accounting Standards, IFRS and able to use the knowledge
in their career.
BLOCK - I: FINANCIAL ACCOUNTING

Unit - 1: Financial Accounting: An Introduction
Unit - 2: Double Entry System
Unit - 3: Subsidiary Books
Unit - 4: Trial Balance and Rectification of Errors
BLOCK - II: FINAL ACCOUNTS

Unit - 5: Preparation of Profit & Loss Account
Unit - 6: Preparation of Balance Sheet
Unit - 7: Introduction to Company Accounts
Unit – 8: Preparation of Company Final Accounts
BLOCK - III: COST ACCOUNTING

Unit - 9: Cost Accounting: An Introduction
Unit -10: Marginal Costing and Decision Techniques
Unit -11: Standard Costing and Variance Analysis
Unit -12: Budgeting and Budgetary Control
BLOCK - IV: UNDERSTANDING FINANCIAL STATEMENTS

Unit -13: Financial Statements Analysis
Unit -14: Ratio Analysis
Unit -15: Funds Flow Statement
Unit -16: Cash Flow Statement
BLOCK – V: REPORTING SYSTEM

Unit – 17: Financial Reporting
Unit – 18: Specific Issues in Corporate Reporting
Unit – 19: Accounting Standards
Unit – 20: International Financial Reporting Standards
Reference Books:
1. R. L. Gupta & V.K. Gupta, Principles & practices of accounting, Sultan chand.
2. Tulasian, ‘Accountancy’ , Kalyani Publishers.
30
3. Prof. Jawahar Lal and Dr. Seema Srivastava, 2014, ‘Financial Accounting: Principles and
Practices ( Third Revised Ed.), S. Chand & Company Pvt. Ltd., New Delhi.
4. S. N. Maheswari & S K Maheshwari, 2015, ‘An Introduction to Accountancy’, Vikas
Publishing House Pvt., Ltd., New Delhi.
5. R. Narayana Swamy, ‘Financial Accounting’, 2008, Prentice Hall of India, New Delhi.
6. David Young S. and Jacob Cohen, ‘Corporate Financial Reporting and Analysis’, Wiley.
PGDFM – 104: ACCOUNTING FOR MANAGEMENT
BLOCK – I: FINANCIAL ACCOUNTING

Unit–1: Financial Accounting: An Introduction - Meaning and Definition – Functions: Book-
keeping Vs. Accounting – Evolution of Accounting – Advantages of Financial Accounting –
Limitations of Financial Accounting – Branches of Accounting – Users of Accounting Information.
Unit–2: Double Entry System: Systems of Accounting – Accounting Principles: Concepts and
Conventions – Types of Accounts – Rules of Journalising – Accounting Cycle – The Journal – The
Ledger.
Unit–3: Subsidiary Books: Meaning of Subsidiary Books – Advantages of Subsidiary Books - Types
of Subsidiary Books – Purchases Book – Sales Book – Purchases Returns Book – Sales Returns Book
– Bills Receivable Book – Bills Payable Book – The Journal Proper – Cash Book – Simple Cash
Book; Double Column Cash Book; Triple Column Cash Book – Petty Cash Book – Analytical Petty
Cash Book; Imprest System.
Unit–4: Trial Balance and Rectification of Errors: Objectives of Preparing a Trial Balance –
Limitations of Trial Balance – How is Trial Balance Prepared? Introduction to Rectification of Errors
– Types of Errors – Methods of Rectification of Errors – Effect of Errors on Trial Balance – Suspense
Account.
BLOCK – II: FINAL ACCOUNTS

Units – 5: Preparation of Profit and Loss Account: Trading Account: Proforma of Trading
Account; Importance of Trading Account; Preparation of Trading Account – Manufacturing Account –
Profit and Loss Account: Proforma of Profit and Loss Account; Utility of Profit and Loss Account;
Preparation of Profit and Loss Account.
Units – 6: Preparation of Balance Sheet: Balance Sheet: Proforma of a Balance Sheet;
Understanding Some Balance Sheet Items; Limitations of Balance Sheet – Adjustment Entries –
Illustrations on Final Accounts.
Units – 7: Introduction to Company Accounts : Meaning and Definition of a Company – Essential
Characteristics of a Company – Kinds of Companies – Shares: Meaning and Definition of Share and
Stock; Types of Shares; Book Building; Dematerialisation; Issue of Shares; Forfeiture and Reissue of
Shares; Right Shares; Bonus Shares; Preference Shares – Debentures: Meaning; Classification of
Debentures; Issue and Redemption of Debentures – Issue of Debentures for Consideration other than
Cash; Issue of Debentures as Collateral Securities; Interest on Debentures; Cum-interest and Ex-
interest Purchase Prices – Underwriting and Underwriting Commission.
Unit – 8: Company Final Accounts: General Requirements: The Companies Act, 2013 – Schedule
III of the Companies Act, 2013: Schedule III: Part I – Format of Balance Sheet; Part II – Format of
Statement of Profit and Loss – Managerial Remuneration – Dividend – Investor Education and
Protection Fund – Illustrations: Company Final Accounts; Managerial Remuneration.
BLOCK - III: COST ACCOUNTING

Unit-9: Cost Accounting: An Introduction: Costing, Cost Accounting and Cost Accountancy – Cost
and Classification of Costs - Cost Control - Objectives of Cost Accounting - Essentials of a Good
Costing System – Distinction between Cost Accounting and Financial Accounting – Costing Methods
and Techniques – Installation of a Costing System and the Practical Difficulties in the Process –
Activity Based Costing.
31
Unit -10: Marginal Costing and Decision Techniques: Definition – Features of Marginal Costing –
Difference between Marginal Costing and Absorption Costing - Marginal Costing and Direct Costing -
Income Determination under Absorption Costing and Marginal Costing - Contribution – Marginal
Cost Equation - Break Even Analysis / Cost-Volume-Profit Analysis - Break Even Point – Profit
Volume Ratio – Margin of Safety – Applications of Marginal Costing – Limitations of Marginal
Costing.
Unit -11: Standard Costing and Variance Analysis: Historical Costing - Meaning and Definition of
Standard Cost and Standard Costing – Steps Involved in Standard Costing - Standard Cost Vs. Target
Cost - Standard Cost and Estimated Cost – Advantages of Standard Costing – Limitations of Standard
Costing – Preliminaries for Establishing a System of Standard Costing - Analysis of Variance –
Classification of Variances – Direct Material Variances – Direct Labour Variances – Overhead
Variances.
Unit -12: Budgeting and Budgetary Control: What is a Budget? - Meaning and Nature of
Budgetary Control – Budget, Budgeting and Budgetary Control – Objectives of Budgetary Control –
Characteristics of Good Budgeting – Requisites of a Successful Budgetary Control System –
Essentials of Budgetary Control – Classification and Types of Budgets – Procedure for the Preparation
of Various Budgets: Sales Budget; Production Budget; Cost of Production Budget; Materials Budget;
Direct Labour Budget; Manufacturing Overheads Cost Budget; Selling and Distribution Overhead
Budget; Cash Budget; Master Budget; Performance Budgeting.
BLOCK - IV: UNDERSTANDING FINANCIAL STATEMENTS

Unit-13: Financial Statements Analysis: Financial Statements: Meaning and Objectives - Nature of
Financial Statements – Characteristics of Ideal Financial Statements – Importance of Financial
Statements – Limitations of Financial Statements – Analysis and Interpretation of Financial
Statements – Methods and Techniques of Financial Statements Analysis – Comparative Statements:
The Comparative Balance Sheet; The Comparative Income Statement - Common Size Statements:
Common Size Balance Sheet; Common Size Income Statement – Trend Analysis.
Unit – 14: Ratio Analysis: What is a Ratio? – Classification of Ratios – Liquidity Ratios – Leverage
Ratios – Activity Ratios – Profitability Ratios – Significance of Ratio Analysis – Limitations of Ratio
Analysis.
Unit – 15: Funds Flow Statement: Funds Flow Statement – Significance of Funds Flow Statement –
Limitations of Funds Flow Statement – Procedure for Preparing Funds Flow Statement.
Unit -16: Cash Flow Statement: Cash Flow Statement – Concept, Objectives and Scope –
Definitions – Benefits of Presenting a Cash Flow Statement – Cash and Cash Equivalents –
Presentation of Cash Flow Statement – Direct Method and Indirect Method.
BLOCK – V: REPORTING SYSTEM (Theory Only)

Unit – 17: Financial Reporting : Introduction to Financial Reporting - Financial Reporting and
Financial Statements - Objectives of Financial Reporting - Developments in Financial Reporting
Objectives: Trueblood Report; The Corporate Report (UK); The Canadian Institute of Chartered
Accountants (CICA’s) Stamp Report - General Purpose Financial Reporting - Specific Purpose
Financial Report - Qualities of Financial Reporting - Benefits of Financial Reporting – Highlights of
Financial Reporting under the Companies Act, 2013.
Unit – 18: Specific Issues in Corporate Planning: Segment Reporting: Need For Segment
Reporting, Difficulties in Segment Reporting: Segment Reporting in India- Social Reporting: Uses of
Social Responsibility Information; Scope of Social Responsibility Reporting; Social Disclosure
Practices in India- Value Added Reporting – Interim Reporting: Factors in Interim Report; Problems
in Interim Reporting; Audit of Interim Reporting; Interim Reporting in India- Harmonization in
Financial Reporting : Advantages of Harmonization; Disadvantages of Harmonization- Obstacles in
Financial Reporting – Recent Trends in Corporate Reporting in India.
Unit – 19: Accounting Standards: Meaning and Objectives of Accounting Standards - Benefits and
Limitations of Accounting Standards - Accounting Standards Board (ASB) of India: Scope of
Functions of ASB; Procedure for Issuing Accounting Standards ; List of Accounting Standards;
Compliance of Accounting Standards Issued by the ICAI- Accounting Standards , The Auditors and
32
Board of Directors Report-Disclosure Requirements as per The Accounting Standards- IFRS-
Converged Indian Accounting Standards (Ind ASs)- The First Step.
Unit – 20: International Financial Reporting Standards (IFRS): Need for Global Accounting
Standards – Standard IFRS Requirements - Advantages and Disadvantages of Converting to IFRS -
Global Foot Prints of IFRS - IFRS in India - IFRS Adoption Procedure in India - Comparison of
Indian AS and IFRS - Distinction between Indian AS and International AS (IAS) – Beneficiaries of
Convergence with IFRS - IFRS Implementation Challenges in India - IASB’s Required Disclosure.
*****
PGDFM - 105: FINANCIAL MANAGEMENT

No. and Credits: 5

Broad objective of this course is to provide a detailed knowledge about the various concepts,
objectives and functions of Financial Management, viz., Investment Decision, Financing Decision, and
Dividend Decision, techniques of financial management, and working capital management.

1. Learn the fundamental concept of financial management focusing on its objectives, concept of
managing, planning, and forecasting, also to develop an understanding to apply time value of
money and its rationale and able to demonstrate the required knowledge in practice.
2. Get a comprehensive and analytical ability about various aspects relating to Investment
Decision like Capital Budgeting, Investment Evaluation Techniques including Payback
Period, Accounting Rate of Return, Net Present Value, etc., analysis of risk in capital
budgeting, and able to understand the implication of using different methods / techniques and
use appropriate techniques in analysis.
3. Acquaint knowledge about the components involved in the Financing Decision like sources of
long-term and short-term sources of finance, hybrid finance, pattern, determinants and theories
of capital structure, determinants, classification and computation of cost of capital, leverage
analysis etc., and able to illustrate the knowledge in their career.
4. Appraise the knowledge relating to Dividend Decision function of finance like management of
earnings, kinds, sources and uses of surplus, reserves, dividend theories dividend decisions,
dividend policies, etc., and able to use knowledge to take wise decisions in this area.
5. Get a deeper knowledge about various aspects relating to an auxiliary function of finance,
‘Working Capital Management’, like the basic concept of working capital management,
estimation of working capital, management of cash, accounts receivables, and inventory, and
able to apply the knowledge in decision making at various levels.
BLOCK - I: FINANCIAL MANAGEMENT – AN OVERVIEW

Unit - 1: Financial Management – An Introduction
Unit - 2: Financial Planning & Forecasting
Unit - 3: Time Value of Money
BLOCK - II: INVESTMENT DECISION

Unit - 4: Capital Budgeting
Unit - 5: Investment Evaluation Techniques
Unit - 6: Risk analysis in capital Budgeting
BLOCK - III: FINANCING DECISION
Unit - 7: Sources of Finance
Unit - 8: Capital Structure
Unit - 9: Cost of Capital
Unit - 10: Leverage Analysis
33
BLOCK - IV: DIVIDEND DECISION
Unit - 11: Management of Earnings
Unit - 12: Dividend Theories
Unit - 13: Dividend Policies
BLOCK - V: WORKING CAPITAL MANAGEMENT

Unit - 14: Working Capital Management– An Overview
Unit - 15: Estimation of Working Capital
Unit - 16: Management of Inventory
Unit - 17: Management of Cash
Unit - 18: Management of Accounts Receivables
Reference Books:
1. Pandey I. M., - (2004) - ‘Financial Management’ - Vikas Publishing House Pvt. Ltd. New
Delhi, India.
2. Khan M. Y., Jain P. K., - (2010) - ‘Financial Management’ - Tata McGraw Hill Publishing
Co. Ltd. New Delhi, India.
3. Prasanna Chandra - (1997) - ‘Financial Management’ - Tata McGraw Hill Publishing Co. Ltd.
New Delhi, India.
4. Mishra R. C., Pandey R. S. - (2010) - ‘Fundamentals of Financial Management’ - Global
Vision Publishing House, New Delhi. India.
5. Shashi K. Gupta, Sharma R. K. - (2014) ‘Financial Management – Theory and Practice’ –
Kalyani Publishers, New Delhi, India.
6. Chandra Hariharan Iyer - (2013) – ‘Financial Management – Recent Trends in Practical
Application’ – International Book House Pvt. Ltd. Mumbai. India.
7. Rustagi R. P. - (2003) ‘Financial Management – Theory, Concept and Problem’ – Galgotia
Publishing Co. New Delhi, India.
8. Suvendu Narayan Roy - (2013) – ‘Financial Management with New Approach’ – Himalaya
9. Inamdar S. M. (2000) ‘Financial Management’ – Everest Publishing House, Pune, MH, India.
PGDFM – 105: FINANCIAL MANAGEMENT
BLOCK – I: FINANCIAL MANGEMENT – AN OVERVIEW
Unit – 1 Financial Management – Meaning and Scope: Importance of Finance - Finance Function
–Meaning of Business Finance - Meaning and Definitions of Financial Management –Importance of
Financial Management – objectives of Financial Management - Scope of Financial Management -
Profit Maximization Vs. Wealth Maximization – Relationship Between Financial Management and
Other Areas of Management.
Unit – 2: Financial Planning and Forecasting: Financial Plan: Financial Planning- Strategic
Financial Planning – Steps in Financial Planning- characteristics of A Sound Financial Planning -
Objectives of Financial Planning – Limitations of Financial Planning - Financial Forecasting-
Importance of Financial forecasting – Methods of Financial Forecasting- Methods of Financial
Forecasting- Limitations of Financial Forecasting.
Unit – 3: Time Value of Money: Concept of Time Value of Money – Techniques of Time Value of
Money - Practical Applications of Time Value of Money.
BLOCK – II: INVESTMENT DECISION

Unit – 4: Capital Budgeting : Meaning of Capital Budgeting – Objectives of Capital Budgeting –
Nature of Capital Investment Decisions - Importance of Capital Investment Decisions- Steps in
Capital Investment Decisions- Kinds of Capital Budgeting Decisions-Planning period for the Capital
34
Budgeting Decisions- Estimation of Project Cash Flow – Elements of the cash flow stream - Basic
Principles of Cash Flow- Limitations of Capital Budgeting.
Unit – 5: Investment Evaluation Techniques: Investment Evaluation Techniques –Traditional Cash
Flow Methods- Modern Cash Flow Methods- Capital Rationing.
Unit – 6: Risk Analysis in Capital Budgeting: Meaning of Risk – Sources of Risk - Conventional
Techniques for Risk Analysis – Statistical Techniques for Risk Analysis
BLOCK – III: FINANCING DECISION

Unit – 7: Sources of Financing: Classification Sources of Finance - Source of Long-Term finance -
Source of Short-Term Finance- Sources of Hybrid Finance.
Unit – 8: Capital Structure: Meaning of Capital Structure – Pattern of Capital Structure-
Determinants of Capital Structure – Optimum Capital Structure- Capital Structure Theories
Unit – 9: Cost of Capital: Cost of Capital Definitions - Importance of Cost of Capital – Determinants
of Cost of Capital- Classification of Cost of Capital - Computation of Cost of Capital – Weighted
Average Cost of Capital.
Unit – 10: Leverage Analysis: Meaning of Leverage - Types of Leverage – Significance of Financial
and Operating Leverage – Limitations of financial and Operating Leverage
BLOCK – IV: DIVIDEND DECISION

Unit – 11: Management of Earnings: Concept of Management of Earnings- Scope of Management
of Earnings- Determination of Profits- Sources of Profits- Surplus- Meaning and Importance- Kinds
and Sources of Surplus- Uses of Surplus- Manufacturing of Surplus- Hiding of Surplus- Methods to
Hide the Surplus- Reserves- Retained Earnings or Ploughing Back of Profits
Unit – 12: Dividend Theories: Relevance of Dividend: Walters Model; Gordon’s Model – Dividend
and Uncertainty: The Bird- in-Hand Argument- Dividend Irrelevance: Modigliani and Miller Model
Unit – 13: Dividend Policies: Dividend Definitions - Forms of Dividend – The Dividend Decision –
Dividend Payment Procedures - Dividend Policy – Definitions - Determinants of Dividend Policy -
Types of Dividend Policies –Stable Dividend Policy: A Policy of Dividend Smoothing - Rationale
For Dividend Policy - Constraints of Dividend Policy.
BLOCK – V: WORKING CAPITAL MANAGEMENT

Unit – 14: Working Capital Management – An Overview: Working Capital Definition –
Components of Working Capital – Objectives of Working Capital Management - Profitability vis-à-vis
Liquidity - Policy Framework-Planning System- Operating Cycle- Organization for Working Capital
Management Does not Exist - Control and Review - Significance of Working Capital- Determinants of
Working Capital- Principles of Working Capital - Financing Current Assets - Recommendations of
Committee for Working Capital Finance
Unit – 15: Estimation of Working Capital: The Need and Process of Maintaining Working Capital
– Methods of Estimation of Working Capital Requirements
Unit – 16: Management of Inventor: Factors Influencing Inventory Levels - Inventory Policies -
Functions of Inventories- Advantages of Holding Inventories- Management of Inventory- Inventory
Control- Essentials of Good Inventory Control System- Techniques of Inventory Management-
Inventory Management and The Role of Finance Executive.
Unit – 17: Management of Cash: Objectives of Cash Management- Advantages of Holding
Adequate Cash- Techniques of Cash Management – Role of Financial Executive – Responsibilities of
Financial Executives
Unit – 18: Management of Accounts Receivable: Accounts Receivables Management- Cost of
Maintaining Receivables – Gears Involved in Management of Accounts Receivables – Control of
Accounts Receivables.
*** * *
35
SEMESTER - II
PGDFM - 201: SECURITY ANALYSIS & PORTFOLIO MANAGEMENT

No. and Credits: 5
Broad objective of this course is to provide a detailed knowledge about various aspects relating to
Security Analysis and Portfolio Management (SAPM) and equipping them with required tools and
technologies for making profitable investment decisions.

1. Understand the meaning, significance, principles and process of investment, factors
determining investment, instruments of investment, types of investment risks, legal
framework, functions, and components of securities market, stock exchanges, SEBI, and stock
market indices, and able to identify various investment opportunities in stock markets,
calculate stock index, etc.
2. Comprehend various facets of the Securities Valuation like risk and return measurement, risk
diversification, valuation of common stock, and valuation of fixed income securities, and able
to apply the knowledge in their career.
3. Acquire skills relating to securities analysis from different angles, viz., fundamental analysis,
technical analysis and efficient market theory, and able to apply the skills in their profession.
4. Gain knowledge about various concepts relating to portfolio management like portfolio
analysis, single index model, and factors models and able to illustrate the knowledge in
effective portfolio management.
5. Get acquaint with other aspects relating to portfolio management like portfolio evaluation,
portfolio revision, and institutional and managed portfolios, and able to identify the steps to be
taken on various areas learnt for effective portfolio management.
BLOCK - I: Nature and Scope of Investment

Unit - 1: Investment
Unit - 2: Securities Market
Unit - 3: Stock Market Indices
BLOCK - II: SECURITIES VALUATION

Unit - 4: Risk and Return
Unit - 5: Valuation of Common Stock
Unit - 6: Valuation of Fixed Income Securities
BLOCK - III: SECURITIES ANALYSIS

Unit-7: Fundamental Analysis
Unit-8: Technical Analysis
Unit-9: Efficient Market Theory
BLOCK- IV: PORTFOLIO THEORY

Unit -10: Portfolio Analysis
Unit-11: Single Index Model
Unit-12: Factor Models
BLOCK- V: PORTFOLIO EVALUATION

Unit -13: Portfolio Evaluation
Unit -14: Portfolio Revision
Unit -15: Institutional and Managed Portfolios
36
Reference Books:
1.Prasanna Chandra, Investment Analysis and Portfolio Management, Tata McGraw Hill education
Pvt. Ltd. New Delhi
2. Bhalla VK., Investment Management, S. Chand & Co Ltd, New Delhi
3. Punithavathy Pandian, Security Analysis and Portfolio Management, Vikas Publishing
House Pvt. Ltd, New Delhi
4. Kevin S., Security Analysis and Portfolio Management, Prentice Hall of India Pvt. Ltd,
New Delhi
5. Donald E.Fischer & Ronald J. Jordan, Security Analysis and Portfolio Management,
Prentice Hall of India Pvt. Ltd, New Dehi
6. Amling, Frederic, Investment – An Introduction to analysis and management, Prentice
Hall of India, New Delhi.
7. Sharpe, William, FG Alexander, F Bailey, and WC Sharpe, Investment, Prentice Hall of
India, New Delhi.
PGDFM - 201: SECURITY ANALYSIS AND PORFOLIO MANGEMENT
BLOCK - I: Nature and Scope of Investment

Unit - 1: Investment: Meaning and Definitions of Investment- Characteristics of Investment-
Significance of Investment - Objectives of Investment – Factors Determining Investment - Principles
of Investment - Process of Investment - Avenues of Investment - Instruments of Investment -
Types of Investment Risk – Types Of Investors – Differences Between Investment and Speculation -
Differences Between Investment and Gambling.
Unit-2: Securities Market: Meaning of Securities – Legal Framework for Securities Markets –
Functions of Securities Markets – Components of Capital Market (Securities Markets) - Stock
Exchanges – Types of Stock Exchanges – Securities Exchange Board of India (SEBI)
Unit-3: Stock Market Indices: Usefulness of Indices - Importance of Stock Market Indices -
Important Terms in Stock Market and in Stock Trading – Big Stock Markets – Methods of Stock
Market Indices - Weights for Stock Indices - Stock Index in Stock Exchange - Computation of Stock
Index - Differences Between the Indices – Construction of SENSEX - Construction of NIFTY Indices.
BLOCK - II: SECURITIES VALUATION

Unit - 4: Risk and Return: Types of Risk - Systematic Risk – Un-Systematic Risk – Measurement of
Risk – Risk Diversification - Elements in Return - Return Measurement – Risk and Return Trade-Off
Unit - 5: Valuation of Common Stock: Balance Sheet Valuation - Valuation Concepts - Dividend
Valuation Model - Present Value Approach – Basic Valuation Models
Unit - 6: Valuation of Fixed Income Securities: Preference Shares - Bond Valuation Terminology –
Valuation Model - Bond Return - Price-Yield Relationship - Relationship between Bond Price and
Time - Realized Yield to Maturity - Duration of Bond – Immunization – Realized Yield
BLOCK - III: SECURITIES ANALYSIS:

Unit-7: Fundamental Analysis: Concept of Fundamental Analysis - Economic Analysis - Industry
Analysis – Company Analysis - Financial Statements - Analysis of Financial Statements - Other
Variables - Assessment of Risk
Unit-8: Technical Analysis: Meaning of Technical Analysis - Dow Theory – Phases of Bull Market –
Principles of Technical Analysis – Trends and Trend Reversal – Head and Shoulder Information –
Inverse Head and Shoulder Information – Continuation Patterns - Elliot Wave Theory – Mathematical
Indications.
Unit-9: Efficient Market Theory: Random Walk Theory – Efficient Market Hypothesis – Forms of
Efficient Market Hypothesis - Efficient Market Hypothesis Vs. Fundamental and Technical Analysis -
Market Efficiency And Anomalies.
37
BLOCK- IV: PORTFOLIO THEORY
Unit -10: Portfolio Analysis: Concept Of Portfolio – Significance of Portfolio Analysis – Theories of
Portfolio Analysis – Markowitz Modern Portfolio Theory – Assumptions of Markowitz Theory -
Portfolio Return and Risk Calculations - Portfolio Diversification – Mean-Variance Analysis –
Efficient Frontier – Leveraged Portfolio.
Unit-11: Single Index Model: Concept of Single Index Model – Assumptions – Sharpe’s Market
Model Beta Coefficient.
Unit-12: Factor Models: Capital Asset Pricing Model - Capital Market Line – Security Market Line –
Arbitrage Pricing Theory – Principle of Arbitrage - Two Factor Model – Multiple Factor Model.
BLOCK- V: PORTFOLIO EVALUATION

Unit -13: Portfolio Evaluation: Meaning of Portfolio Evaluation – Need for Evaluation - Portfolio
Evaluation – Influencing Factors – Evaluation Perspective - Portfolio Evaluation Models - Challenges
in Portfolio Performance Evaluation – Miscellaneous Illustrations.
Unit -14: Portfolio Revision: Meaning of Portfolio Revision- Need for Portfolio Revision -
Constraints in Portfolio Revision – Portfolio Revision Strategies - Portfolio Formula Plans
Unit -15: Institutional and Managed Portfolios: Meaning – Reasons to Consider Investing Through
Managed Portfolios – Performance Evaluation of Managed Portfolios - Insurance Companies –
Pension Funds – Mutual Funds
*****
PGDFM - 202: FINANCIAL MARKETS AND SERVICES

No. and Credits: 5
Broad objective of this course is to provide a detailed knowledge about the Indian Financial System,
Indian Financial Markets, and various financial services offered by the financial markets to different
segments of society.

1. Get an overview of both the Indian financial system and financial services, and the financial
sector environment in India (bank mergers, technological changes, financial technology in
banking sector, etc.), and able to appraise the role of financial system, financial services and
financial environment in the development of economy.
2. Get a deeper knowledge about the components of Indian financial markets, namely, capital
markets, money markets, foreign exchange and derivatives markets, and commodities
markets, and able to know various instruments / sub-markets dealt with by these markets,
along with their importance.
3. Appraise the concepts of Banking and Insurance Services, like types of banks, technology
enabled banking services, digital payments, types of insurance, the concept and implications
of Financial Inclusion, etc., and able to use the knowledge in real life situations.
4. Learn about other financial service offered by financial markets like Merchant Banking,
Mutual Funds, Crediting Rating, Venture Capital and Private Equity, and able to demonstrate
the knowledge in organizational situations.
5. Familiarize with few other financial services, namely Leasing, Hire Purchase, Instalment
System, Factoring, Forfaiting, Custodial and Depository Services, Dematerialization and
various other services like housing loans, plastic cards, securitization, etc., and able to employ
the knowledge in organizational set ups.
BLOCK - I: INDIAN FINANCIAL SYSTEM

Unit - 1: Indian Financial System: An Overview
Unit - 2: Indian Financial Services: An Overview
Unit –3: Financial Sector Environment
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BLOCK - II: INDIAN FINANCIAL MARKETS
Unit - 4: Capital Markets
Unit - 5: Money Markets
Unit - 6: Foreign Exchange and Derivatives Markets
Unit – 7: Commodities Market
BLOCK - III: FINANCIAL SERVICES – I

Unit – 8: Banking Services
Unit - 9: Insurance Services
Unit – 10: Financial Inclusion
BLOCK - IV: FINANCIAL SERVICES – II

Unit -11: Merchant Banking
Unit -12: Mutual Funds
Unit -13: Credit Rating
Unit -14: Venture Capital & Private Equity
BLOCK - V: FINANCIAL SERVICES –III

Unit -15: Leasing, Hire Purchase and Installment System
Unit -16: Factoring and Forfaiting
Unit -17: Custodial Services
Unit -18: Other Services
Reference Books:
1. Khan M.Y., ‘Financial Services’, Tata McGraw Hill, New Delhi.
2. Kothari C.R., ‘Investment Banking and Customer Service’, Arihand.
3. Peter S. Rose, Sylvia C. Hudgins, ‘Bank Management Financial Services’, (7th Ed.) 2010, Tata
McGraw Hill.
4. Emmett J. Vaughan, Therese M. Vaughan, ‘Fundamentals and Risk Insurance’, (11 th Ed.)
2015, Wiley.
5. Dr. S. Guruswamy , ‘Capital Market’, (2nd Ed.) 2009, McGraw Hill Education.
6. Suresh Padmalatha, Paul Justin, ‘Management and Banking and Financial Services’, Pearson.
7. Gordon E., Natarajan K., ‘Financial Markets and Services’, (9 th Ed.) 2014, Himalaya
Publishing House.
8. Siddhartha Sankar Saha , ‘Indian Financial System: Financial Markets, Institutions and
Services’, (2nd Ed.) 2020, Tata McGraw Hill.
PGDFM - 202: FINANCIAL MARKETS AND SERVICES

BLOCK - I: INDIAN FINANCIAL SYSTEM AND MARKETS - I
Unit - 1: Indian Financial System – An Overview: Concept and Meaning of Financial System-
Definition of Financial System - Functions of Financial System – Structure of Indian Financial System
– Growth and Development of Indian Financial System – Present Scenario in The Indian Financial
System - Challenges in the Indian Financial System.
Unit - 2: Financial Services: An Overview: Meaning of Financial Services - Characteristics and
Features of Financial Services – Functions and Importance of Financial Services – Classification of
Financial Services - Major Participants in the financial Services Sector - Regulatory Framework of
Financial Services – Present Scenario of Financial Services in India.
Unit –3: Financial Sector Environment: Evolution and Growth of Financial Markets and Services
in India – Financial Reforms in India and their Impact – Present scenario: Bank Mergers -
Technological Changes in Banking Sector - Financial Technology (Fintech) In Banking - Financial
Development Vs. Economic Development - Challenges in Financial Sector in India
39
BLOCK - II: INDIAN FINANCIAL MARKETS
Unit - 4: Capital Markets: Concept of Capital Markets – Features of Capital Markets – Functions of
Capital Markets – Primary and Secondary Markets – Participants / Players in Capital Markets –
Instruments in Capital Markets – Regulation of Capital Markets – Status of Capital Markets in India –
Challenges in Capital Markets.
Unit - 5: Money Markets: Concept of Money Markets – Features of Money Markets – Functions of
Money Markets – Differences between Capital and Money Markets – Participants in Money Markets –
Instruments in Money Markets – Regulation of Money Markets – Status of Money Markets –
Challenges in Money Markets.
Unit - 6: Foreign Exchange and Derivatives Markets: Introduction to Foreign Exchange Markets -
Concept of Foreign Exchange Markets - Features of Foreign Exchange Markets – Types of Quotes in
Foreign Exchange Markets - Functions of Foreign Exchange Markets - Instruments in Foreign
Exchange Markets – Participants in Foreign Exchange Markets - Regulation and Structure of Foreign
Exchange Markets – Status of Foreign Exchange Markets in India – Challenges in Foreign Exchange
Markets in India – Introduction to Derivatives Markets- Concept of Derivatives Markets – Features of
Derivatives Market – Functions of Derivatives Market - Participants in Derivatives Market –
Instruments in Derivatives Market – Regulation of Derivatives Market – Status of Derivatives Market
– Challenges in Derivatives Market – Grey Market.
Unit – 7: Commodities Market: Concept of Commodities Markets – Types of Commodities –
Features / Properties of Commodities – Spot Market – Commodities Derivatives Market – Commodity
Features Market - Features of Commodities Features Markets -– Participants in Commodities Features
Markets – Instruments in Commodities Derivatives Markets - Regulation of Commodities Markets –
Status of Commodities Markets - Challenges in Commodities Markets.
BLOCK - III: FINANCIAL SERVICES – I

Unit – 8: Banking Services: Importance of Banks - Role of Banks in Economic Development -
Evolution Banking in India - Commercial Banks – Development Banks – Universal Banks – Financial
Supermarkets – Core Business of Banks / Core Banking Services – Corporate Banking -Retail
Banking – Multi City Cheques – Door-Step Banking – Home Loans - Technology Enabled Banking
Services – Digital Payments - Regulation of Banking Services – Status of Banking Industry –
Challenges in the Banking services.
Unit - 9: Insurance Services: Concept of Insurance – Functions of Insurance – Importance of
Insurance – Evolution of Insurance in India – Characteristic Features of Insurance – Types of
Insurance - Rural Insurance – Social Insurance – Regulation of Insurance Industry - Status of
Insurance Industry – Challenges to the Insurance Industry.
Unit – 10: Financial Inclusion: Financial Inclusion: Concept and Importance - Causes of Financial
Exclusion – Advantages of Financial Inclusion – Attempts Made for Financial Inclusion –Recent
Measures for Financial Inclusion – Status of Financial Inclusion – Challenges to Financial Inclusion.
BLOCK - IV: FINANCIAL SERVICES –II

Unit -11: Merchant Banking: Concept of Merchant Banking – Merchant Banking in India and
Elsewhere – Importance of Merchant Banking - Types of Merchant Banking - Role of Merchant
Banking - Merchant Banking Vs. Investment Banking - Merchant Banking Vs. Commercial
Banking - Services Provided by Merchant Bankers – Regulation of Merchant Bankers - Present
scenario and Challenges of Merchant Banking.
Unit -12: Mutual Funds: Concept of Mutual Funds - Evolution of Mutual Funds in India -
Advantages and Disadvantages – Structure of Mutual Funds - Types of Mutual Fund Schemes -
Process of Investing in Mutual Funds – Net Asset Value (NAV) - Regulation of Mutual Funds (AMFI
& SEBI).
Unit -13: Credit Rating: Concept of Credit Rating – Origin of Crediting Rating - Credit Rating and
Credit Rating Agencies (CRAs) in India – Functions of Credit Rating – Benefits of Credit Rating -
Credit Rating Process - Disadvantages of Credit Rating in India - Symbols – Regulation of Credit
Rating Agencies – Status of Credit Rating in India – Challenges to Credit Rating in India.
40
Unit -14: Venture Capital and Private Equity: Venture Capital - Concept - History of Venture
Capital in India - Types of Venture Capital – The Working of Venture Capital - Venture Capital
Funding - Role of Venture Capitalist - Different Stages of Funding - Advantages and Disadvantages
of Venture Capital - Private Equity - Different Types of PE Firms - Differences Between Venture
Capital and Private Equity – Exit Modes of Venture Capital and Private Equity – Regulation of
Venture Capital – Status of Venture Capital Services in India – Challenges.
BLOCK - V: FINANCIAL SERVICES –III

Unit -15: Leasing, Hire Purchase and Installment System: Introduction to Leasing - Concept of
Leasing- Essential Elements of Leasing - Types of Lease – Advantages and Disadvantages of Leasing
- Tax Impact on Leasing – Introduction to Hire Purchase - Meaning of Hire Purchase - Advantages
and Disadvantages of Hire Purchase – Introduction to Installment System - Meaning of Installment
System - Advantages and Disadvantages of Installment System – Lease Vs. Hire Purchase – Hire
Purchase Vs. Installment Purchase.
Unit -16: Factoring and Forfaiting: Introduction to Factoring – Meaning of Factoring - Working of
Factoring – Types of Factoring - Advantages and Disadvantages of Factoring – Introduction to
Forfaiting – Meaning of Forfaiting – Working Forfaiting – Types of Forfaiting - Advantages and
Disadvantages of Forfaiting – Factoring Vs. Forfaiting - Regulation of Factoring and Forfaiting in
India – Status of Factoring and Forfaiting in India – Challenges of Factoring and Forfaiting in India.
Unit -17: Custodial Services: Introduction to Custodial Services - Meaning of Custodial Services -
Introduction to Depository Services – Meaning of Depository Services - Features of Depository
System – Functions of Depository Systems – Working of Depository System - Participants in the
Depository System – Depository Participant - Registered Owner and Beneficial Owner – Instruments
– Banks Vs. Depositories – Dematerialization- Re-materialization - Advantages and Disadvantages of
Depository System - Regulation of Depository System in India – Status of Depository System in India
– Challenges of Depository System in India.
Unit -18: Other Services: Introduction to Housing Finance - Meaning of Housing Finance – Types
of Home Loans – Advantages and Disadvantages of Home Loans- Introduction to Plastic Cards –
Meaning of Plastic Cards – Types of Plastic Cards - Advantages and Disadvantages of Plastic Cards –
Introduction to Securitization – Meaning of Securitization – Parties to Securitization – Stages in
Securitization - Advantages and Disadvantages of Securitization.
*****
PGDFM - 203: MANAGEMENT CONTROL SYSTEMS

No. and Credits: 5
Broad objective of this course is to provide a detailed knowledge about the concept of control systems
in organizations, structural framework of control systems, management control process, special
applications of control systems, etc.

1. Understand the conceptual framework of MCS like meaning, functions, boundaries, types,
etc., of control systems, designing of management control systems, etc., and able to appreciate
the importance of efficient management control system in organizations, their designing, etc.
2. Get an overview of Responsibility Centres, and know in detail about expense centres, revenue
and profit centres, and able to employ the knowledge in organizational set up.
3. Learn in detail about investment centres, the concept, methods, problems, technical issues of
transfer pricing, etc, able to employ the knowledge in practical situations.
4. Acquire skills relating to the management control process like programming and budgeting,
budgetary control, variance analysis and reporting, performance evaluation, and management
audit, and able to apply the skills in their career.
5. Gain knowledge about the applications of the management control systems special cases /
projects like multinational companies, projects, multi-project organizations, service
41
organizations (both profit and non-profit oriented), and able to demonstrate the knowledge in
the given organizational situations.
BLOCK - I: INTRODUCTION TO MCS

Unit - 1: Management Control Systems – Conceptual Framework
Unit - 2: Designing of Management Control Systems
BLOCK - II: STRUCTURAL FRAMEWORK

Unit - 3: Responsibility Centers – An Overview
Unit - 4: Expense Centers
Unit - 5: Revenue and Profit Centers
BLOCK – III: TRANSFER PRICING AND CONTROL

Unit - 6: Investment Centers
Unit - 7: Transfer Pricing and Control
BLOCK - IV: MANAGEMENT CONTROL PROCESS

Unit - 8: Programming and Budgeting
Unit - 9: Variance Analysis and Reporting
Unit -10: Performance Evaluation
Unit -11: Management Audit
BLOCK –V: SPECIAL APPLICATIONS

Unit – 12: Management Control in Multinational Companies
Unit – 13: Management Control of Projects and Multi Project Organizations
Unit – 14: Management Control Systems in Service Organizations (Profit Oriented)
Unit – 15: Management Control in Non-Profit Organizations
Reference Books:
1. Ghosh N.: Management Control Systems, PHI;
2. Joseph A. Marciariello and Kirby J Calvin: Management Control System, PHI;
3. Kenneth A Merchant: Modern Management Control Systems, Pearson;
4. Pradip Kumar Sinha: Management Control Systems, Excel Publication;
5. Robert N. Anthony and Vijay Govindarajan: Management Control Systems, McGraw Hill
Education (India)) Private Limited;
6. Subhash Sharma: Management Control Systems, Tata McGraw Hill Publishing Company
Ltd.
7. Maciariello, J A and Kirby C J. Management Control System, Prentice Hall of India, New
Delhi.
8. Gosh P.K. and Gupta, Cost Analysis and Control.
PGDFM - 203: MANAGEMENT CONTROL SYSTEMS
BLOCK - I: INTRODUCTION TO MCS

Unit -1: Management Control System –Conceptual Framework: Management Control Systems :
Meaning, Features And Need – Functions of Management Control Systems Boundaries of
Management Control System – Organization of Management Control Systems - Paradigms of Control
– Strategic Planning: An Introduction – Types of Management Control Systems - Sub-Systems and
Components of Management Control Systems - Key Controllable Variables - Impact of The Internet
on Management Control – The Domain of Management Control System.
Unit -2: Designing of Management Control Systems: Designing Controlling System - Establishing
Linkage – Functions of Controller – Decentralization as a Management Philosophy – Analyzing
42
Management Control Process – Types of Management Control System – Feature of Management
Control System - Co- Ordination.
BLOCK - II: STRUCTURAL FRAMEWORK

Unit -3: Responsibility Centers – An Overview: Structural Dimensions of Organization Design -
Types of Organization Structures - Responsibility Centre – Meaning - Importance of Responsibility
Centre - Types of Responsibility Centers.
Unit -4: Expense Centres: Characteristics, Objectives and Advantages of Responsibility centers –
Expense / Cost Center: Concept, Functions advantages and Limitations of Cost Centers – Types of
Cost Centers - Types of Cost / Expenses - Responsibility Centres Vs. Cost centres.
Unit -5: Revenue and Profit Centers: Revenue Centers – Profit Center – Essentials of Profit Centers
– Business Unit and Profit Centers – Evaluating the Performance of Entity –Measuring Profitability in
Profit Center – Benefits of Profit Centers - Limitations of Profit centers.
BLOCK – III: TRANSFER PRICING AND CONTROL

Unit - 6: Investment Centers: Meaning of Investment Centers – Features of Investment Centers -
Types of Evaluation of Investment Center.
Unit -7: Transfer Pricing and Control: Meaning of Transfer Pricing - Objectives of Transfer
Pricing – Fundamental Principles in Transfer Pricing - Ideal Situation for Transfer Pricing – Methods
of Transfer Pricing - Problems with Transfer Pricing – Technical Issues in Transfer Pricing -
Administration of Transfer Prices.
BLOCK - IV: MANAGEMENT CONTROL PROCESS

Unit -8: Programming and Budgeting: Essentials of a Budget – Budgeting – Formation of a Budget
– Behavioral Aspects – Quantitative Techniques – Types of Budgets - Master Budget - Budgetary
Control.
Unit -9: Variance Analysis and Reporting: Approaches to Variance Analysis –Calculation of
Variances – Variances in Practice – Limitations of Variance Analysis - Reporting to Management.
Unit -10: Performance Evaluation: Multiple Performance Measures – Performance Evaluation
Criteria - Evaluating the Economic Performance of an Entity - Performance Reports.
Unit -11: Management Audit: Management Audit: Definitions, Meaning, Objectives – Functions ,
Types , Benefits and Shortcomings - Management Audit Process - Techniques of Management Audit –
Role of the Audit – Scheduling of Audit – Audit Plan - Management Audit Report.
BLOCK –V: SPECIAL APPLICATIONS

Unit –12: Management Control in Multinational Companies: Management Control of International
Businesses – Centralization Decision in International Business - Choice of Organization Structure For
International Business - Exchange Rate – Factors Affecting Exchange Rate – Types of Risks in
General - Issues in Tax – Alternative Organization Structures to Plan Tax Liabilities – Taxable Income
- Residential Status – Tax Rates- Minimum Alternative Tax- Capital Gains – Designing Control
Systems for International Business – Strategy of International Business.
Unit - 13: Management Control of Projects and Multi Project Organizations: Role of Control in
Projects Managements – Control Process in Projects – Phases of a Project and Control.
Unit –14: Management Control Systems in Service Organizations (Profit Oriented):
Characteristics of Services - Manufacturing Organization Vs. Services Organizations – Reasons for
Growth in Service Industry - Professional Service Organizations – Financial Service Organizations –
Health Care Organizations – Issues of Management Control in Service Organizations.
Unit–15: Management Control in Non-Profit Organizations: Meaning of Non- profit
Organizations - Characteristics of Non-Profit Organizations - Key Issues in Management Control of
Non-Profit Organizations – Evaluations for Non-Profit Organizations.
*****
43
PGDFM - 204: INTERNATIONAL FINANCIAL MANAGEMENT
No. and Credits: 5
Broad objective of this course is to provide a detailed knowledge the conceptual framework of how
financial decisions are taken in the context of MNCs, including the markets for foreign exchange and
derivatives, foreign exchange exposure management, international investment decision, international
financing decisions, etc.

1. Get an overview of the IFM, theories of foreign exchange rates, and exchange rate
mechanism, and able to appreciate the relevance of theories, factors influencing exchange
rates, etc.
2. Gain an understanding about the markets for foreign exchange and derivatives like foreign
exchange market, markets for currency futures, and markets for currency options, etc., and
able to illustrate the knowledge in practice.
3. Learn in detail about forecasting exchange rates, measurement and management of foreign
exchange exposures, and able to use the knowledge in the relevant areas.
4. Learn skills relating to various aspects of international investment decision like foreign direct
investment, international capital budgeting, and international portfolio investments, and able
to apply the skills in their career.
5. Learn various aspects relating to international financing decision like international financial
market, multilateral development banks and international financial markets instruments, and
able to apply the knowledge in their career.
BLOCK - I: THE INTERNATIONAL FINANCIAL ENVIRONMENT

Unit - 1: International Financial Management – An Overview
Unit - 2: Theories of Foreign Exchange Rates
Unit - 3: Exchange Rate Mechanism
BLOCK - II: MARKETS FOR FOREIGN EXCHANGE AND DERIVATIVES

Unit-4: Foreign Exchange Market
Unit - 5: Markets for Currency Futures
Unit - 6: Markets for Currency Options
BLOCK - III: FOREIGN EXCHANGE EXPOSURE MANAGEMENT

Unit - 7: Forecasting Exchange Rates
Unit - 8: Measurement of Foreign Exchange Exposure
Unit - 9: Management of Foreign Exchange Exposure
BLOCK-IV: INTERNATIONAL INVESTMENT DECISION

Unit - 10: Foreign Direct Investment
Unit - 11: International Capital Budgeting
Unit - 12: International Portfolio Investment
BLOCK - V: INTERNATIONAL FINANCING DECISIONS

Unit - 13: International Financial Market
Unit - 14: Multilateral Development Banks
Unit - 15: International Financial Market Instruments
Reference Books:
1. Avadhani, International Finance, HPH;
2. Clark, International Finance, Thomson;
44
3. Jeff Madura, International Financial Management, Cengage;
4. Kevin S., Fundamentals of International Financial Management, PHI;
5. Madhu Vij, International Financial Management Excel Books;
6. Shapiro, Multinational Financial Management, PHI;
7. Vyuptakesh Sharan, International Financial Management, PHI.
PGDFM - 204: INTERNATIONAL FINANCIAL MANAGEMENT

BLOCK - I: THE INTERNATIONAL FINANCIAL ENVIRONMENT
Unit-1: International Financial Management – An Overview: Meaning and Definition - Nature
and Scope of International Financial Management - Significance of International Financial
Management – Components and Environment of International Financial Management – Functions of
International Financial Management – Goals of International Financial Management - International
Financial Management Vs. Domestic Financial Management.
Unit-2: Theories of Foreign Exchange Rates: Theories of Purchasing Power Parity (PPP) – Theory
of Interest Rate Parity (IRP) – Fisher Effect (FE) – The Theory of International Fisher Effect (IFE) –
Comparison of PPP, IRP and IFE Theories.
Unit-3: Exchange Rate Mechanism: Exchange Rate Quotations - Nominal, Real and Effective
Exchange Rates - Determination of Exchange Rate in the Spot Market – Factors Influencing Exchange
Rates – Determination of Exchange Rate in Forward Market
BLOCK-II: MARKETS FOR FOREIGN EXCHANGE AND DERIVATIVES

Unit-4: Foreign Exchange Market: Meaning - Distinctive Features of Forex Market – Difference
between Forex Market and Stock Market – Functions of Forex Market - Major Participants – Types of
Forex Transactions – Forex Market – Financial Instruments – Spot Market – Forward Market – Swaps
Unit-5: Markets for Currency Futures: Meaning - Features of Currency Futures Contracts -
Comparison Between Forward and Futures Contracts – Hedging in Currency Futures Market –
Speculation with Currency Futures.
Unit-6: Markets for Currency Options: Meaning - Characteristic Features of Currency Options –
Types of Options - Options Terminology – Gains or Losses of the Option Traders – Determinants of
Options Pricing – Hedging with Currency Options – Speculation with Currency Options.
BLOCK-III: FOREIGN EXCHANGE EXPOSURE MANAGEMENT

Unit-7: Forecasting Exchange Rates: Need for Exchange Rate Forecast – Problems in Exchange
Rate Forecast - Techniques of Forecasting – Forecast Error - Forecast in a Controlled Exchange Rate
Regime.
Unit-8: Measurement of Foreign Exchange Exposure: Types of Foreign Exchange Exposure –
Transaction Exposure – Real Operating Exposure – Translation Exposure.
Unit-9: Management of Foreign Exchange Exposure: Hedging of Transaction Exposure – Natural
Hedges - Hedging of Real Operating Exposure - Managing Translation Exposure.
BLOCK-IV: INTERNATIONAL INVESTMENT DECISION
Unit-10: Foreign Direct Investment: Limitations of Traditional theories on FDI – Modern theories
of FDI - Costs and Benefits of FDI- Strategies for FDI.
Unit-11: International Capital Budgeting: Capital Budgeting Meaning – Project Evaluation and
Selection – Capital Budgeting for Multinational Firms - Methods of International Capital Budgeting –
Cost of Capital - Cost of Capital Across Countries - Capital Budgeting case Analysis.
Unit-12: International Portfolio Investment: Factors Affecting Global Portfolio Investment–
Modes of Global Portfolio Management – Drawbacks of Global Portfolio Management – Foreign
Portfolio Investment (FPI) – Rule in India for Foreign Portfolio Investors – Benefits of International
Investing - International Diversification - Modes of International Portfolio Investment - Measurement
of Risk and Return in International Portfolio Investments.
BLOCK-V: INTERNATIONAL FINANCING DECISIONS

Unit-13: International Financial Market: Nature and Functions of International Financial Markets
– Origin of International Financial Markets – India’s Presence in the International Financial Markets -
45
Categories of Markets - Channels for International Financial Markets - Changing Structure of the
International Financial Markets - Impact of Structural Change- Selection of Sources and Forms of
Funds .
Unit-14: Multilateral Development Banks: World Bank - International Finance Corporation (IFC) –
International Monetary Fund - Asian Development Bank.
Unit-15: International Financial Market Instruments: International Equities – International Bonds
– Secondary Market Operation of International Securities – Gains from International Issues – Short-
Term and Medium Term Instruments.
*****
PGDFM – 205: PROJECT WORK AND VIVA-VOCE

No. of Credits: 5
PROJECT WORK:
Course Learning Objective: The objective of the Project Work is to impart in-depth knowledge in
the chosen area / topic through research methods, help formulate a research problem related to any
manufacturing / service organization opted by them.
Course Learning Outcomes: After the successful completion of the Project work, the student should
be able to:
1. Identify several situations in the select organization amenable to carry Project Work; able to
formulate objectives and hypothesis for the project study undertaken; Conduct an extensive
review of literature to defend the topic selected; Collect real time data, code and classify data;
2. Analyze data using various statistical tools and techniques; Write inferences, conclusions and
recommendations for improvements related to the study undertaken; and
3. Prepare a final Project report with all the above mentioned elements and submit to the
University.
VIVA-VOCE:
Course Learning Objectives: Broad objective of Viva Voce Examination is to evaluate the depth of
subject knowledge of the students in relation to the courses studied, project study undertaken; assess
the ability to discuss and defend various research methods and their applicability in the project work
undertaken; etc. It is a comprehensive viva-voce.
Course Learning Outcomes: The students should be able to prove their alertness and professional
competence both in the theoretical knowledge and also in the project study undertaken; defend on the
methodology adopted by them to carry out their project work, defend on the findings drawn and
suggestions on the selected topic; able to show good communication skills and depict confidence in
their presentation to help them to become good administrators.
*****
46
B) P G DIPLOMA IN MARKETING MANAGEMENT
SEMESTER – I
PGDMM - 101: MANAGEMENT PROCESS AND BEHAVIOUR
No. of Credits: 5
Organisational Behaviour, Individual and Group Behaviour, Organizational Dynamics, in addition to
focussing on the contemporary issues in organisational behaviour.

skills in practice.



47
BLOCK – IV: ORGANIZATIONAL BEHAVIOUR AND CONFLICT MANAGEMENT

Reference Books:
1) Harold Koontz & Heinz Weihrich, Essentials of Management, McGraw-Hill.
2) Manmohan Prasad, Management: Concepts and Practices, Himalaya Publishing House, 2003.
3) Drucker, Peter F, Management: Tasks, Responsibilities and Practices”, Harper Perennal.
4) B S Moshal, Principles of Management, Ane Books Pvt. Ltd., 2009.
5) VSP Rao& V Hari Krishna, Management: Text and Cases, Excel Books, 2002.
6) Burton and Thakur, Management Today: Principles and Practices, Tata McGraw-Hill.
7) Stephen Robbins & Timothy Judge, ‘Essentials of Organizational Behavior’, Global Edition
8) K. Aswathappa : ‘Organizational Behaviour: Text, Cases & Games’ : 12 thRevised Edition,
9) P Subba Rao: ‘Organizational Behaviour: Text Cases & Games’: Himalaya Publishing House.
10) Shashi Gupta, Rosy, ‘Organizational Behaviour’, (9th Edition), Kalyani Publication, Ludhiana.
11) Cherrington D.J., ‘Organizational Behaviour’, (1994), Allyn and Bacon, Boston.
*****
PGDMM - 101: MANAGEMENT PROCESS AND BEHAVIOUR


48
Decentralization.

Theories.

Group Norms, Group Decision Making, andGroup Cohesiveness - Work Teams: Concept.

49
(OD) Interventions.
*****
PGDMM - 102: BUSINESS ENVIRONMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the environment in which
organizations work (both national and international environment), various constituents of the business
environment, economic policies of India, and to develop learner’s capability to use the knowledge
gained in making decisions under different business situations.
1. Understand the meaning, types and constituents of business environment (both external and
internal), process of environmental analysis, factors influence international business, different
trade agreements, and able to identify the extent of the influence of these aspects on the
functioning of organizations.
2. Explain the structure of Indian economy, Indian financial system, financial sector reforms,
factors of economic environment, concepts of LPG and able to analyze the influence of these
factors / concepts on business organizations.
3. Discuss the political and regulatory environment functioning in India, including Intellectual
Property Rights, and able to interpret such knowledge properly in their career.
4. Summarize the influence of demographic, technological and socio-cultural environment on
organizations and able to demonstrate the knowledge gained in decision-making.
5. Gain knowledge about the Industrial Policies, Monetary and Fiscal Policies and Foreign Trade
Policy of the Indian Government and able to diagnose their influence on organizations.
BLOCK - I: BUSINESS ENVIRONMENT – INTRODUCTION

Unit - 1: Environment of Business – An Overview
Unit - 2: Internal Environment of Business – An Overview
Unit - 3: International Business Environment - An Overview
BLOCK - II: ECONOMIC ENVIRONMENT AND BUSINESS

Unit - 4: Economic Planning in India
Unit - 5: Structure of the Indian Economy
Unit - 6: Liberalization, Privatization and Globalization
Unit – 7: Indian Financial System and Reforms in Financial Sector
BLOCK - III: POLITICAL AND REGULATORY ENVIRONMENT

Unit - 8: Political Environment
Unit – 9: Consumer Protection Act, 1986
Unit –10: Foreign Exchange Management Act, 1999
Unit -11: Competition Act, 2002
Unit -12: Intellectual Property Rights
50
BLOCK - IV: DEMOGRAPHIC, TECHNOLOGICAL AND
SOCIO – CULTURAL ENVIRONMENT
Unit -13: Demographic Environment
Unit -14: Technological Environment
Unit -15: Socio–Cultural Environment
BLOCK -V: ECONOMIC POLICIES

Unit -16: Industrial Policies
Unit -17: Monetary and Fiscal Policies
Unit -18: Foreign Trade Policy
Reference Books:
1. Francis Cherunilam, Business Environment – Text & Cases, Himalaya Publishing
House, 2008.
2. Shaikh Saleem, Business Environment, Pearson, 2010.
3. K. Aswathappa, Essentials of Business Environment, Himalaya Publishing House,
2008.
4. V K Puri & S K Misra, Indian Economy, Himalaya Publishing House, 2013.
5. A C Fernando, Business Environment, Pearson, 2011.
PGDMM – 102: BUSINESS ENVIRONMENT
BLOCK – I: BUSINESS ENVIRONMENT - INTRODUCTION

Unit – 1: Environment of Business – An Overview: What is Business? – Contemporary Objectives
of Business – Meaning of Business Environment – Inter-relationship Between Business and
Environment – Types / Components of Business Environment – Internal Environment; External
Environment: Micro Environment, Macro Environment - Objectives and Uses of Environmental
Analysis – The Process of Environmental Analysis – Limitations of Environmental Analysis.
Unit – 2: Internal Environment of Business – An Overview: Meaning of Internal Environment –
Constituents of Internal Environment: Value System; Mission, Vision and Objectives; Management
Structure and Nature; Internal Power Relationship; Human Resources; Company Image and Brand
Equity; Organizational Climate; Other Factors - Analysis of Internal Environment - Concept of
SWOT Analysis – Importance of SWOT Analysis - Advantages and Limitations of SWOT Analysis.
Unit – 3: International Business Environment – An Overview: What is International Business? –
Business Environment in Developed Countries Vs. Developing and Underdeveloped Countries –
Nature of International Business – Factors Governing International Business Environment: Economic
Factors; Socio-Cultural Factors; Legal-Political Factors; Technological Factors – Trade Agreements:
General Agreement on Tariffs and Trade (GATT); World Trade Agreement (WTO); General Trade
Agreement on Trade In Service (GATS) – International Organizations – Business Challenges in a
Changing and Dynamic Environment.
BLOCK – II: ECONOMIC ENVIRONMENT & BUSINESS

Units – 4: Economic Planning in India: Meaning of Economy – Types of Economic Systems:
Capitalism; Socialism; Mixed Economy - Salient Features of Indian Economy - Emergence of
Planning in India – The Planning Commission – The National Development Council – Socio-
Economic Objectives of Planning in India – Priorities and Outlays of Successive Five Year Plans –
NITI-Aayog: Objectives, Role , and Structure.
Unit – 5: Structure of the Indian Economy: Economic Growth and Development – Structural
Changes in the Economy - Structural Changes in the Indian Industrial Sector - Pattern of the Industrial
Sector - India’s Economic Growth and Development Experience.
Unit – 6: Liberalization, Privatization and Globalization: Economic Reforms and Structural
Adjustment Program – Liberalization: Meaning: Measures Initiated by Indian Government towards
Liberalization – Privatization: Meaning and Need - Types; Objectives; Benefits; Methods –
51
Disinvestment Commission: National Investment Fund; Public-Private Partnership (PPP) –
Globalization: Meaning; Government’s Policies towards Globalization – Impact of Liberalization,
Privatization and Globalization on Indian Economy – Critical Appraisal of Economic Reforms.
Unit – 7: Indian Financial System & Reforms in Financial Sector: Financial System: Meaning and
Constituents – Financial Institutions: Banking Institutions; Non-Banking Institutions – Financial
Markets: Meaning, Functions and Classification - Money Market: Meaning and Definition; Features of
Money Market; Characteristic Features of Indian Money Market; Instruments of Money Market -
Capital Market: Meaning; Importance; Structure of Indian Capital Market - Government Securities -
Industrial Securities Market - Development Financial Institutions - Financial Intermediaries –
Regulatory Authorities of Indian Financial System – Need for Financial Sector Reforms – Major
Recommendations of Narasimham Committee – Measures Initiated by the Government to Reform
Financial Sector.
BLOCK – III: POLITICAL AND REGULATORY ENVIRONMENT

Unit - 8: Political Environment: Constitution of India: The Preamble; The Fundamental Rights; The
Fundamental Duties; Directive Principles of State Policy; Division of Power - Political Environment:
Meaning and Nature – Three Institutions: Legislature; Executive or Government; Judiciary – Impact
of the Political Environment on Business/Service Sectors –Prevention of Corruption Act, 1988: Scope
of the Act; Definitions; Offences and Penalties; Prevention of Corruption (Amendment) Bill, 2013.
Unit -9: Consumer Protection Act, 1986: Consumer: Meaning – Rights & Responsibilities of
Consumer – Exploitation of Consumers – Measures Initiated by the Government towards Consumer
Protection: Statutory Regulation; Growth of Public Sector; Consumerism – Consumer Protection Act,
1986: Jurisdiction and Objective – Consumer Protection Councils – Consumer Disputes Redressal
Agencies – Consumer Complaints, Remedial Action and Penalties – Recent Developments.
Unit –10: Foreign Exchange Management Act, 1999: Objectives of Foreign Exchange Regulation
Act,1973 – Some Reflections on FERA, 1973 – From FERA, 1973 to FEMA, 1999 – Foreign
Exchange Management Act, 1999 – RBI Regulations.
Unit -11: Competition Act, 2002: MRTP Act, 1969: Objectives – Regulation of Trade Practices:
Monopolistic Trade Practices; Restrictive Trade Practices; Unfair Trade Practices – The Competition
Act, 2002: Objectives – Competition Commission - Provisions of The Competition Act, 2002 – Recent
Developments.
Unit -12: Intellectual Property Rights: Intellectual Property & Intellectual Property Rights:
Meaning - Importance of Intellectual Property Rights - World Intellectual Property Organization –
Intellectual Property Law in India - Major Types of IP – Patents - Trade Mark – Copy Right –
Infringement – Trade Secrets.
BLOCK – IV: DEMOGRAPHIC, TECHNOLOGICAL AND

Unit – 13: Demographic Environment: Concept of Demographic Environment –Demographic
Trends: India and World – Factors Influencing Demographic Trends – Impact of Demographic Trends
on Business - Demographic Dividend.
Unit – 14: Technological Environment: Technology & Technological Environment: Meaning –
Technology and Competitive Advantage – Impact of Technology –Technology Introduction and
Absorption – Management of Technology – Science and Technology Policy, 2003 - Status of
Technology in India – Recent Developments.
Unit – 15: Socio-Cultural Environment: Culture: Meaning – Elements of Culture; Significance of
Culture; Dimensions of Culture; Impact of Culture on Business – Society: Social Factors Influencing
Business; Impact of Social Factors on Business.
BLOCK – V: ECONOMIC POLICIES

Unit – 16: Industrial Policies: Meaning and Objectives of Industrial Policies - Industrial Policy
Resolution, 1948 - Industrial Policy Resolution, 1956 – Other Industrial Policy Measures during the
1960s and 1970s - New Industrial Policy of India, 1991 – Impact of New Industrial Policy, 1991 on
52
Indian Economy – New Small Scale Sector Policy, 1991 – Recent Policies for Micro, Small and
Medium Enterprises Sector.
Unit – 17: Monetary and Fiscal Policies: Monetary Policy - Fiscal Policy – Tools / Techniques of
Fiscal Policy – Fiscal Policy Reforms Introduced by the Government of India.
Unit – 18: Foreign Trade Policy: Foreign Trade or International Trade: Meaning and Definition –
Incentives and Promotions for Export - India’s Foreign Trade Position – Regulation of Foreign Trade -
Foreign Trade Policy, 2009-14 – Role of EXIM Bank - Balance of Payments: Concept – Bilateral and
Multilateral Trade Agreements – Benefits and Limitations of Free Trade.
*****
PGDMM - 103: MANAGERIAL ECONOMICS

No. of Credits: 5

1) Understand the concepts of Managerial Economics, Firm and Optimization, learn various
2) Learn various concepts and analysis relating to demand and supply including demand
career.
3) Appraise the importance of production function in organizations, various laws and concepts
4) Recall and employ the skills gained by understanding various concepts relating to cost and
5) Know different types of market structures, pricing strategies, pricing methods, etc., and able to




53

Reference Books:
1) R L Varshney & K L Maheshwari, “Managerial Economics”, Sultan Chand & Sons, 2012.
2) Dr. D N Dwivedi, “Managerial Economics”, Vikas Publishing House, 2011.
3) P L Mehta, “Managerial Economics: Analysis, Problems and Cases”, Sultan Chand & Sons.
4) D M Mithani, “Managerial Economics”, Himalaya Publishing House, 2005.
5) Suma Damodaran, “Managerial Economics”, Oxford University Press, 2011.
6) G. Sunitha G Sardar, “Managerial Economics – Text & Cases, Students Helpline Poublshing
House, 2010.
PGDMM – 103: MANAGERIAL ECONOMICS

Disciplines.
the Firm.

54
Factor.


*****
PGDMM - 104: QUANTITATIVE ANALYSIS FOR RESEARCH
No. of Credits: 5

55
1. Comprehend classification of Quantitative Techniques and its approaches, significance and
application of progression, matrix and calculus (maxima and minima) in decision making and
2. Understand the concept, importance and process of Business Research, ways to collect data
(primary and secondary), various measures of central tendency (Mean, Median, Mode, etc.),
measures of variation and skewness and able to use appropriate methods for data collection
and its analysis.
4. Learn the concepts of Probability and its Theorem like, Addition, Multiplication, Conditional,
Bayes etc., discrete and continuous probability distributions (Binomial, Poisson and Normal
Distributions) in solving business problems and able to use them in analysis and in decision-
making.
5. Gain knowledge about meaning and methods of sampling, meaning, types and formulation of
Hypothesis, hypothesis testing procedure, One Tailed and Two Tailed tests, tests of hypothesis
like parametric and non parametric, interpretation of data and writing the report and able to
use proper techniques for data collection and hypothesis testing, interpret the data properly
and present in the form a report.





Unit - 15: Sampling
Reference Books:
1) Dr. Tusian P. C., Bharath Jhunjhunwala - (2014) - ‘Business Statistics - A self Study text
2) Sharma J. K. - (2001) ‘Quantitative Techniques for Managerial Decisions’ – Macmillan, New
Delhi, India.
56
3) Digamber Patri, D. N. Patri - (2005) – ‘Quantitative Methods’ – Kalyani Publishers, Ludhiana,
India.
4) Nakkiran S., Nazar M., Fisseha G., - (2010) - ‘Business Research Methods’ – Avinash
5) Srivastava U. K., Shenoy G. V., Sharma S. C. - (2000) – ‘Quantitative Techniques for
6) Anand Sharma - (2006) ‘Quantitative Techniques for Decision Making’ – Himalaya
PGDMM - 104: QUANTITATIVE ANALYSIS FOR RESEARCH

Minima Criteria.


Method.
57

Combinations.
Distributions.

for Continuity.
*** * *
PGDMM - 105: MARKETING MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge understanding of the basic functions,
principles and concepts of marketing, marketing of services, marketing planning and organization,
understanding buyer behaviour, in addition to enabling the students to know in detail about the four Ps
of marketing – Product, Price, Place and Promotion.

1. Know the concept of marketing and marketing management, marketing process, marketing
environment, concept of marketing mix and its expanded elements, concept, classification,
58
marketing mix of services marketing, service quality and its dimension, various aspects
relating to CRM, etc., and able to analyse the marketing environment, design the optimum
marketing mix for both products and services, implement suitable model of CRM, etc., in
different organizational situations.
2. Comprehend about the concept, bases, strategies of market segmentation, target marketing,
positioning, concept of marketing organization and its principles, types and factors affecting
it, concept, importance and application of marketing research, concept and components of
MKIS, etc., and able to make effective decision in various areas.
3. Understand various aspects relating to the consumer behaviour (CB)like classification of
consumers, applications of CB, factors influencing it, types of purchase decisions, process of
consumer decision making, model of buyer behaviour, post-purchase behaviour, industrial
buying behaviour, know about Indian consumer markets and able to properly analyze the
behaviour of consumers and make decisions accordingly.
4. Gain knowledge about the concept of product, product mix, classification of products, concept
of Product Life Style, various issues relating to new product development, packaging,
labelling, and branding, and also about the concept of pricing, pricing policies, strategies, etc.,
and able to make relevant decisions in product and pricing areas.
5. Learn in detail about the integrated marketing communication and its role; components of
promotion mix like advertising, personal selling, sales promotion, etc., channels of
distribution, and the evaluation and control of marketing performance and able to evolve an
effective promotion mix, in addition to evaluate and control the marketing performance by
using appropriate techniques.
BLOCK - I: MARKETING AND ITS APPLICATIONS

Unit - 1: Marketing: An Introduction
Unit - 2: Marketing Planning and Mix
Unit - 3: Marketing of Services
Unit - 4: Customer Relationship Management
BLOCK - II: MARKETING PLANNING AND ORGANIZATION

Unit - 5: Market Segmentation
Unit - 6: Marketing Organizations
Unit - 7: Marketing Research and Marketing Information System
BLOCK - III: UNDERSTANDING CONSUMERS

Unit - 8: Consumer Behaviour: Concept and Determinants
Unit - 9: Models of Consumer Behaviour
Unit -10: Indian Consumer Market
BLOCK - IV: PRODUCT AND PRICING STRATEGIES

Unit – 11: Product Concepts and Decisions
Unit - 12: Product Life Cycle
Unit - 13: New Product Development
Unit - 14: Packaging and Branding
Unit - 15: Pricing Policies and Strategies
BLOCK - V: PROMOTION, DISTRIBUTION AND CONTROL

Unit -16: Integrated Marketing Communications
Unit - 17: Advertising
Unit -18: Personal Selling and Sales Promotion
Unit -19: Distribution Channels and Strategies
Unit - 20: Marketing Performance Evaluation and Control
59
Reference Books:
1. Kotler, Philip; Kevin Lane Keller: Marketing Management, New Delhi: Pearson
Education (2016)
2. Ramasamy, V.S, Namakumari, S.: Marketing Management: Global Perspective
Indian Context, New Delhi: Macmillan Education (2014).
3. R..S. Dava: Modern Marketing Management, Progressive Corporation, Bombay.
4. G.C. Bert, Marketing Research: Tata Mc.Graw Hill Publishers, New Delhi, 2000.
5. Rajan Saxena: Marketing Management,Tata Mc. Graw Hill Publication, 2010.
6. Rajagopal: Marketing Concepts and Cases, New Age International Publishers.
New Delhi.
8. Tapan K Panda, Marketing Management, Excel books, New Delhi.
PGDMM – 105: MARKETING MANAGEMENT

BLOCK –I: MARKETING AND ITS APPLICATIONS
Unit- 1: Marketing: An Introduction: Market and Marketing: Meaning and Definition - Evolution
of Marketing – Difference between Marketing and Selling – Concepts of Marketing - Marketing
Goals and Functions - Marketing Process – Markets, Market Place, Virtual and Meta Markets -
Marketing System – Marketing Management: Meaning ,Importance and Scope- Role of Marketing in
the Globalized Economy- Marketing Environment: Internal and External Factors- Scanning the
Marketing Environment - Emerging Trends in Marketing.
Unit – 2: Marketing Planning and Mix: Marketing Planning – Meaning and Importance - Nature of
Marketing Plans - Steps Involved in Marketing Planning - Elements of Marketing Mix in Marketing
Planning – Relationship between Marketing Mix and Marketing Strategy – Marketing Mix and
Expanded Elements – Optimum Marketing Mix – Technology Enabled Marketing Strategy.
Unit- 3: Marketing of Services: Services: Meaning and Definition - Reasons for Growth of Service
Sector- Characteristics of Services – Classification of Services - Services Marketing - Elements of
Marketing Mix in Services Marketing - Understanding Customer Expectations of Services - Service
Quality and its Dimensions - Building a Service Brand - Use of Technology in Marketing of Services.
Unit- 4: Customer Relationship Management: CRM: Meaning and Definition – Evolution of
CRM – Objectives of CRM –Principles of CRM – CRM Process – CRM Models - Benefits of CRM -
Limitations of CRM.
BLOCK - II: MARKETING PLANNING AND ORGANIZATION

Unit- 5: Market Segmentation: Market Segmentation: Concept and Need– Benefits of Market
Segmentation – Bases for Market Segmentation – Market Segmentation Process - Requirements for
Effective Market Segmentation –Market Segmentation Strategies – Target Marketing: Meaning and
Types –Target Marketing Strategies - Positioning: Meaning.
Unit- 6: Marketing Organization: Marketing Organization: Meaning and Importance – Principles
of Designing Marketing Organization – Types of Marketing Organization – Factors Affecting
Marketing Organization - Role of Technology in Integration of Marketing Organizations.
Unit-7: Marketing Research and Marketing Information System: Marketing Research: Meaning
and Definition – Importance of Marketing Research- Nature and Scope Marketing Research –Steps in
Marketing Research Process – Application of Marketing Research – Problems in Conducting
Marketing Research – Use of Technology in Marketing Research – Marketing Information System
(MKIS) – Concept and Importance of MKIS– Differences Between MR and MKIS – Components of
MKIS - Advantages of MKIS.
BLOCK - III: UNDERSTANDING CONSUMERS

Unit— 8: Consumer Behaviour: Concepts and Determinants: Consumer Behaviour Definition –
Importance – Scope – Applications - Classification of Consumers – Buyer Vs User – Factors
Influencing Consumer Behaviour.
60
Unit- 9: Models of Consumer Behaviour: What is Consumer Decision Making - Levels of
Consumer Decisions – Types of Purchase Decisions – Process of Consumer Decision Making -
Models of Buyer Behaviour – Post Purchase Behaviour – Cognitive Dissonance – Industrial Buying
Behaviour.
Unit - 10: Indian Consumer Market: Meaning, Nature and Scope of Indian Consumer Market -
Characteristics of Indian Consumer Market – Income and Consumption Pattern of Indian Consumer
Market – Characteristics of Organizational Consumers - - Market Potential - Rural Markets -
Globalization and Indian Consumer Market.
BLOCK-IV: PRODUCT AND PRICING STRATEGIES

Unit- 11: Product Concepts and Decisions: Levels of Product - Product Mix – Classification of
Products – Categories of Consumer Products - Categories of Business Products - Marketing Strategy
for various Types of Products – Diversification of Product.
Unit- 12: Product Life Cycle: Product Life Cycle Concept – Stages in PLC – PLC Stages and
Implications For Marketing – Market Evaluation Based on PLC – Role of Technology in Expanding
PLC.
Unit- 13: New Product Development: New Product Concept – Categories of New Products -
Factors Contributing to New Product Development –- Elements of New Product Development –
Stages in New Product Development – Reasons for Failure of a New Product - New Product Adoption
Process.
Unit- 14: Packaging and Branding: Packaging: Concept and Definition – Functions of Packaging –
Types of Packaging -Packaging Considerations –– Labelling and Marking – Types of Labels – Factors
for Package Design in International Market- Branding- Concept and Definition – Differences Between
Brand Name and Trade Mark – Characteristics of Brand – Elements of Branding: Brand Identity;
Brand Image; Brand Position; Brand Equity - Branding Decisions - Advantages and Disadvantages of
Branding.
Unit- 15: Pricing Policies and Strategies: Pricing : Meaning and Definition - Pricing Policy:
Meaning and Objectives - Factors Influencing Pricing Decisions - Procedure for Price Determination-
Pricing Concepts and Strategies- Pricing Strategies for New Products- Promotional Pricing - Dynamic
Pricing - Responding to Price Changes.
BLOCK-V: PROMOTION, DISTRIBUTION AND CONTROL

Unit- 16: Integrated Marketing Communication: Integrated Marketing Communication (IMC)
Meaning and Definition - Reasons for Increasing Use of IMC - Objectives and Benefits of IMC -
IMC- A Potential Tool – Communication Process - Issues in Integrated Marketing Communications -
Factors Affecting Marketing Communication Mix - Evaluating IMC.
Unit- 17: Advertising: Advertising : Meaning and Functions – Objectives and Importance of
Advertising - Types of Advertising – Advertising Copy - Advertising Media - Media Selection
Considerations - Evaluating Effectiveness of Advertising - Advertising Budget- Is Advertising a
Social Waste?- Publicity- Changing Role of Technology in Advertising.
Unit -18: Personal Selling and Sales Promotion: Salesmanship- Selection Of Sales Force -
Qualities Of Good Salesman - Selling Process- Impact Of Technology On Personal Selling -
Compensating The Sales Force - Motivating The Sales Force- Sales Promotion – Classification Of
Sales Promotion- Techniques Of Sales Promotion- Selecting The Appropriate Techniques.
Unit- 19: Channels of Distribution: Channels of Distribution – Reasons For Using Intermediaries -
Functions of Channels of Distribution - Types of Channels of Distribution - Factors in Selecting a
Channels of Distribution – Wholesalers – Retailers – Channel Management Decisions - Direct
Marketing- Physical Distribution.
Unit – 20: Marketing Performance Evaluation and Control: Marketing Implementation –
Evaluating Marketing Performance – Steps in Marketing Control – Marketing Control Techniques -
Marketing Audit – Marketing Cost Analysis- Profitability Analysis - Annual Plan Control - Market
Share Analysis - Ratio Analysis- Marketing Information System.
*****
61
SEMESTER - II
PGDMM - 201: CONSUMER BEHAVIOUR & MARKETING RESEARCH

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the consumer decision-making
process and its applications in marketing function of firms, Marketing Research Information System
(MRIS), marketing research process, application of research principles, tools and techniques in the
marketing function, etc.
Course Learning Outcome

1. Understand the concept of consumer behaviour through understanding the nature, scope and
applications of it, the concept and characteristics of lifestyle marketing, changing life styles of
Indian consumers life style segmentation, the concept and models of organizational buying
behaviour, types of organizational buyers, organizational buying decision making process,
etc., and able to apply the knowledge while dealing with individual and organizational buyers.
2. Learn in detail about the buying process of consumers through understanding the Consumer
Development Model, types of decisions, need recognition, search for alternatives and
evaluation of alternatives, factors influence evaluative criteria, the concept of Purchase and
Post-Purchase Behaviour, brand choice, store choice, purchase behaviour for online shopping,
post-purchase behaviour, etc., and able to demonstrate the knowledge in practical situations.
3. Gain knowledge about various dimensions of the influences on consumer behaviour like
personality and psychographics, family and also the social and cultural influences and able to
analyze the most influencing factors in the organizational set ups.
4. Comprehend the vast concept of MRIS through the nature, scope, users, process, applications,
problems, ethics, etc., of marketing research (with special focus on MR in India), International
Marketing Research, concept, dimensions, etc., of Marketing Information System, and able to
employ the knowledge in conducting marketing research in practical situations.
5. Acquire knowledge and skills relating to various facets of the marketing research process
involving research design, data collection and interpretation and also marketing research
report and presentation, and able to apply the knowledge and skills in their career.
BLOCK - I: CONSUMER BEHAVIOUR – THE CONCEPTS

Unit - 1: Consumer Behaviour – Nature and Applications
Unit - 2: Consumer Behaviour and Life Style Marketing
Unit - 3: Organizational Buying Behaviour
BLOCK - II: THE BUYING PROCESS

Unit - 4: Problem Recognition and Information Search Behaviour
Unit - 5: Evaluation of Alternatives and Consumer Choice
Unit - 6: Purchase Process and Post-Purchase Behaviour
BLOCK –III: INFLUENCES ON CONSUMER BEHAVIOUR

Unit - 7: Personality and Psychographics
Unit - 8: Family Influence on Consumer Behaviour
Unit - 9: Social and Cultural Influences
BLOCK - IV: MARKETING RESEARCH AND INFORMATION SYSTEM

Unit- 10: Marketing Research: Nature and Scope
Unit- 11: Marketing Information System
Unit- 12: Marketing Research in India
62
BLOCK-V: MARKETING RESEARCH PROCESS
Unit- 13: Steps in Marketing Research Process
Unit-14: Research Design
Unit-15: Methods of Data Collection
Unit-16: Marketing Research Report and Presentation
Reference Books:
1. Leon G. Schiffman, Leslie Lazar Kanuk , S. Ramesh Kumar , ‘Consumer Behaviour’, (10 th
Edition, 2010), Pearson, New Delhi.
2. Philip Kotler, Kevin lane Keller, Alexander Chernev, Jagdish N. Sheth and G.Shainesh:
‘Marketing Management’, (16th Edition), Pearson Publication.
3. Ramaswamy Namakumari, ‘Marketing Management: Indian Context – Global Perspective’,
(2018), Sage Publications India Pvt. Ltd., New Delhi.
4. Suja R Nair: Consumer Behaviour in Indian Perspective, 2/E, 2010, Himalaya Publishing
House, New Delhi.
5. Loudon, Della Bitta, ‘Consumer Behaviour: Concepts and Applications’, (2017), Tata
McGraw Hill, New Delhi.
6. Gupta S.L., ‘Marketing Research’, Excel Books, New Delhi.
PGDMM - 201: CONSUMER BEHAVIOUR AND MARKETING RESEARCH
BLOCK - I: CONSUMER BEHAVIOUR – THE CONCEPT

Unit - 1: Consumer Behaviour – Nature and Applications: Meaning and Nature of Consumer
Behaviour- Types of Consumers – Importance of Study of Consumer Behaviour – Influences on
Consumer Behaviour - Applications of Consumer Behaviour – Brief Profile of Consumers in India.
Unit - 2: Consumer Behaviour and Life Style Marketing: Concept of Consumer Lifestyle –
Consumer Demographics – Psychographic Segmentation – AIO Inventory – Values and Life Style –
Consumer Life Style Segmentation – Life Style Profiles of Indian Consumers.
Unit - 3: Organizational Buying Behaviour: Organizational Buying Behaviour - Nature and
Characteristics of Organizational Buyer Behaviour – Meaning - Distinction between Individual Buyers
and Organizational Buyers – Types of Organizational Buyers – Factors Influencing Organizational
Buying Behaviour - Organizational Buying Situations – Models of Organizational Buying Behaviour -
Organizational Buying Decision Making Process.
BLOCK - II: THE BUYING PROCESS

Unit - 4: Problem Recognition and Information Search Behaviour: Consumer Decision Making
(CDM) Model – Problem Recognition - Types Of Consumer Decisions – Levels of Consumer
Decision Making – Consumer Involvement – Factors Influencing Consumer Involvement – Consumer
Involvement and Information search - Models of consumer Involvement and Information search –
Information search and Decision Making
Unit - 5: Evaluation of Alternatives and Consumer Choice: Evaluation of Alternatives – Personal
and Socio Cultural Factors Affecting Choice – Neuro-Marketing – Cybermediaries Criteria for
Evaluation of Alternatives – Heuristics - Consumer Decision Rules – Other Models of Evaluation of
Alternatives.
Unit - 6: Purchase and Post-Purchase Behaviour: Types of Buying Behaviour - Types of
Purchases – Physical, Social and Situational influences Affecting Purchases – Shopping Effort - Non-
Store Buying – Post Purchase Consumer Behaviour - Consumer Dissonance - Dissonance Resolution -
Dissonance Effect on Repeat Purchases - Disposing the Products.
BLOCK –III: INFLUENCES ON CONSUMER BEHAVIOUR

Unit - 7: Personality and Psychographics: Understanding Personality - Theories of Personality -
Personality Influences and Consumer Behaviour – Personality and Self Image - Psychographics
63
Unit - 8: Family Influences on Consumer Behaviour: The Family - Functions of the Family -
Buying Role of a Family – Individual Role in Family Purchases - Family Life Cycle - Family Decision
Making - Influences on the family Decision Process
Unit - 9: Social and Cultural Influences: Social Factors – Social Class - Cultural Factors –
Hofstede’s Five Dimensions of Culture – Cultural Influences.
BLOCK - IV: MARKETING RESEARCH AND INFORMATION SYSTEM

Unit- 10: Marketing Research : Nature and Scope: Marketing Research : Meaning and Definition
– Importance of Marketing Research – Classification of Marketing Research –Nature and Scope of
Marketing Research Function – Marketing Research Process - Role of Market Research in Marketing
Decision Making - Marketing Research and Competitive Intelligence – Applications of Marketing
Research - Use of Technology in Marketing Research – Ethics in Marketing Research – International
Marketing Research.
Unit- 11: Marketing Information System: Marketing Information System: Meaning and Definition
– Components of MKIS - Evolution of MKIS – Scope of MKIS - Role and Importance of MKIS –
Merits of MKIS - Dimensions of MKIS - Marketing Information System Design.
Unit- 12: Marketing Research in India: Evolution of Marketing Research in India - Marketing
Research Agencies in India - Users of Marketing Research – Issues and Emerging Trends in
Marketing Research - Problems in Conducting Marketing Research- Future of Marketing Research.
BLOCK-V: MARKETING RESEARCH PROCESS

Unit- 13: Steps in Marketing Research Process: Market Research and Marketing Research – Steps
in Marketing Research Process.
Unit-14: Research Design: Meaning of Research Design - Characteristics of Marketing Research
Design - Criteria for Research Design - Classification of Research Design - Sources of Marketing
Information - Sources of Experimental Errors.
Unit-15: Data Collection and Interpretation: Types of Data - Sources of Primary Data - Methods of
Data Collection - Designing of Questionnaire – Sources of Secondary Data - Analysis and
Interpretation of Data - Techniques of Data Analysis - Criteria for a Good Test.
Unit-18: Marketing Research Report and Presentation: Meaning of Research Report - Objectives
of Research Report – Principles of Report Writing – Stages in Preparation of Research Reports –
Types of Written Reports – Logical Format of Research Report- Presentation of Research Report.
*****
PGDMM - 202: ADVERTISING AND SALES MANAGEMENT
No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the advertising and sales
functions including advertising and marketing mix, advertising management, functions of sales
management, sales planning and implementation, and sales organization and management.

1. Know the basics of advertising like the concept, types, functions, ethics, theories, various
implications, etc., of advertising, role of advertising in marketing mix, advertising campaign
and budget, etc., and able to appraise the role of advertising in marketing the products /
services effectively.
2. Learn various issues relating to advertising management like message decisions; media
planning, selection, scheduling; measuring the effectiveness of advertising, meaning, types,
functions, etc., of advertising agencies, legal aspects relating to advertising, etc., and able to
demonstrate the knowledge and apply the skills in real world situations.
3. Comprehend the basics of sales management like meaning, importance, process, functions of
sales management, sales activities, personal selling and salesmanship, theories of selling,
64
meaning, advantages, etc., of sales force automation, etc., and able to illustrate the knowledge
in their profession.
4. Get a deeper understanding about various facets relating to sales planning and implementation
like sales planning, budgeting and control, meaning of sales territories and sales quotas,
developing and managing sales territories, monitoring sales targets, sales forecasting
techniques, strategic sales plans including analysis relating product, customers, PLC, etc., and
able to identify the measures for better planning and implementation of sales function.
5. Know in detail about the sales organization and management including the purpose and setting
up of sales organization, types of organizational structures, about recruitment, selection and
training, compensation of sales force, motivating and controlling the sales personnel, cost and
profitability analysis, performance analysis, etc., and able to employ the knowledge in their
career.
BLOCK - I: INTRODUCTION TO ADVERTISING

Unit - 1: Basics of Advertising
Unit - 2: Advertising and Marketing Mix
Unit - 3: Types of Advertising
Unit - 4: Advertising Campaign and Budget
BLOCK - II: ADVERTISING MANAGEMENT

Unit - 5: Advertising Message Decisions
Unit - 6: Media Planning , Selection and Scheduling
Unit - 7: Measuring Advertising Effectiveness
Unit - 8: Advertising Agencies and Legal Aspects
BLOCK - III: BASICS OF SALES MANAGEMENT

Unit - 9: Sales Management: Nature and Scope
Unit - 10: Functions of Sales Management
Unit - 11: Personal Selling and Salesmanship
Unit - 12: Sales Force Automation
BLOCK - IV: SALES PLANNING AND IMPLEMENTATION

Unit - 13: Sales Planning, Budgeting and Control
Unit - 14: Managing Sales Territories and Quotas
Unit - 15: Sales Forecasting Techniques
Unit - 16: Strategic Sales Plans
BLOCK - V: SALES ORGANIZATION AND MANAGEMENT

Unit - 17: Organizing the Sales Force
Unit - 18: Sales Force Recruitment, Selection and Training
Unit - 19: Compensation of Sales Force
Unit - 20: Motivating and Controlling the Sales Personnel
Reference Books:
1. Rajan Saxena, ‘Marketing Management’, Tata McGraw Hill, New Delhi.
2. Wells, Burnett, Moraiartty, ‘Advertising Principles and Practices’, Prentice Hall, India.
3. S.A. Chunawalla, ‘Foundations of Advertising Theory and Practice’ (8 th Revised Edition)
2015, Himalaya Publishing House.
4. Martin, Khan, ‘Sales and Distribution Management’, Excel Books, New Delhi.
5. David Jobber and Geoffrey Lancaster, ‘Selling and Sales Management’ (10 th Edition) 2018,
Pearson Education.
6. Krishna K. Havaldar and Vasant M. Cavale: ‘Sales and Distribution Management: Text and
Cases’, (3rd Edition), 2017, McGraw Hill Education.
65
PGDMM - 202: ADVERTISING AND SALES MANAGEMENT
BLOCK - I: INTRODUCTION TO ADVERTISING

Unit - 1: Basics of Advertising: Importance of Advertising – Functions of Advertising – Objectives
of Advertising – Social, Economic and Legal Implications of Advertising - Theories of Advertising -
Ethics of Advertising.
Unit - 2: Advertising and Marketing Mix: Marketing Mix - Role of Advertising in Marketing Mix
and Positioning – Role of Advertising in Promotion Mix - Principles of Effective Advertising –
Creativity in Advertising.
Unit - 3: Types of Advertising: Types of Advertising - Television Advertising - Advertisements in
Theatres – Product Placement Advertising – Radio Advertising – Print Media Advertising – Outdoor
Advertising – Online Advertising – SMS Advertising – Email Advertising – Global Advertising –
Outdoor Blank Space Advertising – Advertising Appeals and Techniques.
Unit - 4: Advertising Campaign and Budget: Significance of Advertising Campaign - Planning
Advertising Effort – Types of Advertising Campaign - Steps in Advertising Campaign - Issues and
Challenges in Designing Advertising Campaign – Advertising Budget Factors Affecting Advertising
Budget - Methods of Advertising Budget Allocation – Advertising Budget Process.
BLOCK - II: ADVERTISING MANAGEMENT

Unit - 5: Advertising Message Decisions: Message Strategy – Types of Message Strategies -
Appeal – Message Execution – General Message Creation Factors – Advertising Message structure.
Unit - 6: Media Planning, Selection and Scheduling: Meaning of Advertising Media – Types of
Media – Media Characteristics - Preparing a Media Plan – Media Selection – Media Vehicles and
Selection of Appropriate Media - Media Mix for Advertisement Campaign – Media Scheduling.
Unit - 7: Measuring Advertising Effectiveness: Need to Measure Advertising Effectiveness – What
To Test – When To Test – Where To Test – How to Test – Testing Methods Used for Measuring
Advertising Effectiveness - Problems in Measuring of the Effectiveness of Advertising.
Unit - 8: Advertising Agencies and Legal Aspects: Importance of Advertising Agency –Types of
Advertising Agencies – Functions of Advertising Agency - Structure of an Advertisement Agency -
Compensation - Agency Selection Criteria.
BLOCK - III: BASICS OF SALES MANAGEMENT

Unit - 9: Sales Management: Nature and Scope: Meaning and Definition of Sales Management –
Features of Sales Management - Nature of Sales Management - Difference Between Selling and
Marketing – Role of Sales Management in Marketing - Sales Activities: Formulation, Implementation,
Evaluation and Control – Objectives of Sales Management – Scope of Sales Management - Emerging
Trends in Sales Management.
Unit - 10: Functions of Sales Management: Planning The Sale Effort - Sales Forecasting -
Approaches to Sales Forecasting – Sales Forecasting Methods – Formulating Personal Selling Strategy
– Effective sales Executives - Sales Organization – Factors Influencing Sales Organization Structure -
Sales Organization Principles – Organizational Design - Emerging Organizational Design –
Recruitment and Selection of Sales Force - Sales Force Training – Sales Force Motivation – Sales
Force Compensation – Control Mechanism .
Unit - 11: Personal Selling and Salesmanship: Meaning and Definition of Personal Selling –
Concept of Salesmanship - Evolution of Personal Selling – Types of Selling and Personal Selling –
Personal Selling and Salesmanship Distinguished - Buyer-Seller Dyads – Setting Personal Selling
Objectives - Situations favorable to Personal Selling – Theories of Selling – Process of Personal
Selling – Diversity of Personal Selling Situations.
Unit - 12: Sales Force Automation: Meaning of Sales Force Automation – Benefits of CRM and
Sales Force Applications – Objectives of CRM and SFA Tools – Types of SFA Tools - Understanding
Electronic Data Interchange – Functionality of Sales Force Automation - Field Force Automation.
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BLOCK - IV: SALES PLANNING AND IMPLEMENTATION
Unit - 13: Sales Planning, Budgeting and Control: Meaning of Sales Planning – Importance of
Sales Planning – Types of Sales Planning - Factors affecting Sales Planning - Stages in Sales Planning
– Essentials of Sales Planning – Selling Strategies – Execution of Sales Plans – Challenges to Sales
Planning – Sales Budgets and Control.
Unit - 14: Managing Sales Territories and Quotas: Meaning of Sales Territories – Scope of Sales
Territory Management – Procedure for Developing Sales Territories – Managing Sales Territories -
Sales Quotas and Targets – Monitoring Sales Targets and Revision.
Unit - 15: Sales Forecasting Techniques: Meaning and Definition of Sales forecasting – Importance
of Sales Forecasting – Types of Sales Forecasting – Factors affecting Sales Forecasting - Methods of
Sales Forecasting – Characteristics of Good Sales Forecasting.
Unit - 16: Strategic Sales Plans: Maslow’s Hierarchy of Needs – Brand Functions – Product Related
Analysis – Competitive Analysis – Strategic Marketing Process – Customers analysis – Market Share
Strategy – Product life cycle – Portfolio Management Analysis –Sales Manager For 21st Century –
Critical Path to Continuous Success.
BLOCK - V: SALES ORGANIZATION AND MANAGEMENT

Unit - 17: Organizing the Sales Force: Sales Organization - Purpose of Sales Organization- Setting-
Up a Sales Organization - Organizational Structures – Basic Types of Organizational Structures - Field
Organization of the Sales Department - Centralization Vs. Decentralization – Schemes for Dividing
Line Authority in Sales Organization.
Unit - 18: Sales Force Recruitment, Selection and Training: Organization for Recruitment and
Selection – The Pre- Recruiting Reservoir – Sources of Sales force Recruitment – Selection of Sales
Force – Preliminary Screening and Preliminary Interview – Formal Application Form – Training the
sales Force.
Unit - 19: Compensation of Sales Force: Sales force Compensation - Types of Compensation Plans
– Fringe Benefits- Managing Sales Force Expenses – Methods of Controlling and Reimbursing
Expenses of Sales Force – Sales Meetings and Sales Contests.
Unit - 20: Motivating and Controlling the Sales Personnel: Motivating Sales Force – Maslow’s
Theory of Need Gratification – Motivation-Hygiene Theory – Achievement- Motivation Theory –
Expectancy Model – Motivation and leadership - Motivation and Communication – Controlling Sales
Personnel – Standards of Performance – Relation of Performance Standards and Personal Selling
Objectives – Quantitative Performance Standards – Qualitative Performance Standards – Recording
Performance – Evaluation – Comparing Performance with Standards – Controlling Sales Force
Through Supervision.
*****
PGDMM - 203: RETAILING MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the concept of retail
management like basics of retailing, retailing strategy related to human resource, location, marketing
and finance, product management, pricing management, promotion management, logistics
management, and stores management.

1. Learn the fundamental concepts, theories benefits, etc., of retailing, its evolution process and
classification basis, nature and scope of retail organizations, evolution, development,
structure, and changing trends of retailing in India, etc., and be able to identify the scope for
retailing sector in India.
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2. Acquaint with various Retailing Strategies within the field and scope of HRM, finance and
marketing, as well as understanding the concept of retail location and designing, and able to
design appropriate strategies in organizational situations.
3. Know about various facets of retaining product and pricing management like merchandise
management, category management, sales forecasting, planogram, Merchandise
Management, Retail Branding, quality in retailing, factors affecting the pricing decisions,
price sensitivity, pricing strategies and approaches, etc., and able to take appropriate decisions
in these areas.
4. Gain understanding about various aspects of retail advertising, sales promotion, servicing the
retail customers like customer service approaches, indicators of quality services, social media
marketing, logistics management in retail sector, etc., and able to use the knowledge in
practical situations.
5. Know not only about the customer of the retail chain and studying their behaviour but also
about the retail store operations, atmospherics and retail space management, various trends
currently present in retailing, etc., and able to design the stores as per the needs, requirements
of customers, taking into consideration the trends in the sector.
BLOCK-I: INTRODUCTION TO RETAILING

Unit - 1: Retailing: Concepts and Process
Unit - 2: Types of Retailing
Unit - 3: Nature and Scope of Retail Organization
Unit - 4: Retailing in India
BLOCK-II: RETAILING STRATEGY

Unit - 5: Retail Marketing Strategy
Unit 6: Retail Financial Strategy
Unit - 7: Retail HR Strategy
Unit - 8: Retail Location Strategy
BLOCK-III: RETAIL PRODUCT AND PRICING MANAGEMENT

Unit -9: Retail Product Management
Unit -10: Merchandize Management
Unit -11: Retail Branding
Unit -12: Retail Pricing
BLOCK-IV: RETAIL PROMOTION AND LOGISTICS MANAGEMENT

Unit -13: Retail Advertising and Sales Promotion
Unit -14: Servicing the Retail Customer
Unit -15: Social Media Marketing
Unit -16: Logistics Management
BLOCK -V: STORE MANAGEMENT
Unit -17: Understanding the Retail Consumer
Unit -19: Store Operations
Unit -19: Atmospherics and Retail Space Management
Unit -20: Trends in Retailing
Reference Books:
1. Barry Berman, Joel R Evans, Patrali Chatterjee, Ritu Srivastava, ‘Retail Management’, (13 th
Edition), 2017, Pearson Education.
2. Swapna Pradhan, ‘Retailing Management: Text and Cases’, (2009), McGraw Hill Education.
3. Michel Levy, Barton Weitz, Ajay Pandit, ‘Retailing Management’, (8 th Ed.), 2012, Tata
McGraw Hill Education(India) Pvt. Ltd., New Delhi.
4. Chetan Bajaj, Rajnish Tull, Nidhi Varun Srivasthava, ‘Retail Management’, (2 nd Ed.) 2010,
Oxford University Press, Oxford.
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5. Khurana, ‘Information Technology for Retailing’, Tata McGraw-Hill Education, New Delhi.
6. Joshi G, ‘Information Technology for Retail’, Oxford University Press, Oxford.
PGDMM - 203: RETAILING MANAGEMENT
BLOCK - I: INTRODUCTION TO RETAILING

Unit - 1: Retailing: Concepts and Process: Concept of Retail – Functions of Retailers – Theories of
Retail Development- Retail Management Decision Process – Retailing in India: An Overview.
Unit - 2: Types of Retailers: Evolution of Retail in India - Classification of Retail Units – Emerging
Trends in Retailing Formats.
Unit - 3: Nature and Scope of Retail Organization: Setting up Retail Organization – Organization
Patterns in Retailing – Designing the Organization Structure for Retail Firms- Retail Organizational
Issues.
Unit - 4: Retailing in India: Evolution and Development of Retailing in India –Traditional Retail
Formats in India – Modern Retail Formats in India – Growth of Organized Retail - Changing Trends
in Indian Retail Sector - Players in Indian Retail Market– FDI in Retailing – Challenges and Future
Prospects of Retailing in India.
BLOCK - II: RETAILING STRATEGY

Unit - 5: Retail Marketing Strategy: Meaning and Definition ‘Strategy’ and ‘Retail Strategy’ -
Target Market and Retail Format - Building a Sustainable Competitive Advantage - Relationship with
Suppliers - Achieving Efficiency of Internal Operations – Relationships with Customers – Customer
Loyalty – Growth Strategies – Global Growth opportunities - Strategic Retail Planning Process.
Unit - 6: Financial Strategy: Objectives and Goals - Strategic Profit Model – Components of
Strategic Profit Model - Asset Management - Implications for Improving Financial Performance -
Analysis of Financial Strength - Setting and Measuring Performance Objectives - Assessing
Performance.
Unit - 7: Retail HRM Strategy: Meaning and Objective of Human Resource Management – Issues in
Retail Human Resource Management - Recruiting of Retail Employees – Selection of Retail Personnel
– Training of Retail Employees - Compensating Retail Employees - Performance Appraisal – Legal
Issues in Human Resource Management.
Unit - 8: Retail Location Strategy: Meaning of Retail Location - Factors Affecting Retail Location-
Types of Retailers - Steps Involved in Choosing Retail Location - Store Design, Objectives and
Layout- Trade Area Analysis.
BLOCK - III: RETAIL PRODUCT AND PRICING

Unit - 9: Retail Product Management: Merchandise Management -Category Management - Phases
in Category Management - Sales Forecasting for Retailing – Determine the Assortment Process –
Planogram - Merchandise Planning Systems.
Unit - 10: Merchandise Management: Objectives of Retail Buying - Factors Influencing Customer
Buying Decisions - Categorizing the Buying Process - Setting the Objectives for the Merchandise Plan
- Types of Merchandise Plan - Negotiations in Retail - Buying Systems - Open to Buy Systems.
Unit - 11: Retail Branding: Role of Retail Brands - Types of Retail Brands - Managing Brands -
Branding Strategies - Brand Extensions - Brand Equity – Management of Servicing and Quality -
Packaging.
Unit - 12: Retail Pricing: Concept of Retail Pricing- Objectives of Retail Pricing - Factors Affecting
the Pricing Decisions - Price Sensitivity - Pricing Strategies and Approaches - Impact of Pricing
Strategies on Formats.
BLOCK - IV: RETAIL PROMOTION AND LOGISTICS MANAGEMENT

Unit - 13: Retail Advertising and Sales Promotion: Importance of Promotion in Retailing –
Objectives of Retailing- Retail Communication Mix - Factors affecting Choice of Communication
Methods – Advertising - Sales Promotion - Personal Selling - Public Relations.
69
Unit - 14: Servicing the Retail Customer: Concept of Customer Service - Types of Customers -
Strategic Advantage Through Customer Service - Customer Service Approaches - Indicators of
Quality Services - Customer Evaluations of Service Quality - Service Recovery.
Unit - 15: Social Media Marketing: Social Media Marketing (SMM) - Social Media Platforms -
Importance of Social Media - Social Media and Customer Engagement - Social Networking - SMM
Management Tools – Social Media Advertising – Problems in SMM Strategies.
Unit - 16: Logistics Management: Supply Management and Information Systems - Flow of
Information and Merchandise in a Supply Chain - Channels and Channel Flows- The Supply Channel
- Growth of Channel Relationships and Partnerships - Retail Logistics – Distribution Logistics and
Stock Control - Cost Structure in Retail Logistic - Online Logistics Management - Computerized
Replenishment Systems (CRS).
BLOCK - V: STORE MANAGEMENT

Unit - 17: Understanding Retail Consumer: Types of Retail Customers - Why Do People Shop –
Factors Influencing the Retail Shopper – The Consumer Decision Making Process –Types of
Consumer Decision Making -Consumer Decision Rules – Consumers Image of Retail Stores – Indian
Shoppers – Consumer Behavior in Online Retail in India – Market Research Prior to Setting up a
Retail Store – Market Research after Setting up a Retail Store.
Unit – 18: Store Operations: Role of Store Manager - Safety And Security – Merchandise
Shrinkages – Technologies and Combat Shoplifting- Insurance and Crisis Management – Outsourcing
Store Functions – Retailer Services.
Unit – 19: Atmospherics and Retail Space Management: Importance of Atmospherics Planning –
Role of Atmospherics in Retail Strategy –Components of Retail Atmospherics – Store Space
Management – Retail Performance Measures – Basis of Space Allocation - Wall as Retail Selling
Tools – Role of Colour in Retail Atmospherics – Physical Materials in Store Designing -
Atmospherics in the Context of Internet Retailing.
Unit - 20: Trends in Retailing: Importance of Information Technology in Retail – Factors Affecting
the use of Technology – Applications of Technology in Retail – Data base Marketing, Data Mining
and Business Intelligence- Electronic Retailing- Online Retailing –Merits- Growing Demand For
Internet and Online Retailing – The National Cyber Security Policy, 2013- Global Retail Trends-
Career Opportunities in Retailing.
*****
PGDMM - 204: INTERNATIONAL MARKETING

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the concept and to provide an
exposure to the students with environmental, procedural, institutional and decisional aspects of
international marketing (IM).

1. Understand the concept of International Marketing, various environmental variables/factors
which affect it, the process and modes of entry into international markets, etc., and able to
identify and conduct international environmental analysis and also find out a suitable mode of
entry / entries into international markets in the given organizational set ups.
2. Know in detail about the composition and design of international marketing mix, namely,
product planning, pricing, IM communication, the marketing channels, and able to take
appropriate decisions in designing it.
3. Get an understanding about various IM strategies like product pricing, promotion and
distribution strategies, Product Life Cycle, about the Segmentation, Targeting and Positioning
in the international market, in addition to learn in detail about international services
marketing, and able to formulate strategies in respective areas.
70
4. Gain knowledge about various aspects relating to IM research like understanding the
preferences, taste and behaviours of the consumers of the target market through IM Research
and Intelligence, about the ethical issues, like human rights, free trade and corporate social
responsibility in international markets, etc., and able to employ the knowledge in their
profession.
5. Learn about the regulatory environment including the IM regulatory organizations, export
marketing and procedural aspects, and IM risks, and able to initiate compliance measures
within the specified regulatory framework.
BLOCK - I: INTERNATIONAL MARKETING ENVIRONMENT

Unit - 1: International Marketing: Nature and Scope
Unit - 2: International Marketing Environmental Analysis
Unit - 3: Entering International Markets
BLOCK - II: INTERNATIONAL MARKETING MIX

Unit - 4: International Product Planning and Pricing
Unit - 5: International Marketing Communication
Unit - 6: International Marketing Channels
BLOCK - III: INTERNATIONAL MARKETING STRATEGIES

Unit - 7: International Marketing Planning
Unit - 8: Segmentation, Targeting and Positioning
Unit - 9: International Services Marketing
BLOCK - IV: INTERNATIONAL MARKETING RESEARCH

Unit-10: Understanding International Consumers
Unit-11: International Marketing Intelligence
Unit-12: Ethics in International Marketing
BLOCK - V: INTERNATIONAL MARKETING REGULATORY ENVIRONMENT

Unit-13: International Trade regulatory and Promotional Organizations
Unit-14: International Marketing Risks
Unit-15: Export Marketing and Procedural Aspects
Reference Books:
1. Philip Kotler, Kevin Lane Keller, Alexander Chernev, Jagdish N. Sheth and G.Shainesh:
‘Marketing Management Indian Case Studies’, (16th Edition), Pearson Publication.
2. Krishna K. Havaldar and Shailendra Dasari: ‘B2B Marketing: Text and Cases’, Tata McGraw
Hill.
3. Masaaki (Mike) Kotabe, Kristiaan Helsen and Prateek Maheshwari: ‘International Marketing -
An Indian Adaptation, (8th Ed.), 2021, Wiley India Pvt. Ltd., New Delhi.
4. Phillip R. Cateora, R. Bruce Money, Mary C. Gilly and John L. Graham: ‘International
Marketing (SIE), (18th Ed), McGraw-Hill.
5. J. Keegan Warren and C. Green Mark, ‘Global Marketing’, (9 th Ed.), 2018, Pearson.
PGDMM - 204: INTERNATIONAL MARKETING
BLOCK - I: INTERNATIONAL MARKETING ENVIRONMENT

Unit - 1: International Marketing: Nature and Scope: International Marketing: Meaning, Nature
and Scope - Domestic Marketing and International Marketing - Domestic Marketing Vs International
Marketing - Reasons for International Marketing - Internalization Stages - Benefits of International
Marketing – International Orientation - Multi-National Companies (MNCs) - Barriers of International
Marketing.
71
Unit - 2: International Marketing Environmental Analysis: International Marketing Environment:
Meaning – Demographic Environment – Economic Environment – Social and Cultural Environment -
Political and Legal Environment – Technological Environment – Regulatory Environment.
Unit 3: Entering International Markets: Basic Strategic Decisions – Market Entry Strategies –
Direct Exporting – Direct Investment – Licensing and Franchising – Contract Manufacturing – Joint
Ventures - Strategic Alliances – Mergers and Acquisitions.
BLOCK - II: INTERNATIONAL MARKETING MIX
Unit- 4: International Product Planning and Pricing: Definition of Product – New Product
Development – Product Adoption - Theory of International Product Life Cycle (PLC) – Product
Standardization Vs Product Adaptation – Branding Decisions – Packaging Functions and Criteria -
The Role of Price – Dumping - Price Distortion – Transfer Pricing Countertrade – Price Quotations –
Terms of Sale – Methods of Financing and Means of Payment.
Unit - 5: International Marketing Communication: Communication Mix – The Role of
Advertising – Patterns of Advertising Expenditure – Advertising and Regulations –Advertising Media
– Standardized International Advertising – Global Advertising.
Unit - 6: International Marketing Channels: Direct and Indirect Selling Channels – Types of
Intermediaries: Direct Channel - Types of Intermediaries: Indirect Channel -Channel Development –
Channel Adaptation – Channel Decisions - Determinants of Channel Types – Selection of Channel
Members – Modes of Transportation – Cargo Insurance – Packaging – Containers – Freight forwarder
and Customer Broker – Documentation.
BLOCK - III: INTERNATIONAL MARKETING STRATEGIES

Unit - 7: International Marketing Planning: Strategic Market Planning - Pricing Strategy -
Distribution Strategy - Promotion Strategy - Product Life Cycle/ Market Life Cycle - International
Product Policy - Competition and International Marketing Strategies – Consumers - Government
Actions - Production Resources - Planning for Third World Markets - Controlling the Marketing
Effort.
Unit - 8: Segmentation, Targeting and Positioning: Global Market Segmentation International
Targeting - Global Product Positioning - Marketing in Under-Developed Countries.
Unit - 9: International Services Marketing: Characteristics of Services and their Implications -
Challenges of Marketing Services - International Professional Services - International Retailing -
International Financial Services - International Banking Services - International Insurance Services.
BLOCK - IV: INTERNATIONAL MARKETING RESEARCH

Unit-10: Understanding International Consumers: Influences on Global Consumers - Impact of
Cultural Factors on Consumer Behavior - Elements of Culture - Geert Hofstede’s Cultural Dimensions
- Edward Hall’s High-Context and Low-Context Cultures – Fons Trompenaar’s Cultural Classification
- Cross-Cultural Consumer Behavior - Acculturation, Standardization Versus Localization.
Unit-11: International Marketing Intelligence: Difference between Domestic and International
Research – Scope of International Marketing Research - International Marketing Research Procedure –
Emic Vs Etic Approach to Research – International Research Approach - International Marketing
Research Categories - International Marketing Research Process – Problems in International
Marketing Research - Translation Issues – Back Translation – A Solution to Translation Issues -
Putting International Marketing Intelligence to Use.
Unit-12: Ethics in International Marketing: Ethical Issues in International Marketing – Human
Rights and Free Trade - Corporate Social Responsibility in International Markets - Working
Conditions and Standards in International Markets - Bribery and Corruption in International Markets –
Product Counterfeiting, Piracy And Smuggling - Workplace Diversity and Equal Opportunity –
Environmental Pollution and Sustainability – Using Child Labour - Different Views on Business
Practices.
72
BLOCK - V: INTERNATIONAL MARKETING REGULATORY ENVIRONMENT
Unit - 13: International Trade Regulatory and Promotional Organizations: International Trade
Regulatory Organizations - International Trade Promotional Organizations – National Trade
Regulatory Organizations – National Trade Promotional Organizations.
Unit-14: International Marketing Risks: Risks in International Business – Natural / Environmental
Risks – Country Risks – Political Risks – Adoption Risks – Regulatory / Compliance Risks -
Marketing Mix Related Risks – Legal Risks – Commercial Risks – Financial Risks – Transit Risks –
Technology Related Risks.
Unit-15: Export Marketing and Procedural Aspects: Parties to an Export Contract – Pre-
Requisites for Export of Goods From India – Processing an Export Order-Guidelines - Methods of
Payments in International Trade – International Commercial Terms (INCO Terms ) - Uniform
Customs and Practices on Documentary Credits – Step- by-Step Process for Shipment of Goods -
Export Documentation – Trade and Exchange Control in India.
*****
PGDMM – 205: PROJECT WORK AND VIVA-VOCE
No. of Credits: 5
PROJECT WORK:
be able to:
University.
VIVA-VOCE:
*****
73
C) P G DIPLOMA IN HUMAN RESOURCE MANAGEMENT
SEMESTER – 1
PGDHRM - 101: MANAGEMENT PROCESS AND BEHAVIOUR

No. of Credits: 5

skills in practice.



74
Reference Books:
8) K. Aswathappa : ‘Organizational Behaviour: Text, Cases & Games’ : 12thRevised Edition,
PGDHRM - 101: MANAGEMENT PROCESS AND BEHAVIOUR


75
Decentralization.

Theories.

(OD) Interventions.
76
*****
PGDHRM - 102: BUSINESS ENVIRONMENT

No. of Credits: 5




77

Reference Books:
1) Francis Cherunilam, Business Environment – Text & Cases, Himalaya Publishing
House, 2008.
2) Shaikh Saleem, Business Environment, Pearson, 2010.
3) K. Aswathappa, Essentials of Business Environment, Himalaya Publishing House,
2008.
4) V K Puri & S K Misra, Indian Economy, Himalaya Publishing House, 2013.
5) A C Fernando, Business Environment, Pearson, 2011.
PGDHRM – 102: BUSINESS ENVIRONMENT


78
Financial Sector.

Developments.


79
*****
PGDHRM - 103: MANAGERIAL ECONOMICS

No. of Credits: 5

career.




80
Reference Books:
House, 2010.
PGDHRM – 103: MANAGERIAL ECONOMICS

Disciplines.
the Firm.


81
Factor.


*****
PGDHRM - 104: QUANTITATIVE ANALYSIS FOR RESEARCH
No. of Credits: 5

82
and its analysis.
making.





Unit - 15: Sampling
Reference Books:
Delhi, India.
India.
83
PGDHRM - 104: QUANTITATIVE ANALYSIS FOR RESEARCH

Minima Criteria.


Method.
84

Combinations.
Distributions.

for Continuity.
*** * *
PGDHRM - 105: HUMAN RESOURCE MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about various facets of HRM in
organizations like the process of recruitment, selection, development, evaluation of performance,
reward management, employee engagement, in addition to recent developments in HR area like HRIS,
Human Resource Accounting and Auditing for HR.

85
1. Understand the concept, employment cycle, key process areas, etc., of Human Resource
Management (HRM), strategic HRM, organization structure of HR department, HR policies,
impact of business environment on HRM, job analysis, job design, and HR planning and able
to apply HR planning and other techniques and policies in organizations.
2. Learn in detail about the recruitment, selection, induction, placement, mobility and separation
(transfer, promotion, demotion, etc.), concepts of learning, training and development, career
planning and development, methods of training and development, career model, etc., and able
to use the skills learnt in all these areas in their career.
3. Comprehend the concepts of performance management, performance appraisal, job
satisfaction, employee morale, talent management, competency management, process and
methods of performance appraisal, performance management cycle, factors affecting job
satisfaction and morale, measuring job satisfaction and morale, etc., and able to illustrate the
knowledge in organizational situations.
4. Get a deep understanding about the process, principles and methods of job evaluation,
methods of wage payment, welfare and social security measures, special provisions for
women, concept of reward management, components of reward system, employee
engagement and retention strategies and able to demonstrate the knowledge in real like
situations.
5. Learn about the HR Information System, HR Accounting and HR Audit and able to introduce
these concepts in organizations for the better management of HR.
BLOCK - I: HUMAN RESOURCE MANAGEMENT AND PLANNING

Unit - 1: Introduction to Human Resource Management
Unit –2: Organization Structure and HR Policies
Unit - 3: HRM: Environment and Trends
Unit - 4: Human Resource Planning
BLOCK - II: EMPLOYMENT, SELECTION AND DEVELOPMENT

Unit - 5: Recruitment, Selection, and Induction
Unit - 6: Mobility and Separation
Unit - 7: Training and Development
Unit - 8: Career Planning and Development
BLOCK - III: PERFORMANCE MANAGEMENT

Unit - 9: Performance Appraisal
Unit - 10: Performance Management
Unit - 11: Job Satisfaction and Employee Morale
BLOCK - IV: REWARD MANAGEMENT AND EMPLOYEE MANAGEMENT

Unit-12: Job Evaluation
Unit -13: Wage, Welfare, and Social Security
Unit -14: Reward Management
Unit -15: Employee Engagement & Retention Strategies
BLOCK - V: ACCOUNTING AND AUDITING

Unit -16: Human Resource Information Systems
Unit -17: Human Resource Accounting
Unit -18: Human Resource Audit
Reference Books:
1. Aswathappa, K, “Human Resource Management: Text and Cases”, Tata McGraw Hill
Education Pvt. Ltd.
2. Dipak Kumar Bhattacharyya, “Human Resource Management”, Excel Books.
3. Shashi K. Gupta & Rosy Joshi, “Human Resource Management”, Kalyani Publishers.
86
4. David A. Decenzo & Stephen P. Robbins, “Fundamentals of Human Resource Management”,
John Wiley & Sons, Inc.
5. Pravin Durai, “Human Resource Management”, Pearson.
6. Bhatia, S.K., “Human Resource Management: A Competitive Advantage”, Deep & Deep
Publications Pvt. Ltd.
PGDHRM – 105: HUMAN RESOURCE MANAGEMENT

BLOCK – I: HUMAN RESOURCE MANAGEMENT AND PLANNING
Unit – 1: Introduction to Human Resource Management: Meaning of HRM – Evolution of HRM
- Objectives and Characteristics of HRM - Scope and Importance of HRM – Employment Cycle and
key Process areas of HRM – HRM Vs Personnel Management – HRM Vs HRD – Traditional HRM
Vs. Strategic HRM – The Changing Role of HR Manager.
Unit – 2: Organization Structure and HR Policies: Organizing HRM Department - Positions and
Role in Different Types of Organisation Structure - HR Policies – Considerations in Developing HR
Policies –Evaluating HR Policies.
Unit – 3: HRM: Environment and Trends: Impact of Business Environment on HRM: Impact of
Trends in External Environmental Factors – Impact of Changes in Internal Factors - Systems
Approach to HRM- Trends in HRM Practices.
Unit – 4: Human Resource Planning: Job Analysis: Meaning; Objectives; Uses; Process and
Techniques - Job Design: Meaning; Objectives; Method- Need for Job Redesign – Human Resource
Planning.
BLOCK – II: EMPLOYEMENT, SELECTION, AND DEVELOPMENT

Unit – 5: Recruitment, Selection and Induction: Recruitment- Selection- Induction–Placement.
Unit – 6: Mobility and Separation: Meaning and Types of Mobility- Transfer - Promotion –
Demotion: Meaning, Reasons and Policy – Meaning and Benefits of Job Rotation – Making Mobility
Effective in Improving Performance - Employee Separation- Exit Interview – Making Separation
Effective.
Unit – 7: Training and Development: Learning, Training and Development: Concepts and
Objectives - Training Vs. Development – Methods of Training and Development - Evaluation of
Training & Development Programmes – Making Training and Development Effective.
Unit – 8: Career Planning and Development: Career - Meaning and Stages - Career Planning –
Career Planning Vs Manpower Planning - Career Model – Individual and Organisational Initiatives -
Steps Involved in Establishing Career Development - Making Career Management Effective.
BLOCK – III: PERFORMANCE MANAGEMENT

Unit – 9: Performance Appraisal: Performance Appraisal: Meaning and Objectives - Process of
Performance Appraisal- Performance Appraisal Methods – Advantages and Disadvantages – Potential
Appraisal - Making Performance Appraisal Effective
Unit –10: Performance Management: Performance Management Meaning - Performance
Management Importance - Performance Appraisal Vs Performance Management - Performance
Management Cycle - Development and Implementation- Prerequisites – Talent Management –
Competency Management – Making Performance Management Effective.
Unit – 11: Job Satisfaction and Employee Morale: Job Satisfaction: Definition and Importance -
Factors Influencing Job Satisfaction - Measuring Job Satisfaction - Ways For Improving Job
Satisfaction of Different Employees - Morale: Meaning and Importance – Individual and Group
Morale – Factors Affecting Morale – Signs of Low and High Morale – Measurement of Employee
Morale – How to Improve Morale.
BLOCK – IV: REWARD MANAGEMENT AND EMPLOYEE ENGAGEMENT

Unit – 12: Job Evaluation: Job Evaluation: Definition, Objectives and Characteristics - Job
Evaluation Vs Performance Appraisal –– Advantages and Limitations of job Evaluation – Principles
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of Job Evaluation – Job Evaluation Process – Methods of Job Evaluation – Essentials for the Success
of Job Evaluation.
Unit – 13: Wage, Welfare and Social Security: Meaning of Compensation– Wage Concepts –
Methods of Wage Payment- Meaning of Welfare - Objectives of Welfare – Statutory and Non-
Statutory Measures - Special Provisions for Women - Social Security Concept and Measures.
Unit – 14: Reward Management: Definition and Aims of Reward Management – Philosophy of
Reward Management - Concept of Total Rewards - Components of Total Rewards System - Financial
Rewards - Non-Financial Rewards - Guiding Principles for Reward .
Unit – 15: Employee Engagement and Retention Strategies: Concept of Employee Attrition -
Types of Employee Attrition – Concept of Employee Engagement - Components of Employee
Attrition – Drivers of Employee Engagement - How to Measure Employee Engagement – Concept of
Employee Retention- Employee Retention Strategies.
BLOCK – V: ACCOUNTING AND AUDITING

Unit – 16: Human Resource Information System: Meaning of HRIS – Objectives of HRIS –
Need for HRIS - Levels of HRIS - Advantages of HRIS – Types of HR Analytics
Unit – 17: Human Resource Accounting: Meaning of HRA – Objectives of HRA – Basic Premises
of HRA – Significance of HRA – Methods of HRA –Advantages and Weaknesses of HRA –
Making HRA Effective.
Unit – 18: Human Resource Audit: Human Resource Audit: Meaning – Human Resource Audit
Features – Human Resource Audit Objectives – Human Resource Audit Scope – Levels of Human
Resource Audit - Human Resource Audit Process – Approaches to Human Resource Audit – Audit
Report – Essential Conditions for an Effective Human Resource Audit.
*****
SEMESTER - II
PGDHRM - 201: PERFORMANCE MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about various facets of the
performance management (PM) of employees like the process, cycle, planning and development of
PM, analysis of performance, measuring performance, and performance review an counselling, in
addition to learning about few PM practices in real world situations.

1. Understand the concept, elements, benefits, etc., of performance management, drivers of high
performance, PM process and cycle, meaning and process of PM planning and development,
etc., and able to design and implement PM process in organizations.
2. Learn in detail about the meaning and objectives of performance analysis, facilitating an
inhibiting factors, factors affecting employee productivity, productivity measurement issues,
productivity improvement, models of productivity, performance audit, etc., and able to use the
knowledge in organizational situations.
3. Acquire knowledge and skills relating to Performance Measurement including 360 0 appraisal,
RSDQ Model, tools used in assessment centres, potential appraisal as a tool for promotion,
career and succession planning, etc., and able to employ the skills in practical situations.
4. Comprehend about various aspects of performance review and counselling including
performance monitoring, DSMC / ATI Model, Performance Grid SMC, ATI Model,
mentoring and protégé development, performance counselling, performance management
tools, etc., and able to employ the knowledge in organizational set ups.
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5. Get an understanding about the application of PM concepts in practice like line managers and
PM, performance linked reward system, team PM, model of team performance, and PM in the
manufacturing, service and IT sectors through few case studies, and able to demonstrate the
knowledge in their career.
BLOCK – I: INTRODUCTION TO PERFORMANCE MANAGEMENT

Unit - 1: Performance Management : An Introduction
Unit - 2: Performance Management Process and Cycle
Unit - 3: Performance Management Planning and Development
BLOCK – II: ANALYSIS OF PERFORMANCE

Unit - 4: Performance Analysis
Unit - 5: Employee Productivity
Unit - 6: Performance Audit
BLOCK – III: MEASURING PERFORMANCE

Unit - 7: 3600 Appraisals
Unit - 8: Assessment Centre
Unit - 9: Potential Appraisal
BLOCK – IV: PERFORMANCE REVIEW AND COUNSELLING

Unit - 10: Performance Monitoring
Unit – 11: Feedback Counselling
Unit – 12: Performance Review
Unit – 13: Performance Management Tools
BLOCK – V: PERFORMANCE MANAGEMENT IN PRACTICE

Unit - 14: Line Managers and Performance Management
Unit – 15: Performance Linked Reward System
Unit – 16: Performance Management for Teams
Unit – 17: Performance Management in Manufacturing, Service and IT Sectors
Unit – 18: Case Studies
Reference Books:
1. Bhatia S.K., ‘Performance Management – Concepts, Practices and Strategies for Organizational
Successes’, 2007, Deep & Deep Publications, New Delhi.
2. Mello A. Jeffrey, ‘Strategic Human Resource Management’, 2018, Cengage Learning , New
Delhi.
3. Bhattacharya D.K., ‘Performance Management Systems and Strategies’, 2011, Pearson, India.
4. B.D. Singh, ‘Performance Appraisal and Management’, Excel Books, New Delhi.
5. T.V. Rao, Performance Management and Appraisal Systems’, 2014, Sage Publications.
6. Herman Aguinis, ‘Performance Management’ (3 rd Ed.), 2013, Person New International Edition.
PGDHRM – 201: PERFORMANCE MANAGEMENT

BLOCK – I: INTRODUCTION TO PERFORMANCE MANAGEMENT
Unit - 1: Performance Management : An Introduction : Performance Management: Meaning,
Definitions, and Characteristics – Importance of Performance Management - Historical Overview of
Performance Management - Scope of Performance Management - Elements of Performance
Management - Benefits of Performance Management – Drivers of High Performance.
Unit - 2: Performance Management Process and Cycle: Performance Management Process:
Meaning and Characteristics - Performance Management Cycle - Activities of Performance
Management - Principles of Effective Performance Management – Elements of Performance
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Management System- Guidelines For Effective Performance Management System- Performance
Management Sequence.
Unit -3: Performance Management Planning and Development: Performance Management
Planning: Meaning, Definitions and Characteristics - Purpose of Performance Management Planning -
Process of Performance Management Planning - Advantages and Disadvantages of Performance
Management Planning - Planning Employee Performance : Meaning and Importance - Performance
Management and Organizational Development – Role of Performance Management in Organizational
Development.
BLOCK – II: ANALYSIS OF PERFORMANCE

Unit - 4: Performance Analysis: Performance Analysis: Meaning and Definitions - Objectives of
Performance Analysis - Facilitating Factors in Enhancing Performance - Inhibiting Factors in
Influencing Performance - Benefits of Performance Analysis - Performance Review Discussion:
Meaning and Objectives – Performance Review Discussion Process – Conditions For Effective
Performance Review Discussion.
Unit - 5: Employee Productivity: Employee Productivity: Meaning and Importance - Factors
Affecting Employee Productivity - Ways of Measuring Employee Productivity - Advantages of
Measuring Employee Productivity - Productivity Measurement Issues - Productivity Improvement -
Measuring and Managing Individual Productivity - Using Employee Productivity for Setting
Incentives - Individual and Organizational Productivity: Linkages and Processes - Individual
Productivity and Goal Alignment.
Unit - 6: Performance Audit : What is Performance Audit? - Significance of Performance Audit -
Performance Audit Process - Types of Performance Audit - Performance Audit Reporting - Content
of Performance Report.
BLOCK – III: MEASURING PERFORMANCE

Unit - 7: 3600 Appraisals: Methods of Performance Appraisal - Bias in Performance Appraisal -
3600 Performance Appraisal: Meaning and Objectives – Different Appraisers Role in 3600 Appraisal
- Advantages of 3600 Appraisal - RSDQ Model of 3600 Feedbacks - Essentials of Effective 3600
Appraisal.
Unit - 8: Assessment Centre: Assessment Centre: Meaning, Definition and Objectives - Features of
Assessment Centres – Essential Requirements of Assessment Centres - Structure of Assessment
Centres - Tools used in Assessment Centres – Assessment Centre and Development Centre.
Unit - 9: Potential Appraisal: Potential Appraisal: Meaning and Characteristics – Categories of
Potentials - Steps in Potential Appraisal System – Use of Potential Appraisal as a Tool for Promotion,
Career Planning and Succession Planning.
BLOCK – IV: PERFORMANCE REVIEW AND COUNSELLING

Unit - 10: Performance Monitoring: Performance Monitoring: Meaning and Characteristics -
Objectives and Process of Performance Monitoring - Importance of Performance Monitoring - Areas
for Performance Monitoring - The DSMC/ATI Model - Essential Conditions for Effective
Performance Grid - Mentoring: Meaning, Definition and Characteristics - Ongoing Mentoring -
Protégé Development – Steps Involved in Understanding the Protégé - Analyzing Performance
Documentation – Annual Stock Taking: Meaning and Characteristics- Need and Objectives of Annual
Stock Taking- Phases in Annual Stock Taking - Annual Stock Taking Tools.
Unit – 11: Feedback Counselling: Meaning of Performance Counselling – Purpose of Performance
Counselling- Objectives of Performance Counselling - Components of Performance Counselling -
Process in Performance Counselling - Essentials for Effective Counselling - Types of Counselling -
Approaches in Counselling - Advantages of Performance Counselling - Skills Required for
Performance Counselling / Qualities of a Counsellor - Guidelines for Conducting Performance
Counselling.
Unit – 12: Performance Review : Conduct of Performance Management Review Meetings -
Difference between Evaluative Performance Reviews and Development Reviews - Sample
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Evaluation Forms - Dealing with Performance- Types of Performers - Causes of Under Performance -
Dealing with Under/ Poor Performers - Coaching and Under Performers.
Unit – 13: Performance Management Tools: Performance Management Tools - Key Result Areas
- Key Performance Indicators - Balance Score Card – Benchmarking - Performance Potential Matrix -
Personal Development Plan - Performance Appraisal – Training – Best Practices of Performance
Appraisal - Characteristics of Accurate Performance Management Tools.
BLOCK – V: PERFORMANCE MANAGEMENT IN PRACTICE

Unit - 14: Line Managers and Performance Management: Role of Line Manager in Performance
Management – Human Resource Management Vs. Performance Management - Line Manager as a HR
Manager: Case Study- Line Manager as a Recruitment Manager: Case Study.
Unit – 15: Performance Linked Reward System: Meaning of Performance Linked Reward System
– Design of PLR System – Importance of PLR System – Types of Rewards (Financial and Non-
Financial Rewards) – Choice of PLR System- Current Issues and trends.
Unit – 16: Performance Management for Teams: Team Performance Management – Meaning -
Models of Team Performance – High Performance Teams – Characteristics of High Performance
Teams – Building of High Performance Teams – Leading High Performance Teams and Efficacy-
Motivating High Performance Teams – Distinction Between Team and Individual Behaviour- Case
Study.
Unit – 17: Performance Management in Manufacturing, Service and IT Sectors: Issues in
Performance Management in Manufacturing Sector – Case: Bharat Heavy Electrical Limited – Case:
Hindalco – Salient Features of Performance Management in Service Sector- Case: Agilent
Technologies- Measures for Excellence – IFFCO Tokio General Insurance - Unique Aspects
Performance Management in IT Sector - Case Study : Tata Consultancy Services- Case: Wipro IT
Solutions.
Unit – 18: Case Studies – (1) Can we design flawless PMS? - (2) Should incentive be same for all? -
(3) 3600 Performance Appraisal-Is it easy to handle ego differences? – (4) Performance scoring is a
challenging task – (5) Why one should have objection for multisource performance feedback? – (6)
Excellence through arrogance – (7) Individual or culture-Which is responsible for performance? – (8)
Who is responsible for performance deviation? – (9) Digital performance management – (10)
Performance Management Vs Customer Satisfaction.
*****
PGDHRM - 202: LABOUR LAWS

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the application and
interpretation of various labour laws and their implications for industrial relations and labour issues.

1. Comprehend the concept of labour laws with the help of Indian Constitution (Preamble and
Directive Principles), know framework of labour legislations in India, and also the role of
International Labour Organization in the enactment of labour legislations in India, and able to
appraise the role of various labour legislations in managing and dealing with various issues
relating to human resource in organizations.
2. Gain knowledge about the legislations on factories, recruitment and training, namely,
Factories Act, 1948, Trade Union Act, 1926, Employment Exchanges (Compulsory
Notification of Vacancies) Act, 1959 and The Apprentices Act, 1961, and Industrial
Employment Disciplinary Action (Standing Orders), 1946 and Industrial Disputes Act, 1947,
and able to apply the knowledge in organizational situations.
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3. Gain knowledge about the legislations on wages and salary, namely, Payment of Wages Act
(1936), Minimum Wages Act (1948), Payment of Bonus Act (1965), etc., and able to apply
the knowledge in organizational situations.
4. Gain knowledge about the legislations on social security, namely, Workmen’s Compensation
Act, 1923, Employees’ State Insurance Act, 1948, Provident Funds and Miscellaneous
Provisions Act, 1952, Payment of Gratuity Act, 1972, Contract Labour (Regulation and
Abolition) Act, 1970, and Maternity Benefit Act, 1961, and able to apply the knowledge in
organizational situations.
5. Gain knowledge about the legislations relating to different contemporary issues, namely,
Child Labour (Prohibition and Regulation) Act, 1986, Sexual Harassment of Women at
Workplace (Prevention, Prohibition and Redressal) Act, 2013, and The Information
Technology Act, 2000, and able to apply the knowledge in organizational situations.
BLOCK – I: INTRODUCTION TO LABOUR LAWS

Unit – 1 : Indian Constitution: Preamble and Directive Principles
Unit – 2 : Indian Labour Legislations: A Framework
Unit – 3 : Labour Legislations: Role of International Labour Organisation (ILO)
BLOCK – II: LEGISLATIONS ON FACTORIES, RECRUITMENT AND TRAINING

Unit – 4 : Factories Act, 1948
Unit – 5 : Trade Union Act, 1926
Unit – 6 : Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 and
The Apprentices Act, 1961
Unit – 7 : Industrial Employment (Standing Orders), 1946 and
Industrial Disputes Act, 1947
BLOCK – III: LEGISLATIONS ON WAGES AND SALARY

Unit – 8 : Payment of Wages Act, 1936
Unit – 9 : Minimum Wages Act, 1948
Unit – 10 : Payment of Bonus Act, 1965
Unit – 11 : Equal Remuneration Act, 1976
BLOCK – IV: LEGISLATIONS ON SOCIAL SECURITY

Unit – 12 : Workmen’s Compensation Act, 1923
Unit – 13 : Employees’ State Insurance Act, 1948
Unit – 14 : Employee’s Provident Funds and Miscellaneous Provisions Act, 1952 and
Payment of Gratuity Act, 1972
Unit – 15 : Contract Labour (Regulation and Abolition) Act, 1970
Maternity Benefit Act, 1961
BLOCK – V: CONTEMPORARY ISSUES

Unit – 16 : Child Labour (Prohibition and Regulation ) Act, 1986
Unit – 17 : Sexual Harassment of Women at Workplace (Prevention, Prohibition and
Redressal) Act, 2013
Unit – 18 : The Information Technology Act, 2000
Reference Books:
1. B.D. Singh, ‘Labour Laws for Managers’, 2007, Excel Books, New Delhi.
2. Avatar Singh, Harpreet Kaur, ‘Introduction to Labour and Industrial Law’, 2014, Lexis Nexi, New
Delhi.
3. Dr. VG Goswami, ‘Labour and Industrial Laws’, (11th Ed.), 2019, Central Law Agency.
4. S.C. Srivastava, ‘Industrial Relations and Labour Laws’, (7th Ed.), 2020,Vikas Publishing.
5. Padhi P.K., ‘Labour and Industrial Laws’, (4th Ed.), 2019, PHI Learning Private Limited.
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6. Sivarethinamohan R., ‘Industrial Relations and Labour Welfare - Text and Cases’, 2010, PHI
Learning, New Delhi.
PGDHRM - 202: LABOUR LAWS
BLOCK – I: INTRODUCTION TO LABOUR LAWS

Unit – 1: Indian Constitution: Preamble and Directive Principles: Constitution: Meaning and
Definition – Indian Constitution: Objectives and Salient Features- Preamble – Directive Principles of
State Policy - Fundamental Rights – Directive Principles and Fundamental Rights – Fundamental
Rights and Labour Legislations.
Unit – 2: Indian Labour Legal Framework: Scope of Labour Laws – Importance of Labour Laws-
Labour Policy in India – Classification of Labour Laws - Objectives of Wage Laws – Laws Relating to
Wages – Laws Relating to Industrial Relations – Regulatory Provisions Relating to Welfare and
Working conditions – Recent Amendments Proposed to Labour laws.
Unit – 3: International Labour Organization: Fundamental Principles – Declaration of Philadelphia
– Preamble of International Labour Organization – Aims of ILO – Objective of ILO – International
Labour Code- Three Organs of ILO – Relationship Between India and ILO - Conventions and
Recommendations of ILO Regarding Basic Human Rights – Influence of ILO Standards on Indian
Labour Legislation - Role of ILO on Labour -Management Relations – ILO Conventions Ratified by
India – Difficulties in the Adoption of Conventions and Recommendations of ILO.
BLOCK – II: LEGISLATIONS ON FACTORIES, RECRUITMENT AND TRAINING

Unit – 4: Factories Act, 1948: Objectives of Act and Definitions – Essential Elements of a Factory -
Factory Inspectorate - Provisions Relating to Health, Safety, Welfare of Workers and Working Hours
of Adults under the Act - Provisions Relating to Health - Provisions Relating to Safety - Provisions
Relating to Welfare - Provisions Relating to Working Hours of Adults - Provisions Relating to Wages
and Compensation - Provisions Relating to Hazardous Processes - Provisions Relating to Annual
Leave with Wages - Special Provisions - Rights and Obligations by Employer and Workers -
Provisions Relating to Offences and Penalties.
Unit – 5: Trade Union Act, 1926: Meaning, Nature and Scope of Trade Unions – Significance of
Trade Unions – Objectives and Characteristics of Trade Unions – Functions of Trade Unions –
Structure and Types of Trade Unions - Advantages and Disadvantages of Trade unions- Trade Unions
Act,1926 - Definitions – Registration of Trade Unions - Trade Union Rivalry - Rights and Liabilities
of Trade Unions – Provisions Relating to Penalties and Procedures – Impact of Economic Reforms on
Trade Unions- National Level Federations of Workers’ Trade Unions- Theories of Trade Unionism –
Employees Organizations.
Unit – 6: Employment Exchanges (Compulsory Notification of Vacancy) Act, 1959 And The
Apprentices Act,1961: Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 -
Definitions - Objectives , Scope and Applicability of the Act – Notification of Vacancies to
Employment Exchanges – Employers to Furnish Information and Returns in Prescribed Form – Right
to Access to Records or Documents – Penalties –Power to Make Rules U/S 10 - The Apprentices Act,
1961- Definitions -Objective, Scheme and Applicability of the Act- Qualifications of Being Engaged
As Apprentice – Contract with Apprentice- Duties with Apprentices – Responsibilities of Employers –
Novation of The Contract- Welfare of Apprentices – Authorities Under the Act - Conducting the Test,
Grant of Certification and Conclusion of Training – Offences and Penalties – Amendments to the Act
and Significant Changes.
Unit – 7: Industrial Employment (Standing Orders), 1946 and Industrial Disputes Act 1947:
Industrial Employment (Standing Orders) Act, 1946 - Interpretation of Terms (Definitions) -
Objectives and Scope - Certification of Draft Standing Orders – Appeals – Date of Operation,
Register and Posting of Standing Orders – Duration and Modification of Standing Orders – Payment
of Subsistence Allowance- Temporary Application of Model Standing Orders- Penalties and
Procedures- Industrial Disputes Act, 1947- Definition, Object and Scope – Dismissal , etc., of an
Individual Workman to be deemed to be in Industrial Dispute – Dispute Settlement Authorities under
the Act – Notice of Change – Grievance Redressal Machinery - Reference of Dispute Boards, Courts
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and Tribunals –Procedure , Powers and Duties of Authorities – Awards ( Decree) - Strikes and Lock-
outs – Lay off and Retrenchment- Unfair Labour Practices- Penalties.
BLOCK-III: LEGISLATIONS ON WAGE AND SALARY

Unit – 8: Payment of Wages Act, 1936: Need for Act - Objective , Scope and Applicability of Act –
Definitions – Responsibility for Payments of Wages – Fixation of Wage Period - Time for Wage
Payment – Mode of Payment of Wages – Deductions From Wages – Maintenance of Registers and
Records - Obligations of the Employer Under the Act - Authorities and their Duties, Powers and
Procedures - Offences And Penalties Under the Act - Miscellaneous Provisions – Methods For
Computation and Fixing of Wages.
Unit – 9: Minimum Wages Act, 1948: Need for Act – Objectives of Act- Commencement ,
Applicability, and Scope of the Act – Definitions - Fixation of Minimum Rates of Wage- Provisions
Relating to Wages in Kind, Normal Working Day, Payment of Overtime etc.- Maintenance of
Registers and Records- Authorities, Powers and Procedures – Claims Cognizance of Offenses –
Powers of Central and State Governments - Liabilities of the Employers - Penalties for Offences
Under the Act- Miscellaneous Provisions.
Unit – 10: Payment of Bonus, 1965: Need for the Act , Objectives of the Act - Scope and
Applicability of the Act - Definitions – Eligibility for Bonus – Disqualification of Bonus – Payment of
Minimum and Maximum Bonus – Calculation of Bonus with Respect to Certain Employers –
Proportionate Reductions in Bonus in Certain Cases- Computation of The Working Days – Set-on and
Set-Off Allocable Surpluses – Adjustment of Customary or Interim Bonus – Deductions of Certain
amount from Bonus – Time Limit for Payment of Bonus- Authorities, Duties and Procedures Under
the Act- Cognizance of Offence- Protection of Action Taken – Liabilities of the Employer – Penalties
for Offences under the Act- Miscellaneous Provisions.
Unit – 11: Equal Remunerations Act, 1976: Need for the Act – Objectives and Scope of the Act –
Commencement and Applicability of the Act – Definitions – Acts to have Overriding Effect- Equal
Remuneration to Men and Women Workers – No Discrimination While Recruiting Men and Women-
Authorities and their Duties, Powers and Procedures Under the Act- Liability Under the Act –
Cognizance and Trail of Offences – Penalties for Offenses Under the Act- Miscellaneous Provisions.
BLOCK-IV: LEGISLATIONS ON SOCIAL SECURITY

Unit – 12: Workmen’s Compensation Act, 1923: Need for the Act - Objectives and Scope of the
Act- Commencement and Coverage of the Act - Applicability of the Act – Definitions – Employer’s
Liability For Compensation – Amount of Compensation – Methods of Calculating Wages – Review of
Half - Monthly Payment – Commutation of Half - Monthly Payment – Distribution of Compensation –
Penalties for Offences Under the Act-Miscellaneous.
Unit – 13: Employees State Insurance Act, 1948: Need For the Act – Objective, Scope, Coverage
and Applicability of the Act- Definitions – Registration of Factories and Establishments – Employees’
State Insurance – Employees State Insurance Corporation – Employees state Insurance Fund -
Authorities and their Duties, Powers and Procedures Under the Act - Liabilities of the Employers -
Penalties for Offences Under the Act -Miscellaneous Provisions.
Unit – 14: Employees’ Provident Funds and Miscellaneous Provisions Act 1952 and Payment of
Gratuity Act, 1972: Employees’ Provident Funds and Miscellaneous Provisions Act 1952 – Need for
the Act - Objectives, Commencement, Scope and Applicability of the Act – Definitions - Employees’
Provident Fund Schemes – Employee’s Pension Scheme – Employees Deposit-Linked Insurance
Scheme - Appellate Tribunal - Authorities and their Duties, Powers and Procedures Under the Act –
Schedules to the Act - Payment of Gratuity Act, 1972 - Need For the Act - Objectives,
Commencement, Scope and Applicability of the Act – Definitions – Conditions for Payment of
Gratuity – Obligations of Employers –Authorities and their Duties, Powers and Procedures under the
Act - Penalties for Offences Under the Act - Miscellaneous Provisions.
Unit – 15: Contract Labour (Regulation and Abolition) Act, 1970 and Maternity Benefit
Act,1961 : Contract Labour (Regulation and Abolition) Act, 1970 – Need for the Act – Objectives,
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Commencement - Scope and Applicability of the Act - Definitions –Advisory Boards – Registration of
Establishments Employing Contract Labour – Prohibition of Employment of Contract Labour –
Appointment of Licensing Officer and Licensing Contractor – Appeals – Welfare and Health of
Contract Labour – Authorities and Their Duties, Powers and Procedures Under the Act – Offenses By
Companies – Cognizance of Offenses – Limitation of Prosecution – Maintenance of Records and
Registers – Liabilities of Principal Employers – Penalties for Offenses Under the Act - Miscellaneous
Provisions- Application of other Laws- Maternity Benefit Act, 1961- Need For the Act -
Commencement and Applicability of the Act - Definitions – Employment of, or Work By, Women
Prohibited During Certain Periods – Right to Payment of Maternity Benefit - Notice of Claim for
Maternity Benefit and Payment Thereof – Provisions Relating to Payment, Leave, Nursing Breaks,
etc- Dismissal during Absence of Pregnancy – No Deduction of Wages in Certain Cases –
Appointment of Inspectors – Penalty for contravention of Act by Employer- Amendment of the Act
69 of 1951- Amendment to the Maternity Benefit Act, 1961.
BLOCK-V: CONTEMPORARY ISSUES

Unit – 16: Child Labour ( Prohibition and Regulation) Act, 1986: Need for the Act – Observations
and Recommendations of the Commissions and Committees – Enactment of the Child Labour
(Prohibition and Regulation) Act, 1986 – Objectives, Scope and Commencement of the Act, 1986-
Definitions – Prohibition of Employment of Children in Certain Occupations and Processes - Power to
Amend the Schedule – Child Labour Technical Advisory Committee – Regulation of Conditions of
Work of Children – Miscellaneous Provisions.
Unit – 17: Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal)
Act, 2013: International Legislative Frameworks – National Legislative Frameworks – Enactment of
the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 -
Scope, Applicability and Commencement of the Act - Definitions - Sexual Harassment: Meaning and
Forms – Objectives of the Act - Prevention of Sexual Harassment - Constitution of Internal Complaint
Committee - Constitution of Legal Complaint Committee – Complaint Mechanism – Duties of
Employer – Duties and Powers of District Officer – Miscellaneous Provisions – Legal Approaches on
Sexual Harassment in Different Countries – Remedies and Sanctions – Anti-Sexual Harassment Laws
/ Guidelines in India.
Unit – 18: The Information Technology Act, 2000: Need for and the Genesis of Information
Technology Legislation in India – Information Technology Act, 2000: Objectives and Structure –
Information Technology (Amendment) Act, 2008- Definitions – Digital Signature – E- Governance
Under IT Act, 2008 - Attribution of Electronic Records – Time and Place of Dispatch and Receipt of
Electronic Record- Secure Electronic Records - Secure Electronic Signature – Differences between
Digital Signature and Electronic Signature - Certifying Digital Signatures – Certifying Authority to
Issue of Digital Signature Certificate – Other Provisions Relating to the issue Digital Signature
Certificate – Penalty and Compensation for Damage to Computer, Computer System, etc. -
Tampering with Computer Source Document – Central Government to Notify Examiner of Electronic
Evidence – Power of Police Officer and Other Officers to Enter , Search , etc.
*****
PGDHRM - 203: MANAGEMENT OF INDUSTRIAL RELATIONS

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the importance of industrial
relations, how to maintain good industrial relations (IR) in organizations, how to involve employees in
decision-making, etc., in addition to creating an awareness in the students about few contemporary
issues in industrial relations.

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1. Get an overview of the concept and evolution of IRs in the Pre- and Post-Independence Era of
India as well as its theories and approaches, the role it plays in changing the profile of major
stakeholders within the country, etc., and able to recollect the knowledge in the given
situations.
2. Know the functioning of Trade Unions in India (structure, role and activities / functions),
meaning, causes and consequences of Industrial Disputes, machinery for the settlement of
industrial disputes, growth, structure and also the role of employer’s organizations in
industrial relations, etc., and able to appraise the role of trade unions, employers’
organizations and Industrial Disputes Act in the maintenance of good industrial relations.
3. Get an in depth knowledge about various aspects relating to employee grievance handling,
maintenance of employee discipline, collective bargaining and negotiation, etc., and able to
use the knowledge in practical situations.
4. Acquire knowledge about various methods of employee involvement in decision-making like
participative management, Works Committee and Joint Council of Management, in addition to
learning about employee empowerment and quality of work life, etc., and able to use
appropriate methods in practical situations.
5. Know about few contemporary issues in IRs like the role of International Labour Organization
in the maintenance of IR, few issues that influence IR like technological changes, Artificial
Intelligence, BPO, KPO, sexual harassment, etc., and also about the IR practices in few
countries like UK, Germany, Japan, etc., and able to make appropriate decisions with the help
of the knowledge gained.
BLOCK – I: INDUSTRIAL RELATIONS: CONCEPTUAL FRAMEWORK

Unit – 1: Industrial Relations: An Introduction
Unit – 2: Approaches and Theories of Industrial Relations
Unit – 3: Changing Profile of Major Stakeholders in India
BLOCK – II: UNION – MANAGEMENT RELATIONS

Unit – 4: Functioning of Trade Unions
Unit – 5: Industrial Disputes
Unit – 6: Employers’ Organizations
BLOCK – III: GRIEVANCE HANDLING AND COLLECTIVE BARGAINING

Unit –7: Employee Grievances Management
Unit - 8: Employee Discipline
Unit - 9: Collective Bargaining
BLOCK – IV: EMPLOYEE INVOLVEMENT

Unit -10: Participative Management
Unit -11: Works Committee & Joint Management Council
Unit -12: Employee Empowerment and Quality of Work Life
BLOCK – V: CONTEMPORARY ISSUES IN IR

Unit -13: International Labour Organization
Unit -14: Contemporary Issues in Management of IR
Unit -15: IR in International Perspective
Reference Books:
1. B. D. Singh, ‘Industrial Relations Emerging Paradigms’, (2011), Excel Books, New Delhi.
2. Shamshuddin Shaik, Haniefuddin Shaik, ‘Management of Industrial Relations’, (2011),
Studentshelpline Publishing House (P) Ltd., Hyderabad.
3. Bruce E. Kaufman, ‘The Global Evolution of Industrial Relations: Event, Ideas and the IIRA
(ILO)’, (2006), Academic Foundation, New Delhi.
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4. Mamoria, Mamoria, Gankar, ‘Dynamics of Industrial Relations’, (2005), Himalaya
Publishing House, Mumbai.
PGDHRM - 203: MANAGEMENT OF INDUSTRIAL RELATIONS
BLOCK – I: INDUSTRIAL RELATIONS: CONCEPTUAL FRAMEWORK

Unit - 1: Industrial Relations: An Introduction: Concept and Definitions of Industrial Relations –
Characteristics of Industrial Relations – Parties in Industrial Relations System – Objectives of
Industrial Relations – Significance of Industrial Relations – Scope of Industrial Relations – Aspects of
Industrial Relations - Factors affecting Industrial Relations – Distinction between Human Relations
and Industrial Relations - Evolution of IR: Pre and Post Independence Era – Determinants of Industrial
Relations – Causes and Effects of Poor IR- Organization for Industrial Relations – Industrial Relations
Department – Role of Industrial Relations Manager - Role of Trade Unions in Industrial Relations -
Role of Government in Industrial Relations - Essentials for Successful IR Programme.
Unit – 2: Approaches and Theories of Industrial Relations: Approaches to Industrial Relations –
Unitary Approach - Pluralistic Approach – Marxist/Radical Approach - Theories of Industrial
Relations – Dunlop’s System Theory – Pluralist Theory of Flanders – The Structural Contradictions
Theory of Hyman - Trusteeship Theory of Mahatma Gandhi.
Unit – 3: Changing Profile of Major Stakeholders in India: Blue Collar Workers Trade Unions –
Definitions of Trade Unions – Characteristics of Trade Unions – Forms of Trade Unions – Functions
of Trade Unions – Objectives of Trade Unions – Problems of Trade Unions – Measures to Strengthen
Trade Union Movement in India - White- Collar Workers’ Trade Unions – Reasons for White- Collar
Workers’ Unions – Distinguishing Features of White- Collar Workers’ Unions - Growth of White-
Collar Workers’ Unions in India and Present Position – Managerial Associations – Employers’
Associations – Government Policies and Industrial Relations - Role of State in Industrial Relations –
Evolution of Labour Policies During the Five Year Plans - Industrial Relations Code, 2020.
BLOCK – II: UNION – MANAGEMENT RELATIONS

Unit – 4: Functioning of Trade Unions: India’s Central Union Organizations – Functions and Roles
of Trade Unions – Some Important Provisions of Laws Governing Trade Unions in India – Landmark
Cases Pertaining to Trade Unions – Recent Trade Union Activities in India – Trade Unions in IT
Sector – Reasons for Decline in Trade Unions – Corporate Social Responsibility and the Role of Trade
Unions.
Unit – 5: Industrial Disputes: Industrial Disputes: Meaning and Definition - Nature of Industrial
Disputes – Scope of Industrial Disputes - Causes of Industrial Disputes –– Consequences of Industrial
Disputes - Machinery for Prevention and Settlement of Industrial Disputes – Types of Industrial
Disputes - Strikes – Lock- Out – Picketing and Boycott – Work Stoppage – Gherao – Retrenchment –
Layoff.
Unit – 6: Employer’s Organizations: Origin and Growth of Employers’ Organizations – Structure
of Employers’ Organizations – Role of Employers’ Organizations – Objectives of Employers’
Organizations – Functions of Employers’ Organizations – Different Employers’ Organizations in India
– Amalgamations of Employers’ Organizations - Statutory Protection of Employers’ Organizations in
India - Organization And Management of Employers’ Organizations In India – The Council of Indian
Employers - Employer’s Organizations International Perspective.
BLOCK – III: GRIEVANCE HANDLING AND COLLECTIVE BARGAINING

Unit -7: Employee Grievance Management: Grievances Meaning and Definition - Causes of
Grievances – Modes of Grievances – Features of Grievances – Effects of Grievances – Methods of
Identifying Grievances – Grievances Procedure : Meaning and Importance – Objectives of Grievance
Handling Procedure – Benefits of Grievance Handling Procedure – Steps in Grievance Handling
Procedure – Pre- Requisites of Grievance Handling Procedure – Grievance Procedure in Indian
Industry – Grievance Redressal Mechanisms Suggested Under Various Labour Laws.
97
Unit - 8: Employee Discipline: Employee Discipline: Meaning and Definitions – Objectives of
Discipline - Need and Importance of Discipline – Types of Discipline – Problems Relating to
Discipline – Disciplinary Procedure – Approaches to Discipline – Factors to be Considered When
Disciplining – Organizational Discipline – Types of Organizational Discipline – Essentials of Good
Disciplinary System – Principles Governing Discipline in Indian Industry .
Unit - 9: Collective Bargaining: Collective Bargaining: Meaning and Definitions - Need and
Importance of Collective Bargaining – Characteristics and Features of Collective Bargaining –
Objectives of Collective Bargaining – Functions of Collective Bargaining in Industrial Relations
– Forms of Collective Bargaining – Advantages and Disadvantages of Collective Bargaining –
Stages in Collective Bargaining Process - Approaches of Collective Bargaining - Essentials for
Successful Collective Bargaining - Collective Bargaining in India – Reasons for the Growth of
Collective Bargaining in India.
BLOCK IV: EMPLOYEE INVOLVEMENT

Unit – 10: Participative Management : Concept of Participative Management : Meaning and
Definition - Objectives of Participative Management - Levels of Participation - Forms of Participation
- Trends in Participative Management – Advantages and Limitations of Participative Management –
Pre-requisites for Effective Participative Management - Statutory Vs Voluntary Participation -
Participative Schemes in India – Workers’ Participation in Management : Examples – Suitability of
Participative Management – Reasons for the Failure of Participative Management.
Unit – 11: Works Committee and Joint Management Council: Works Committees: A
Historical Perspective - Works Committees under the Industrial Disputes Act, 1947 - Works
Committees: A Look from The Judicial Angle - Joint Management Councils: Origin, Objectives,
Structure and Functions - Shop Councils: Meaning and Functions - Joint Consultative Machinery and
Compulsory Arbitration in Government Departments - Autonomous Work Groups: Meaning,
Objectives and Methods.
Unit – 12: Employee Empowerment and Quality of Work Life: Employee Empowerment:
Meaning Definition and Objectives - Forms of Employee Empowerment – Importance of Employee
Empowerment – Employee Empowerment Process – Organizational Structure and Employee
Empowerment – Advantages of Employee Empowerment - Barriers to Employee Empowerment –
Conditions For Employee Empowerment- Quality of Work Life : Meaning, Definition and Objectives
– Specific Issues in Quality of Work Life - Techniques used to Improve Quality of Work Life – Pre-
Requisites of Quality of Work Life - Quality of Work Life and Productivity.
BLOCK – V: CONTEMPORARY ISSUES IN IR

Unit – 13: International Labour Organization: Origin of ILO - Objectives of ILO - Functions of
ILO – Organization and Governance of ILO – Programmes – Issues – International Labour
Conference - ILO Conventions and Declarations – Impact of ILO on India - 2030 Agenda for
Sustainable Development.
Unit – 14: Contemporary Issues in Management of IR: Technological Change and IR - Artificial
Intelligence - Management of BPO - Changing Work Force - Labour Market and Reforms - Sexual
Harassment - Work Place Safety - Metrics and Analytics.
Unit - 15: IR in International Perspective: Managing Workforce Diversity - Multinational
Companies and IR - Industrial Relations in UK- Industrial Relations in Germany - Industrial Relations
in Japan - Industrial Relations in Sweden - Industrial Relations in France - Industrial Relations in
Switzerland.
*****
98
PGDHRM - 204: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the concepts and strategies of
Human Resource Management at International level.

1. Learn about the concept and scope of IHRM, organizational dynamics of IHRM, global issues
and challenges like drivers of internationalization of business, barriers in effective IHRM ,
IHRM in cross-border mergers and acquisitions, and also about few Cross-Cultural Theories,
and able to recollect and use appropriate theory / theories in organizational set ups.
2. Understand the functional issues IHRM such as procurement and development of HR, and
also retention management of IHRM through reward system, etc., and able to employ the
knowledge in practical situations.
3. Gain knowledge about the HR strategies to deal with challenges (both organizational and
environmental) like Learning Organization, developing HR brand, HR ethical issues,
applications of Knowledge Management in HR activities, and also about the changing
environment of HRM like human and cultural variables in global organizations, cross cultural
issues, managing virtual organizations, etc., and able to illustrate the knowledge in practical
situations.
4. Acquire knowledge about HR practices (issues and challenges) in countries like USA, Canada,
Japan, China, England, France, and Germany, and able to adopt the knowledge in practical
situations.
5. Comprehend the contemporary issues of IHRM like HRIS, role of IT in effective human
resource management, and few other issues like outsourcing, quality of work life, managing
expatriates, women expatriates, repatriation, international labour standards, role of social
media in IHRM, etc., and able to identify measures to be taken for effective management of
HRM at international level.
BLOCK – I: IHRM: INTRODUCTION
Unit – 1: International HRM – Concept and Scope
Unit – 2: Global Issues and Challenges
Unit – 3: Cross-Cultural Theories
BLOCK – II: INTERNATIONAL HRM – FUNCTIONAL ISSUES

Unit – 4: Procurement of Human Resources
Unit – 5: Development of Human Resources
Unit – 6: Retention Management
BLOCK – III: HR STRATEGIES – ORGANISATIONAL AND ENVIRONMENTAL

CHALLENGES
Unit –7: HR Strategies and Organizational Environment
Unit– 8: Knowledge Management Applications in HR activities
Unit – 9: Changing Environment of HRM
BLOCK – IV: HR PRACTICES IN SELECT COUNTRIES

Unit–10: HR Practices in USA and Canada
Unit–11: HR Practices in Asian Countries
Unit–12: HR Practices in Europe
BLOCK – V: INTERNATIONAL HRM: CONTEMPORARY ISSUES
Unit –13: Human Resource Information Technology in HRM
Unit -14: Information Technology and HRM
Unit -15: International HRM - Contemporary Issues
99
Reference Books:
1. Subba Rao P., ‘International Human Resource Management’, Himalaya Publishing House New
Delhi.
2. Aswathappa K., Sadhna Dash, ‘International Human Resource Management’, Tata McGraw Hill
Education Private Limited, New Delhi.
3. Carolina Machado, Springer Cham Heidelberg, ‘International Human Resources Management:
Challenges and Changes’, 2015, New York Dordrecht London, Springer International Publishing
Switzerland.
PGDHRM - 204: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Block – I: INTERNATIONAL HRM – INTRODUCTION

Unit – 1: International HRM – Concept and Scope: International HRM: Definition- Nature of
International HRM – Objectives of IHRM - Distinguish between Domestic and International HRM -
Development of IHRM: Organizational Dynamics - Organizational Structures.
Unit – 2: Global Issues and Challenges: Growth of International Business - Drivers of
Internationalization of Business - Evolution of MNCs – Modes of Entry - IHRM Strategies – Barriers
to Effective International HRM - IHRM in Cross-Border Mergers and Acquisitions.
Unit – 3: Cross-Cultural Theories: Understanding Diversity – Managing Diversity – Country and
Regional Cultures – Cultural Sensitivity – Cross- Cultural Theories – Cultural Issues.
BLOCK – II: INTERNATIONAL HRM – FUNCTIONAL ISSUES

Unit – 4: Procurement of Human Resources: Procurement of HR – Approaches of Recruitment
and Selection in IHRM – Geocentric Approach – Regiocentric – IHR Planning Talent Acquisition for
International Assignments – IHR Planning Talent Acquisition for International Assignments: Staffing
and Issues - Work Force Planning – Population Characteristics: Shortages and Surpluses – Increasing
Diversity of Labour Forces and Workforces – Reasons for International Assignments - Criteria For
Selecting Staff for Foreign Assignments - Retaining Talent- Staffing the Multinational Enterprise.
Unit – 5: Development of Human Resources: Role of Expatriate Training - Components of Pre-
Departure Training – Performance Management.
Unit – 6: Retention Management: Employee Retention – Need and Importance of Employee
Retention – Reasons for Employee Retention - Employee Retention Strategies – Motivation in
Employee Retention – Role of HR in Employee Retention - Role of Team Leaders and Supervisors in
Employee Retention - Challenges in Employee Retention – Qualities in an Organization for a Better
Employee Retention.
BLOCK – III: HR STRATEGIES – ORGANISATIONAL AND ENVIRONMENTAL

CHALLENGES
Unit – 7: HR Strategies and Organizational Environment: Learning Organization - Strategies of
Building a Learning Organization – Developing HR Brand – Global HR Branding - HR Ethical Issues.
Unit – 8: Knowledge Management Applications in HR Activities: Knowledge Management –
Importance of Knowledge Management – Challenges of Knowledge Generation – Knowledge
Management and Organizational Learning – Knowledge Management and HRM – HR Approaches to
Managing Knowledge Workforce – Negative Effects of Privileged Treatment of Knowledge
Workforce – Knowledge Management Applications to HR Activities – Global Knowledge
Management.
Unit – 9: Changing Environment of HRM: Environmental Variables in Global Business-
International Business Environment and IHRM – Environmental Differences - Virtual Organization.
BLOCK – IV: HR PRACTICES IN SELECT COUNTRIES
100
Unit – 10: HR Practices in USA and Canada: Human Resource Practices in US and Canada –
Differences in HR Practices between UK and USA – Implications for HRM Practices - Issues and
Challenges.
Unit – 11: HR Practices in Asian Countries: HR Practices in Japan - HR Practices in China - Issues
and Challenges.
Unit – 12: HR Practices in Europe: HR Practices in England – Expatriate Policies - HR Practices in
France - HR Practices in Germany - Issues and Challenges.
BLOCK – V: INTERNATIONAL HRM – CONTEMPORARY ISSUES

Unit – 13: Role of Information Technology in HRM: Role of Information Technology in HRM –
Opportunities for Implementing IT with HR Function - Concept of HRIS – HRIS Models –
Organizational Structure of HRIS.
Unit – 14: Information Technology and HRM: Information System and MIS – Human Resource
Information System – Information Used For Decisions – Office Automation – Information Processing
and Control Functions - Design of HRIS – Decision Assisting Information System – Use of Human
Resource Data – HRM Needs Analysis – Human Resource Management – Strategic Information
Needs – Operational Information Needs- Documentation And Communication of HR Policies –
Information Needs in HRM – Training and Development Needs Analysis – Concept and Mechanics –
Software and Operating System.
Unit - 15: IHRM: Contemporary Issues: Outsourcing: Need, Advantages and Disadvantages –
Quality of Work Life – Managing Expatriates - Women Expatriates - Repatriation – Employees
Relation and Involvement – International Labour Standards – Role of Social Media in IHRM.
*****
PGDHRM – 205: PROJECT WORK AND VIVA-VOCE

No. of Credits: 5
PROJECT WORK:
be able to:
University.
VIVA-VOCE:
*****
101
D) P G DIPLOMA IN OPERATIONS MANAGEMENT
SEMESTER – 1
PGDOM - 101: MANAGEMENT PROCESS AND BEHAVIOUR
No. of Credits: 5

skills in practice.



102
Reference Books:
8) K. Aswathappa : ‘Organizational Behaviour: Text, Cases & Games’ : 12 thRevised Edition,
PGDOM - 101: MANAGEMENT PROCESS AND BEHAVIOUR


103
Decentralization.

Theories.


(OD) Interventions.
104
*****
PGDOM - 102: BUSINESS ENVIRONMENT
No. of Credits: 5




105
Reference Books:
1) Francis Cherunilam, Business Environment – Text & Cases, Himalaya Publishing
House, 2008.
2) Shaikh Saleem, Business Environment, Pearson, 2010.
3) K. Aswathappa, Essentials of Business Environment, Himalaya Publishing House,
2008.
4) V K Puri & S K Misra, Indian Economy, Himalaya Publishing House, 2013.
5) A C Fernando, Business Environment, Pearson, 2011.
PGDOM – 102: BUSINESS ENVIRONMENT


106
Financial Sector.

Developments.


*****
107
PGDOM - 103: MANAGERIAL ECONOMICS
No. of Credits: 5

career.





108
Reference Books:
House, 2010.
PGDOM – 103: MANAGERIAL ECONOMICS

Disciplines.
the Firm.


Factor.
109


*****
PGDOM - 104: QUANTITATIVE ANALYSIS FOR RESEARCH
No. of Credits: 5

and its analysis.
110
making.





Unit - 15: Sampling
Reference Books:
Delhi, India.
India.
111
PGDOM - 104: QUANTITATIVE ANALYSIS FOR RESEARCH

Minima Criteria.


Method.

Combinations.
112
Distributions.

for Continuity.
*** * *
PGDOM - 105: OPERATIONS MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about management decisions with
respect to operations function like facilities planning, work design, planning and organizing
operations, quality management, purchase management, maintenance management and materials
management which is very important both to manufacturing and service organizations.

1. Know the concepts of operations management, productivity, productivity engineering,
productivity management, labour productivity index, operations strategy, etc., process of
operations strategy, trends in operations management like Total Quality Management, Lean
Operations, SCM, World Class Manufacturing, etc., and able to design suitable operations
strategy in organizational situations.
2. Learn in detail about various aspects relating to product and process selection, plant and site
location, plant layout and materials handling, capacity handling, work design, job design, and
able to select a product, process, location and site, draft a plant layout, implement the
techniques relating to capacity handling, work and job design in their profession.
113
3. Learn skills about the planning and control of production systems, viz., Mass, Batch and
Assembly Line and Fabrication Lines, Job Order Shop Production, PERT and CPM and able
to employ the skills in real life situations.
4. Comprehend various issues relating to quality management like statistical quality control,
quality standards, constructions of control charts, to purchase procedures like purchasing
decisions, vendor management, etc., to outsourcing like types of outsourcing, multilevel sub-
contacting, etc., and to MM like maintenance systems, failure analysis, methods of MM, etc.,
and able to make appropriate decisions in these areas in their profession.
5. Learn and acquire skills in managing materials, inventory, stores management areas and also
relating to value analysis and able to employ them for effective management of materials.
BLOCK - I: OPERATIONS MANAGEMENT - AN INTRODUCTION

Unit-1: Operations Management – An Overview
Unit -2: Concepts of Productivity
Unit-3: Designing of Operations Strategy
Unit-4: Trends in Operations Management
BLOCK – II: FACILITIES PLANNING AND WORK DESIGN

Unit-5: Product and Process Selection
Unit-6: Plant Location and Site Location
Unit-7: Plant Layout and Materials Handling
Unit-8: Capacity Management
Unit-9: Work and Job Design
BLOCK - III: PLANNING AND ORGANIZING OPERATIONS

Unit-10: Planning and Control of Production Systems – I
(Mass, Batch, and Assembly Line Production)
Unit-11: Planning and Control of Production Systems – II (Job Order Shop Production)
Unit-12: Planning and Control of Production Systems – III (Project Production)
BLOCK – IV: QUALITY AND PURCHASE MANAGEMENT

Unit -13: Quality Management
Unit -14: Purchase Procedures
Unit -15: Outsourcing
Unit-16: Maintenance Management
BLOCK - V: MATERIALS MANAGEMENT

Unit-17: Materials Management: An Overview
Unit-18: Inventory Management
Unit-19: Stores Management
Unit-20: Value Analysis
Reference Books:
1) Pankaj Madan - (2010) - ‘Production and Operations Management’ - Global Vision Publishing
House, New Delhi. India.
2) Raymond R Mayer. - (1982) ‘Production and Operations Management’ – McGraw Hill
International Book Co., New Delhi, India.
3) Mohanthy R. P., Deshmukh S. G. - (2003) – ‘Advanced Operations Management’ – Pearson
Education (Singapore) Pte. Ltd, Indian Branch, Delhi, India.
4) Rama Murthy P., - (2009) - ‘Production and Operations Management’ – New Age
International Publishers, New Delhi, India.
5) Kanishka Bedi - (2010) - ‘Production and Operations Management’ – Oxford University
Press, New Delhi, India.
114
6) Chary S N - (2010) 4th edn. - ‘Production and Operations Management’ - Tata Mc Graw Hill,
New Delhi, India.
PGDOM – 105: OPERATIONS MANAGEMENT
BLOCK – I: OPERATIONS MANAGEMENT - AN INTRODUCTION

Unit – 1: Operations Management: An Overview: OM – Definitions – Need, Objectives, Scope -
Interface of OM with other functional areas - Importance and Benefits of OM; Role of Scientific
Methods in OM - The Operations Management System – Structure of OM Department - Role and
Responsibilities of Operations Managers – Link between OM and Strategic Planning - Decision
Making Areas in OM.
Unit – 2: Concepts of Productivity: Productivity: Meaning and Definition- Productivity Engineering
- Productivity Management- Importance of Productivity- Productivity Indices- - Factors Affecting The
Industrial Productivity - Incremental Capital Output Ratio (ICOR); Labour Productivity Index.
Unit – 3: Designing Of Operations Strategy: Operations Strategy: Meaning; Scope, Importance -
Manufacturing Vs. Service Operations – Process of Operations Strategy – Trends, Issues and Trade-
offs – Alternative Operations Strategies (TQM, Lean Operations, BPR).
Unit – 4: Trends in Operations Management: Supply Chain Management – Total Quality
Management – World Class Manufacturing – Waste Management - Other Trends in Operations
Management.
BLOCK – II: FACILITIES PLANNING AND WORK DESIGN

Unit – 5: Product and Process Selection: Product Selection Process –Introduction - New Idea -
Mortality Curve - Factors to be considered in Product Design – Automation: CAD, CAM, CIM,
Flexible Manufacturing Systems and Robotics- Lean and Agile Manufacturing – Process Selection -
Types of Transformation Processes – Product Life Cycle – Process Life Cycle – Product and Process
Mix.
Unit – 6: Plant Location and Site Selection: Location Decisions – Reasons for Plant Location
Study – Factors Affecting Plant Location – facility Location Problems - Understanding Plant Location
and Site Location – Location Selection Techniques – Government Location Policy.
Unit – 7: Plant Layout and Materials Handling: Plant Layout: Meaning and Objectives-
Characteristics of an Ideal Plant Layout - Factors Affecting the Plant Layout Decision - Types of Plant
Layout - Manual Methods: Computer Based Layout- Materials Handling- Management of Materials in
Production System – Material Handling System.
Unit – 8: Capacity Handling: Defining Capacity- Types of Capacities- Time Horizon in Capacity
Planning – Measures of Capacity – Determinants of Effective Capacity – Capacity Strategies –
Developing Capacity Strategies – Capacity Requirement Planning (CRP) - Capacity Decisions and
Outsourcing – Decision Trees in CRP
Unit – 9: Work and Job Design: The Relevance of Work Design to the Organization – Components
of Work Study –Advantages of Work Study – Method Study – Motion Study – Work Measurement –
Job Design
BLOCK – III: PLANNING AND ORGANISING OPERATIONS

Unit – 10: Planning and Control of Production Systems – I (Mass, Batch, and Assembly Line
Production): Production Planning and Control: Meaning, Objectives and Functions – Types of
Production Systems – Continuous Systems - Intermittent Systems.
Unit – 11: Planning and Control of Production Systems – II (Job Order Shop Production): Job
Order Shop Production : Meaning , Types , Advantages and Disadvantages- Scheduling Rules For Job
Shop - Sequencing of Jobs in Job Shop – Processing n-Jobs through One Machine- Processing n-Jobs
Through Two and Three machines – Processing 2-Jobs Through m- Machines- Problems and
Prospects of Job Shop Production.
Unit – 12: Planning and Control of Production Systems – III (Project Production):
Project Management – Terminology of Project Analysis - Standard Conventions – Construction of
Network New Diagram - Critical Path Method- Calculation of Project Completion Time - Crashing of
115
Project Network - Project Evaluation and Review Techniques (PERT) - Difference Between PERT
and CPM
BLOCK – IV: QUALITY AND PURCHASE MANAGEMENT

Unit -13: Quality Management: Quality: Definition, Approaches, Dimensions and Benefits -
Quality Management : Meaning And Evolution – Statistical Quality Control- Construction of Control
Charts – Control Char For Variables – Control Charts For Attributes - Quality Standards – an
Overview- Six-Sigma.
Unit – 14: Purchase Procedures: Purchasing Function – Meaning, Objectives and Importance –
Functions of Purchase Department- The Parameters and Ten ‘R’s of Purchasing - Purchasing
Procedure - Purchasing Decisions – Duties And Responsibilities of Purchase Manager - Vendor
Management - Computerized Purchasing Systems- Purchasing in Government Organizations - Special
Purchase Systems
Unit – 15: Outsourcing: Outsourcing: Meaning; Reasons; Requirements for successful Outsourcing-
Advantages and Disadvantages of Outsourcing; Types of Outsourcing: Subcontracting: Concept and
Functionality Gap - Benefits of Subcontracting – Multi level Subcontracting- Subcontracting Process
Unit – 16: Maintenance Management: Maintenance Management: Meaning and Definition - Plant
maintenance: Scope, Importance, Purpose and Issues - Maintenance System: Objectives, Functions,
Advantages, Difficulties and Requirements - Failure Analysis- Breakdown Time Distribution-
Practices/ Methods of Maintenance Management- Maintenance Planning and Control - Maintenance
Performance Ratios.
BLOCK – V: MATERIALS MANAGEMENT

Unit – 17: Materials Management - An Overview: Materials Management – Meaning and Role –
Scope of Materials Management- Interface of Materials Management and Other Departments-
Materials Handling Systems- Sourcing and Supply Management – Forecasting Methods – Aggregate
Production Planning in Materials Management – Inventory: Concepts, Functions and Control-
Aggregation of Orders in Optimizing Inventory Costs - Materials Requirements Planning-
Manufacturing Resources Planning
Unit – 18: Inventory Management: Inventory Definition - Inventory Management Concept -
Inventory Decisions – classification of Inventory - Types of Inventory- Functions of Inventory –
Functions of Inventory - Reasons for Holding Inventory- Inventory Costs- Economic Order Quantity
(EOQ) - Selective Inventory Control Techniques- JIT System.
Unit – 19: Stores Management: Stores Definition, Importance, Objectives and Functions - Stores
Layout - Storage System- Types of Stores Layout - Stores Manual and Ledger - Bin System-
Measurement of Stores Efficiency – Stock Verification – Classification and Codification-
Standardization- Simplification/Variety Reduction.
Unit – 20: Value Analysis: Value Analysis: Concept, Definition, Aims and Types- Value Analysis
Areas- Value Approach- Causes of Unnecessary Costs- Value Analysis Techniques – Value Analysis
Procedure – Value Analysis Job Plan - Organizational Aspects of Value Analysis Advantages and
Limitations of Value Analysis - Value Engineering: Meaning , Evolution and Procedure/ Techniques.
*****
116
SEMESTER - II
PGDOM - 201: SUPPLY CHAIN MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the concept of supply chain
management (SCM), network designing decisions, logistics management system, supply chain
operations, strategies, trends of supply chain in global perspective etc.

1. Learn the concept, functions, framework, etc., of supply chain management, value chain,
supply chain structure and its integration with internal and external stakeholders, planning
and network design decisions of supply chain, etc., and able to illustrate the knowledge in
their career.
2. Understand the drivers of supply chain, the sourcing decision in supply chain (negotiations
and contract, group purchasing, supplier partnerships, etc.), concept of logistics management,
inbound, internal, outbound, 3PL and 4PL logistics, transportation in supply chain, etc., and
able to employ the knowledge in organizational situations.
3. Get a deeper understanding about the supply chain coordination including various supply
chain operations (demand planning, forecasting, bull-whip effect, warehousing management
system, etc.), inventory management in supply chain (role, importance, models, policies,
etc.), supply chain performance measures (quantitative, qualitative, SCOR Model, Balanced
Score Card, etc.), and role of information technology in supply chain (including e-supply
chain, RFID, Bar Coding, etc.), and able to apply the knowledge in their career.
4. Gain knowledge about the strategic issues in supply chain like strategic partnerships, strategic
relationships, etc., supply chain customer service, complaint handling, developing customer
service strategy, meaning, types, process of bench marking, supply chain restructuring, etc.,
and able to employ the knowledge in practical situations.
5. Acquaint with the trends in supply chain like global supply chain management, organizational
issues like changing market scenario, data management, HR issues, new models and trends in
SCM like outsourcing, lean manufacturing, waste management, green supply chain,
applications of artificial intelligence in supply chain, and able to demonstrate the knowledge
while dealing with real situations.
BLOCK – I : INTRODUCTION TO SUPPLY CHAIN MANAGEMENT

Unit - 1: Supply Chain Management: An Overview
Unit - 2: Supply Chain Structure
Unit - 3: Supply Chain Planning
Unit - 4: Network Design Decisions
BLOCK – II : LOGISTICS MANAGEMENT SYSTEM

Unit - 5: Supply Chain Drivers
Unit - 6: Sourcing in Supply Chain
Unit - 7: Logistics Management
Unit - 8: Transportation in Supply Chain
BLOCK – III : SUPPLY CHAIN COORDINATION

Unit - 9: Supply Chain Operations
Unit - 10: Inventory Management in Supply Chain
Unit - 11: Supply Chain Performance Measures
Unit - 12: Information Technology in SCM
117
BLOCK – IV : SUPPLY CHAIN STRATEGIES
Unit - 13: Strategic Issues in Supply Chain
Unit - 14: Supply Chain Customer Service
Unit - 15: Bench Marking of Supply Chain Management
Unit - 16: Supply Chain Restructuring
BLOCK – V : TRENDS IN SUPPLY CHAIN

Unit - 17: Global Supply Chain Perspectives
Unit - 18: Supply Chain Organizational Issues
Unit - 19: New Business Models in SCM
Unit - 20: Trends in SCM
Reference Books:
1. Shah, J, ‘Supply Chain Management’, Pearson, 1st Ed. 2009.
2. Mohanty R.P., Deshmukh, S. G., ‘Essentials of Supply Chain Management’, Jaico, 1 st Ed., 2009.
3. Chandrasekaran, N, ‘Supply Chain Management process, system and practice’, Oxford, 1 st Ed,
2010.
4. Shridhara Bhat K. ‘Supply Chain Management’, (2015), HPH, Mumbai.
5. Altekar V. Rahul, ‘Supply Chain Management’, PHI, 2005.
6. Leenders, Michiel R., others, ‘Purchasing and Supply Chain Management’, TMH, 2010.
7. Coyle, J. J., Bardi E. J. etc., ‘A Logistics Approach to Supply Chain Management’, Cengage, 1 st
Ed., 2009.
8. Stadtler H., Kilger C, Supply Chain Management and Advanced Planning concepts, Models,
Software and Case Studies, Springer, 2nd Ed. 2002.
PGDOM - 201: SUPPLY CHAIN MANAGEMENT
BLOCK - I: INTRODUCTION TO SUPPLY CHAIN MANAGEMENT

Unit - 1: Supply Chain Management - An Overview: What is a Supply Chain? - Supply Chain
Management: Concept and Definitions - Objectives of Supply Chain Management - Functions of
Supply Chain Management - Framework of SCM - Reverse Supply Chain - Value Chain and Value
Delivery Systems for Supply Chain - Optimization in Supply Chain.
Unit - 2: Supply Chain Structure: Supply Chain Management Components - Supply Chain
Management Structures - Supply Chain Management Process - Supply Chain Integration -Supply
Chain Integration in Practice - Supply Chain Integration: Barriers, Challenges, Advantages and
Disadvantages.
Unit - 3: Supply Chain Planning: Meaning of Supply Chain Planning - Supply Chain Planning
Process - Issues in Supply Chain Planning - Understanding Levels of Supply Chain.
Unit - 4: Network Design Decisions: Understanding the Supply Chain Distribution Network - Role
of Network Design in Supply Chain - Factors Influencing Network Design Decisions - Framework for
Network Design Decisions - Models for Facility Location and Capacity Allocation - Design Options
or Network Models in Supply Chain Distribution Network - Making Network Design Decisions in
Practice - Benefits of Supply Chain Distribution Network.
BLOCK - II: LOGISTICS MANAGEMENT SYSTEM

Unit - 5: Supply Chain Drivers: Major Drivers of Supply Chain - Sourcing in Supply Chain -
Pricing in Supply Chain - Transportation in Supply Chain - Inventory in Supply Chain - Information in
Supply Chain - Customers in Supply Chain Management - Facilities in Supply Chain management.
Unit - 6: Sourcing in Supply Chain: Strategic Sourcing - Sourcing Decisions in Supply Chain -
Steps in Strategic Sourcing Process - Classification of Stock Levels - Acquisition Process -
Identification of Sources of Supply - Supplier Evaluation and Selection – Negotiations – Contract -
Group Purchasing - E-Procurement - Supplier Relationship Management: Meaning, Benefits, Types
and Process - Multi-tier Supplier Partnerships - Sharing Risk and Reward in Supply Chain.
118
Unit - 7: Logistics Management: Meaning and Importance of Logistics and Logistics Management -
Logistics and SCM - Logistical Organization and Development - The Role of Logistics in the
Economy - Logistics and Competitive Performance - Components of Logistics Management -
Functions of Logistics - Outsourcing of Logistics - Reverse Logistics - Logistics Cost Elements.
Unit - 8: Transportation in Supply Chain: Distribution Network Planning – An Illustration -
Factors to be considered in Transportation - Warehousing - Tools and Techniques of Reducing Costs
- Transportation Costs - Transport Mode Selection - Transportation Decision - Number and Size of
Depots - Fleet Sizing and Configuration - Routing and Scheduling - Futuristic Direction in
Transportation - Milk Run - Cross Docking - Multi Modal Transport Systems (MMTS).
BLOCK - III: SUPPLY CHAIN COORDINATION

Unit-9: Supply Chain Operations: Demand Planning and Demand Forecasting - Aggregate
Planning - Managing Predictable Variability - Bull-Whip Effect - Warehousing Management System -
Transportation Management System - Other Types of Operations - Role and Importance of Handling
Systems.
Unit -10: Inventory Management in Supply Chain: Meaning of Inventory and Inventory
Management - Inventory Costs - Role and Importance of Inventory in Supply Chain - Inventory
Policies - Models of Inventory.
Unit-11: Supply Chain Performance: Supply Chain Performance Measures Framework -
Quantitative Measures - Qualitative Measures - Tensoft Metric Considerations in Measuring Supply
Chain Performance - Operational Performance of Supply Chain Partners - Financial Performance -
SCOR Model - Balanced Score Card.
Unit -12: Information Technology in SCM: Importance of Information in Supply Chain -
Characteristics of Information in Supply Chain Decisions - Use of Information in Supply Chain -
Supply Chain IT Framework - Role of IT in Supply Chain - Information Technology – The
Information Enabler - Supply Chains in the Context of IT - Trends of IT in SCM - Advantages of IT
Enabled SCM.
BLOCK - IV: SUPPLY CHAIN STRATEGIES

Unit -13: Strategic Issues in Supply Chain: Strategic Issues in Supply Chains - Strategic
Partnerships - Strategic Alliances - Strategic Mergers - Strategic Acquisitions - Collaborative
Advantage - Development of Supply Chain Strategy - Strategic Relationships.
Unit -14: Supply Chain Customer Service: Customer Led Business - The Alignment Theory -
Customer Focus in SC - Complaint Handling - Developing a Customer Service Strategy - Planning
Individual Services - Customer Service Classification - Relationship in Products/Services
Environments - Customer Satisfaction.
Unit-15: Bench Marking of Supply Chain Management: Understanding Benchmarking -
Importance of Benchmarking - Levels of Benchmarking - Types of Benchmarking - Process of
Benchmarking - Advantages of Benchmarking - Issues of Benchmarking - Scope of Benchmarking -
Benchmarking of a Supply Chain Management.
Unit -16: Supply Chain Restructuring: Supply Chain Mapping - Value-Addition Curve -
Customer Entry Point in Supply Chains - Point of Differentiation - Supply Chain Restructuring -
Complexity Confronting Supply Chain - Issues in Supply Chain Restructuring - Reasons to Initiate
Restructuring Programmes - Benefits of Restructuring.
BLOCK - V: TRENDS IN SUPPLY CHAIN

Unit-17: Global Supply Chain Perspectives: Global Supply Chain Management - Global Sourcing -
E-Procurement - Reverse Auctions - International Logistics - MMTS Model.
Unit -18: Supply Chain Organizational Issues: Changing Market Scenario - Data Quality and
Compliance - HR Issues in Supply Chain Management.
Unit-19: New Business Models in SCM: Generic Supply Chain Models - Outsourcing: Meaning
and Expected Benefits - Types of Outsourcing in Supply Chain - Selection Process of Outsourcing -
Outsourcing Issues - Public-Private Partnership (PPP) In SC and Sustainable Supply Chain - New
Business Models of Supply Chain.
119
Unit-20: Trends in SCM: Lean Manufacturing: Meaning and Principles - Lean Warehousing –
Autonomation – Kanban - Agile Manufacturing- Integration of lean manufacturing across SCM -
Retail SCM - Problems and Issues in Transportation - Problems and Issues in inventory - Problems
and Issues in Packaging and Repackaging - Waste Management - Agri-Business - Green Supply Chain
- Applications of Artificial Intelligence (AI) in SC.
*****
PGDOM - 202: TOTAL QUALITY MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the basic concept of Total
Quality Management (TQM), quality awards, tools and techniques of quality, implementation of
quality and TQM, Six Sigma Process, etc.

1. Understand the concepts of quality and TQM, dimensions and elements of quality, quality
circles, philosophies of quality gurus like Edward Deming, Joseph Juran, Philip Crosby, etc.,
quality awards and guidelines, quality standards prescribed by the International Organization
for Standardization (ISO), etc., and able the appraise the role of importance of TQM in
organizations, philosophies of quality gurus and comply with quality standards.
2. Learn various quality tools and techniques like statistical tools (Check Sheets, Flow Charts,
Scatter Diagrams, Cause-and-Effect Diagrams, Pareto’s Chart, etc.), meaning of quality
control, variation as a basis of quality control, acceptance sampling plans, Statistical Quality
Control techniques (Control Charts), Japanese 5-S concept, and able to apply the skills in their
career.
3. Acquaint with various aspects relating to quality implementation like Taguchi Quality
Engineering, reliability, cost of quality and quality function deployment, and able to apply the
knowledge in practice.
4. Acquire knowledge about Six Sigma like the meaning, statistical definition of Six Sigma, Six
Sigma Certification Process, Implementation of Six Sigma (Technical Aspects of Six Sigma,
Fundamental Areas Affected by Six Sigma, Kaizen, Kanban), and Six Sigma Metrics, The
DMAIC Model, etc., and able to make effective decisions with the help of knowledge gained.
5. Gain knowledge about the implementation of TQM including TQM in service sectors (health
care, financial services, etc.), quality culture and leadership, human factor in TQM, role and
functions of top management in quality improvement, strategic quality management, listening
to the voice of customer, etc., and able to employ the knowledge in practice.
BLOCK - I: TQM - INTRODUCTION

Unit - 1: Quality - An Overview
Unit - 2: Philosophies of Quality Gurus
Unit - 3: Quality Awards
Unit - 4: Quality Standards
BLOCK - II: QUALITY TOOLS & TECHNIQUES

Unit - 5: 7 Statistical Tools
Unit - 6: Statistics as a Basis of Quality Control
Unit - 7: Statistical Quality Control (SQC)
Unit - 8: Japanese 5-S Concept
BLOCK- III: QUALITY IMPLEMENTATION

Unit - 9: Taguchi Quality engineering
Unit - 10: Reliability
120
Unit -11: Cost of Quality
Unit -12: Quality Function Deployment (QFD)
BLOCK - IV: SIX SIGMA PROCESS

Unit - 13: Six Sigma: Benefits and Process
Unit - 14: Continuous Improvement
Unit - 15: Six Sigma Metrics
BLOCK - V: IMPLEMENTATION OF TQM

Unit -16: TQM in Service Sector
Unit -17: Quality Culture & Leadership
Unit - 18: Quality Centred Planning
Reference Books:
1. K. Sridhar Bhat, Total Quality Management – Text and Cases, Himalaya Publishing house
2. Tapan K Bose, Total Quality of Management, Pearson Education.
3. V A Kulkarni and A K Bewoor, Quality Control, Wiley India Publishing.
4. Howard S Gitlow, Alan J, David M, Quality Management, McGraw Hill Publishing.
PGDOM - 202: TOTAL QUALITY MANAGEMENT
BLOCK - I: TQM-INTRODUCTION
Unit - 1: Quality - An Overview: Quality: Overview - Definitions of Quality - Quality
Characteristics - Dimensions of Quality - Elements of Quality - Consequences of Poor Quality -
Customers and Quality - Concept of TQM - Benefits and Costs of TQM - Historical Perspectives of
TQM - Quality Circles.
Unit - 2: Philosophies of Quality Gurus: Edward Deming’s Philosophy of Quality - Deming 14
Principles - Deming Cycle - Joseph Juran’s Quality Trilogy - Quality Planning - Quality Control and
Quality Improvement - Quality Contributions of Philip Crosby and Genichi Taguchi and Armand
Feigenbaum.
Unit - 3: Quality Awards: Quality Awards and Guidelines - Malcolm Baldrige National Quality
Award (MBNQA) - European Foundation for Quality Management Award (EFQM) - Deming Prize.
Unit - 4: Quality Standards: International Organization for Standardization (ISO) - Historical

Background, Implementing ISO - Quality Management Systems: Requirements - QS – 9000 and
Environmental Management System (ISO 14000)
BLOCK - II: QUALITY TOOLS & TECHNIQUES

Unit - 5: 7 Statistical Tools: Check Sheets - Flow Charts – Histograms - Run Charts - Scatter
Diagrams - Cause-and-Effect Diagrams - Pareto’s Chart.
Unit - 6: Statistics as a Basis of Quality Control: Definitions of Quality Control - Variation as a
basis of Quality Control, Range, Variance - Standard Deviation and Coefficient of Variation -
Acceptance Sampling Plans for Single and Double Samples and Sequential Sampling.
Unit - 7: Statistical Quality Control (SQC): Control Charts and Variation - Need for Control
Charts - Characteristics of Control Charts - Charts for Variables (Mean and Range) - Charts for
Attributes ( p, np, and c Charts).
Unit - 8: Japanese 5-S Concept: What is 5-S? - Seiri – Seiton – Seiso - Seiketsu and Shitsuke -
Benefits of 5-S - Understanding & Implementing 5-S.
BLOCK - III: QUALITY IMPLEMENTATION

Unit - 9: Taguchi Quality Engineering: Taguchi’s Definition of Quality - Steps in Designing
Performance in Product / Process - Noise Factor: A Cause of Variation - Classification of Parameters
through Signal-to-Noise Ratio - Orthogonal Arrays and Quality Loss Function.
121
Unit - 10: Reliability: Reliability - Measure of Failure - Modes of Failure - Reliability and Customer
Satisfaction – Component Reliability - System Reliability - Failure Analysis - Failure Mode Effect
Analysis (FMEA).
Unit - 11: Cost of Quality: Quality Cost: Cost of Quality Control - Activity Based Cost - Trade off
between Quality of Design and Cost – Cost of Poor Quality.
Unit - 12: Quality Function Deployment (QFD): Meaning - Implementation of QFD - Construction
of Quality House - Benefits of QFD - Examples.
BLOCK - IV: SIX SIGMA PROCESS

Unit – 13: Six Sigma: Benefits and Process: Concept of Six Sigma - Statistical Definition of Six
Sigma - Specification Limits - Six Sigma Certification Process - Benefits to an Individual - Benefits to
Organizations - Benefits to Suppliers and Customers.
Unit - 14: Continuous Improvement: Implementation of Six Sigma -Technical Aspects of Six
Sigma - Fundamental Areas Affected by Six Sigma, Kaizen, Kanban.
Unit - 15: Six Sigma Metrics: Six Sigma Approach - The DMAIC Model - Six Sigma Metrics.
BLOCK - V: IMPLEMENTATION OF TQM

Unit - 16: TQM in Service Sector: TQM in Service sectors: Health Care, Financial Services,
Transportation and Waste Management.
Unit - 17: Quality Culture & Leadership: Purpose of an Organization - Human Factor in TQM -
Elements of Leadership Behaviour - Initiating and Sustaining Change to a ‘Quality Culture’.
Unit - 18: Quality Centred Planning: Role and Functions of Top management in Quality
Improvement - Strategic Quality Management - Quality Planning Roadmap - Listening to the Voice of
Customer - Quality and Strategic Planning.
*****
PGDOM - 203: WORLD CLASS MANUFACTURING

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about the international developments
in the area of manufacturing, and the systems, tools and techniques required for achieving competitive
edge through world class manufacturing.

1. Understand the evolution and the philosophies of World Class Manufacturing (WCM),
business challenges in information age, Global competitiveness and manufacturing excellence,
the strategic decisions pertaining to manufacturing management, manufacturing management
practices, models of WCM, manufacturing excellence through Value Added Manufacturing,
etc., and able to appraise the importance of WCM in achieving competitive advantage and
excellence.
2. Learn about the manufacturing process planning and tools like information management tools
(CAD/CAM, CAPP, GT, Bar Code, etc.), Material Requirement Planning (MRP) and MRP-II,
Just-in Time manufacturing, and the process and applications of Lean Manufacturing, and able
to apply the tools in organizational situations.
3. Know about the innovative manufacturing systems like technological innovation in
manufacturing (sustainable manufacturing, Industry 4.0, Additive Manufacturing, etc.),
modern manufacturing methods (Adaptive Control, Rapid Prototyping, Nano Manufacturing,
Computer Aided Simulations, etc.), automation and robotics, etc., and able to introduce
innovative systems in the organizations.
4. Comprehend about the dimensions of Human Resource Development Practices and
Performance Management required for WCM like team work, performance indicators,
performance measurement systems (Metrics, Balanced Scorecard Metrics, Six Sigma, etc.),
122
environmental impact on WCM and green auditing, environmental audit programme in India,
and able to identify the measures for effective HRD in practical situations.
5. Gain knowledge about the impact of globalization on WCM like Ergonomics, Business
Process Outsourcing, and Business Process Re-engineering, WCM in Indian and international
scenario, and recent trends in WCM (Industry 4.0, IT, ERP Systems, Clean Technology,
Industry 5.0, etc.), and able to make appropriate decisions in real situations.
BLOCK – I: WORLD CLASS MANUFACTURING: IMPORTANCE AND MODELS

Unit – 1: Introduction to World Class Manufacturing
Unit – 2: Strategic Decisions in Manufacturing Management
Unit – 3: Models of WCM
Unit – 4: Manufacturing Excellence through Value Added Manufacturing
BLOCK – II: MANUFACTURING PROCESS PLANNING AND TOOLS

Unit – 5: Information Management Tools
Unit – 6: Material Requirement Planning and Manufacturing Resource Planning – II (MRP
& MRP – II)
Unit – 7: JIT Manufacturing
Unit - 8: Lean Manufacturing Process and Applications
BLOCK – III: INNOVATIVE MANUFACTURING SYSTEMS

Unit -9: Technological Innovation in Manufacturing
Unit -10: Modern Manufacturing Methods
Unit –11: Automation and Robotics
BLOCK – IV: HRD PRACTICES AND PERFORMANCE MEASUREMENT

Unit -12: HR Dimensions in WCM
Unit -13: Performance Indicators
Unit -14: Performance Measurement
Unit – 15: Environmental Impact on WCM and Green Auditing
BLOCK – V: GLOBALIZATION AND WCM

Unit -16: Ergonomics
Unit -17: Business Process Re-Engineering and Business Process Outsourcing
Unit -18: WCM: Indian and International Scenario
Unit -19: Trends in WCM
Reference Books:
1) B.S. Sahay, KBS Saxena & Amp; Ashish Kumar, Rajiv Beri, ‘World Class Manufacturing
- A Strategic Perspective’, 2000, Macmillan Publishers India Limited.
2) Sanjay Mohapatra, ‘Business Process Reengineering - Automation Decision Points in
Process Reengineering’, 2012, Springer US.
3) R. Radhakrishnan, S. Balasubramanian, ‘Business Process Reengineering - Text and
Cases’, 2008, PHI Learning.
4) V.K. Narayanan: ‘Managing Technology and Innovation for Competitive Advantage’,
(1stEd.), 2002, Pearson Publication.
5) Brian H. Maskell, ‘Performance Measurement for World Class Manufacturing: A Model
for American Companies’, 1991, Taylor & Amp; Francis.
6) H. Kagermann, W. Wahlster and J. Helbig, Recommendations for Implementing the
Strategic Initiative INDUSTRIE 4.0: Final Report of the Industries 4.0 Working Group, Essen,
Germany: Forschungsunion, 2013.
123
PGDOM – 203: WORLD CLASS MANUFACTURING
BLOCK – I: WORLD CLASS MANUFACTURING: IMPORTANCE AND MODELS

Unit – 1: Introduction to World Class Manufacturing: Meaning of World Class Manufacturing -
Evolution of WCM - The First Principles of World Class Manufacturing - Practices of WCM - 5S
Method - Benefits of Adopting World Class Manufacturing Practices - Emergence of Information Age
- Competing in Information Age - Business Challenges in Information Age - Operating Environment
in Information Age - Globalization and International Business - Global Competitiveness and
Manufacturing Excellence - World Class Manufacturing and Information Age Competition -
Manufacturing Challenges of the Information Age Time-Based Competition - Problems in
Manufacturing Industry – Problem of Coordination.
Unit – 2: Strategic Decisions in Manufacturing Management: Strategic Decisions: Meaning and
Characteristics - Differences between Strategic, Administrative and Operational Decisions -
Manufacturing Strategy: Definition and Constituents - Manufacturing Capabilities - Manufacturing
Performance - Manufacturing Objectives and Strategic Business Objectives - Usage of Management
Tools and Technologies - Manufacturing Management Practices.
Unit – 3: Models of WCM: Hall’s Frame Work of Value Added Engineering - Schonbergers
Framework of World Class Manufacturing - Gunn’s Model of World Class Manufacturing - Maskell’s
Model of World Class Manufacturing - - Ohno’s View on World Class Manufacturing.
Unit – 4: Manufacturing Excellence through Value Added Manufacturing: Manufacturing as a
System - Leadership and Management of the Organization - Characterizing the System and its
Performance - Sustaining the Future Competitiveness of the Organization - Concept of Manufacturing
Excellence - Approaches to Manufacturing Excellence.
BLOCK – II: MANUFACTURING PROCESS PLANNING AND TOOLS

Unit – 5: Information Management Tools: Concept of Information Technology - Need to Manage
Information - Key Technologies - Information Management Tools - Product and Process Design Tools
- Bar Code Systems.
Unit – 6: MRP & MRP – II: Material Requirement Planning: Meaning, Scope and Objectives -
Components of MRP System - Inputs to and Output of MRP - Requirements to Apply MRP - MRP
Processing - Advantages and Drawbacks of MRP - A few Examples of MRP - Integrated MRP
System - MRP – II: Meaning, Objectives and Applications - Advantages and Disadvantages of MRP –
II - Enterprise Resource Planning (ERP) - Differences between MRP, MRP – II and ERP.
Unit – 7: JIT Manufacturing: Evolution and History of JIT - JIT Philosophy - Just-in-Time
Concept - JIT Vs Traditional Manufacturing - Basic Principles of JIT - Universal Problem Solving
Sequence - Kanban System - Algorithm for JIT Implementation - Requirements for Implementing
Just-in-Time - Advantages and Disadvantages of Adopting Just-In-Time - Examples of Few
Companies that Use JIT and Kanban.
Unit - 8: Lean Manufacturing Process and Applications: Lean Manufacturing: Meaning and Aims
- Lean Manufacturing Principles and Wastes of Lean Production - Elements of Lean Manufacturing -
Differences between JIT and Lean Manufacturing - Benefits of Lean Manufacturing Implementation -
Lean Manufacturing Implementation Strategies - Obstacles in Lean Manufacturing Implementation -
Lean Six Sigma - Examples of Companies that Use Lean Manufacturing.
BLOCK – III: INNOVATIVE MANUFACTURING SYSTEMS

Unit -9: Technological Innovation in Manufacturing: Industrial Revolutions - Concepts of
sustainability in Innovative Technologies for Manufacturing: Sustainable manufacturing, Sustainable
production process, Energy efficiency, pollution and Waste management, Sustainable manufacturing
and Eco - Industry 4.0 or Current Day Manufacturing Technologies: Internet of things, Intelligent
Robotics, Additive Manufacturing, Advanced Composite Materials.
Unit -10: Modern Manufacturing Methods: Guiding Principles of Modern Manufacturing Methods
- Adaptive Control - Rapid Prototyping - Nano Manufacturing - Production Support Systems -
Computer Aided Simulations - Other Modern Manufacturing Methods.
124
Unit –11: Automation and Robotics: Automation: Meaning - Reasons for Automation - Automation
disadvantages - Types of automated manufacturing systems: Fixed automation, Programmable
automation, Flexible automation – Robotics - Types of drive systems - Robotic Sensors -
Specifications - Robotic Applications in Automotive Manufacturing – Advantages and
Disadvantages of Robots.
BLOCK – IV: HRD PRACTICES AND PERFORMANCE MEASUREMENT

Unit -12: HR Dimensions in WCM: Teamwork - Elements of Effective Teamwork - Teamwork
Skills - Teamwork strategies - Achieving effective teamwork in the workplace - Employee
Engagement - Integration of Human Resources and Manufacturing Strategy - Employee Benefits and
Rewards.
Unit -13: Performance Indicators: Types of KPIs - Effective KPI - Safety Performance Indicators
- Maintenance and Workplace Organisation Performance Indicators - Quality Performance
Indicators - Performance Indicators for Supply Chain and Logistics - KPIs of Human Resources
Management - Environmental Key Performance Indicators.
Unit -14: Performance Measurement: Importance of Performance Measurement - Types of
Performance Measurement – Advantages and Disadvantages of Performance Measurement -
Performance Measurement Systems – Metrics - Balanced Scorecard Metrics - Six Sigma Process -
Business Performances as Measures to Satisfy Customers - Measuring Safety Performance: HR
Performance Measurement.
Unit – 15: Environmental Impact on WCM & Green Auditing: Impact of World Class
Manufacturing on Environment - Environmental impact factors during manufacturing - Environmental
management strategies – Environmental / Green Audit - The Audit Protocol - Benefits of
Environmental Auditing - Environmental Audit Programme in India - World-class environmentally
conscious companies.
BLOCK – V: GLOBALIZATION AND WCM

Unit -16: Ergonomics: Cumulative Trauma Disorders (CTDs): Musculoskeletal Disorders; Work-
related Risk Factors; Individual-related Risk Factors - Ergonomics – Domains: Physical Ergonomics;
Cognitive Ergonomics; Organizational Ergonomics - Implementation of Ergonomics in Manufacturing
Industry: Lifting and Moving Ergonomics; Pushing and pulling ergonomics; Environmental
Ergonomics - Benefits of Ergonomics.
Unit -17: Business Process Re-Engineering & Business Process Outsourcing: Business Process
Reengineering - History of BPR - Steps Involved in BPR - Challenges of BPR – Advantages and
Limitations of BPR - Case Study - M&M's Implementation of BPR - Business Process Outsourcing -
Concept of Knowledge Process Outsourcing – Benefits and Risks of BPO.
Unit -18: WCM: Indian and International Scenario: Factors favouring manufacturing in India -
Indian Companies - Global Standards: Standards in Manufacturing; From Manufacturing Excellence
To WCM - India’s Global Presence - Strategic Use of IT In Indian Manufacturing.
Unit -19: Trends in WCM: Industry 4.0: Internet of Things; Big Data; Data Science; Predictive
Maintenance; VR and AR; Additive Manufacturing - Information Technology: Business Management
Tools: ERP Systems; Supply Chain; Shifting Focus from B2B to B2B2C (e-commerce); Emergence of
Clean Technology - Industry 5.0 - Latest Trends in Manufacturing for 2021.
*****
PGDOM - 204: MAINTENANCE MANAGEMENT

No. of Credits: 5
Broad objective of this course is to provide a detailed knowledge about various facets of Maintenance
Management (MM) in organizations like the structure, strategies, key issues of MM, maintenance
planning and scheduling methods, integrated maintenance systems, advanced maintenance systems,
advanced tools and techniques in MM, etc.
125
1. Understand the concepts, functions, roles, responsibilities, and challenges of Maintenance
Management within a company, structure and functions of maintenance department, strategies
of maintenance management (Breakdown Maintenance, Preventive Maintenance, Predictive
Maintenance, etc.), costing and budgeting issues relating to maintenance, concept, elements,
etc., of planned maintenance system, meaning, tools and techniques of maintenance control,
and able to make decisions relating to costing, budgeting, control, etc., of maintenance, in
addition to designing appropriate maintenance strategies.
2. Learn and acquire skills relating to maintenance planning and scheduling methods like
forecasting, planning and scheduling maintenance, Failure Data Analysis, MTFB, MTTR,
decisions relating to the replacement of machinery, and able to employ the skills in real set
ups.
3. Know the key issues in maintenance management like Reliability, Availability and
Maintainability concepts, safety and environmental aspects and also human resource
dimensions in maintenance management, and also know the maintenance management audit,
and able to demonstrate the knowledge in organizational set ups.
4. Get acquaint with the integrated maintenance systems like spare parts maintenance through
inventory analysis, waste management, maintenance effectiveness, and able to employ the
knowledge in making proper decisions in respective areas.
5. Learn about advanced techniques and trends in maintenance management including
Turnaround Maintenance, concept of Tero-Technology, applications of Computers in
Maintenance Management, Industry 4.0 (Digital Enterprise, The IIoT and Predictive
Maintenance), Maintenance 4.0 (Big Data, Cloud Computing, AR, VR), etc., and able to use
the techniques in the given situations.
BLOCK – I: MAINTENANCE MANAGEMENT: STRUCTURE AND STRATEGIES

Unit – 1: Introduction to Maintenance Management
Unit – 2: Structure and Strategies of Maintenance Management
Unit – 3: Maintenance Costing and Budgeting
Unit – 4: Planned Maintenance Management System and Controls
BLOCK – II: MAINTENANCE PLANNING AND SCHEDULING METHODS

Unit – 5: Preparation of Maintenance Planning and Scheduling
Unit – 6: Failure Data Analysis and MTBF & MTTR
Unit – 7: Replacement Decisions
BLOCK–III: KEY ISSUES IN MAINTENANCE MANAGEMENT

Unit - 8: Reliability, Availability and Maintainability Concepts
Unit - 9: Safety and Environmental Aspects in Maintenance Management
Unit -10: Human Resource Dimensions in Maintenance Management
Unit -11: Maintenance Management Audit
BLOCK – IV: INTEGRATED MAINTENANCE SYSTEMS

Unit – 12: Spare Parts Maintenance
Unit – 13: Waste Management
Unit – 14: Maintenance Effectiveness
BLOCK – V: ADVANCED TECHNIQUES AND TRENDS IN MAINTENACE

MANAGEMENT
Unit -15: Advanced Techniques in Maintenance Management
Unit -16: Applications of Computers in Maintenance Management
Unit -17: Industry 4.0
126
Reference Books:
1. B.N. Saha, ‘Integrated Maintenance Management - Concept to Computerization’, SBA
Publications, New Delhi.
2. Martand Telsang, ‘Industrial Engineering and Production Management’, (2nd Ed.), S. Chand ,
New Delhi.
3. A.P.Verma, ‘Industrial Engineering and Management’, (4 th Ed.), S.K Kataria & Sons, New
Delhi.
4. Corder A.S., “Maintenance Management Techniques”, 1976, McGraw Hill.
5. Mayer, ‘Production Management’, 4th Edition, McGraw Hill, New York.
6. Gopalakrishnan, P. and Sundaresan, M, Materials Management: An Integrated Approach,
1998, Prentice Hall of India Pvt. Ltd, New Delhi.
PGDOM - 204: MAINTENANCE MANAGEMENT
BLOCK – I: MAINTENANCE MANAGEMENT: STRUCTURE AND STRATEGIES

Unit – 1: Introduction to Maintenance Management: Maintenance and Maintenance
Management: Meaning - Importance of Maintenance Management - Objectives of Maintenance
Management - Functions of Maintenance Management - Role and Responsibilities of Maintenance
Professionals - Challenges of Maintenance Management - Maintenance levels.
Unit – 2: Structure and Strategies of Maintenance Management: Factors of Maintenance
Organisation - Functions of Maintenance Organisation - Components of Maintenance Organisation -
Structure of Maintenance Organisation - Functions of Maintenance Department - Strategies of
Maintenance Management: Run-to-Failure (Breakdown Maintenance); Preventive Maintenance (PM);
Predictive Maintenance (PdM); Routine Maintenance; Corrective Maintenance; Reliability-Centered
Maintenance (RCM); Condition Based Maintenance (CBM); Design Out Maintenance (DM); Total
Productive Maintenance.
Unit – 3: Maintenance Costing and Budgeting: Maintenance Costing - Significance or Uses of
Maintenance Costing - Maintenance Budgeting - Key considerations in Maintenance Budgeting -
Preparation of Maintenance Budget – Factors Affecting the Estimate of the Maintenance Budget -
Formula for Maintenance Budget Estimate.
Unit – 4: Planned Maintenance Management System and Controls: Planned Maintenance
System: Meaning - Elements of Planned Maintenance System - Documents Required in Planned
Maintenance - Benefits of Planned Maintenance - Introduction to Maintenance Control - Maintenance
Control Function - Tools and Techniques of Maintenance Control.
BLOCK – II: MAINTENANCE PLANNING AND SCHEDULING METHODS

Unit – 5: Preparation of Maintenance Planning and Scheduling: Concept of Maintenance -
Maintenance Policies - Maintenance Performance - Forecasting Maintenance - Maintenance Planning
- Maintenance Scheduling.
Unit – 6: Failure Data Analysis and MTBF & MTTR: Design of FMEA - FMEA Applications -
Failure Data and Analysis - Data Collection - Analyzing Data: Quantitative Data and Qualitative Data
- Collection and Analyzing Data and Evaluation - Implementation of Measurement System -
Organizing the Data Collected – MTTR – MTBF.
Unit – 7: Replacement Decisions: Challenges in Maintenance - Objectives of Replacement
Maintenance - Benefits of Replacement Maintenance - Replacement / Re-engineering - Conventional
Replacement Problem - Reasons for Replacement: Reasons for Replacement Equipments;
Replacement of Items that Deteriorate; Replacement of Items that Fail Completely - Case-I:
Individual Replacement Policies - Mortality Theorem - Case-II: Group Replacement - Group
Replacement Policies – Examples - Equipment Renewal.
BLOCK – III: KEY ISSUES IN MAINTENANCE MANAGEMENT

Unit - 8: Reliability, Availability and Maintainability Concepts: Reliability: Meaning and
Importance - Reliability Engineering - Availability: Meaning and Importance - Maintainability:
127
Meaning - How to Measure Maintainability - Factors that affect Maintainability - Improving
Maintainability - RAM Considerations during Systems Development - Understanding User
Requirements and Constraints - Design for Reliability - Production for Reliability.
Unit - 9: Safety and Environmental Aspects in Maintenance Management: Basic Rules for Safe
Maintenance - Risk Factors – Prevention: General Considerations; Prevention through Design;
Eliminating Hazards at the Design Stage; and Limits of a point of view strictly based on Design -
Environmental Aspects in Maintenance - Environmental Factors Affecting Business - Lean
Manufacturing and Lean Maintenance - Green Manufacturing and Green Maintenance.
Unit -10: Human Resource Dimensions in Maintenance Management: Role of Human Resource
Management in Maintenance Management - Factors for the growth of Human Resource Management
- Differences between Personnel Management and HRM - Objectives of Human Resource
Management - Dimensions of HRM in Maintenance Management - Human Factors in Maintenance -
Facts about Maintenance Skills.
Unit - 11: Maintenance Management Audit: Maintenance Audit - Objectives of Maintenance Audit
- Phase Descriptions - Types of Audit - How to carry out a Maintenance Audit - Basic Components
and Key Elements of the Maintenance Management Audit.
BLOCK – IV: INTEGRATED MAINTENANCE SYSTEMS

Unit – 12: Spare Parts Maintenance: Objectives of Spare Parts Management - Identification of
Spare Parts - Inventory Analysis and Selective Control: FSN Analysis, SDE Analysis, VED Analysis,
ABC Analysis, HML Analysis - Inventory Control Systems - Concept of Economic Order Quantity -
Periodic Review System - Evaluation of Spare parts Management Performance - Benefits of Spare
parts Management.
Unit – 13: Waste Management: Disposal Vs Management - Classification of Waste - Main Types
of Solid Waste Management: Municipal Solid Waste (MSW); Hazardous Wastes; Industrial Wastes;
and Agricultural Wastes - Types of Waste Management - Basic Principles of Solid Waste
Management - Advantages or Benefits of Waste Management - Disadvantages of Waste Management.
Unit – 14: Maintenance Effectiveness: The Need for Effective Maintenance - Elements of
Effectiveness - Maintenance Effectiveness and Performance Measurement - Factors Effecting
Maintenance Performance - The Maintenance Effectiveness Assessment (MEA): A Catalyst for
Change - Maintenance Key Performance Indicators - Maintenance Performance Measurement (MPM)
- Issues and Challenges in MPM - MPM Methods.
BLOCK – V: ADVANCED TECHNIQUES AND TRENDS IN MAINTENACE

MANAGEMENT
Unit -15: Advanced Techniques in Maintenance Management: Turnaround Maintenance -
Reliability Centred Maintenance - Total Productive Maintenance (TPM) - Concept of Tero-
Technology.
Unit -16: Applications of Computers in Maintenance Management: Necessity of Computers in
Maintenance Management - Elements of Computerized Maintenance - Advantages of Computerized
Maintenance - Limitations of Computerized Maintenance - Computerized Maintenance Management
System - Maintenance Management Information System - CMMS Modules - Advantages of CMMIS -
Expert Systems: Basic Structure of the Expert System, Expert Systems Versus Algorithm-Based
Systems, Maintenance Expert System, Benefits of Expert Systems, Limitations of Expert Systems.
Unit - 17: Industry 4.0: Industry 4.0: Digital Enterprise, The IoT and Predictive Maintenance -
Maintenance 4.0: Big Data & Cloud Computing, Augmented Reality (AR), Virtual Reality (VR), Self-
Aware and Self-Maintenance Machines for Industrial Big Data Environment.
*****
128
PGDOM – 205: PROJECT WORK AND VIVA-VOCE
No. of Credits: 5
PROJECT WORK:
be able to:
University.
VIVA-VOCE:
*****
129

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Dr. B. R.

AMBEDKAR OPEN UNIVERSITY, HYDERABAD

DEPARTMENT OF BUSINESS MANAGEMENT

POST- GRADUATE DIPLOMA PROGRAMMES

Academic Year 2022-23

I) About the University 3

II) Institutional Mission and Mandate 3

III) Faculty of Commerce 3

IV) Department of Business Management 4

V) Post-Graduate Diploma Programmes 4

VI) Post-Graduate Diploma in Financial Management 5

VII) Post-Graduate Diploma in Marketing Management 7

VIII) Post-Graduate Diploma in Human Resource Management 9

IX) Post-Graduate Diploma in Operations Management 11

X) General Guidelines Relating to the Programmes 13

XI) Project Report Guidelines 15

XII) Career Opportunities 15

XIII) General Information 16

XIV) Admission Procedure 16

XV) Guidelines to fill the Online Admission Registration Form 17

XVII) Contact Details 19

XVIII) Model Admission Registration Form 20

XIX) Annexure – 1: Course Structure and Syllabus of the Programmes 21

II) INSTITUTIONAL MISSION AND MANDATE

a) To provide educational opportunities to those who could not take advantage of

b) To provide equality of educational opportunities for higher education of large segments of

h) To serve as a source of continuing education, consultancy and to provide equal access to

III) FACULTY OF COMMERCE

IV) DEPARTMENT OF BUSINESS MANAGEMENT

Master of Business Administration (MBA) Programme is a two-year programme offered

V) POST-GRADUATE DIPLOMA PROGRAMMES

Note: As far as the Post-Graduate Diploma in Marketing Management is concerned, it is a

Programme Learning Outcomes: After the successful completion of the Programme,

VII) POST-GRADUATE DIPLOMA IN MARKETING MANAGEMENT

Department of Business Management of Dr. B. R. Ambedkar Open University has launched

The Programme is designed for:

Programme Learning Objectives: The PGDMM Programme is designed to make the

Programme Learning Outcomes: After the successful completion of the Programme,

Department of Business Management of Dr. B. R. Ambedkar Open University has launched

Programme Learning Objectives: The PGDHRM Programme is designed to make the

IX) POST-GRADUATE DIPLOMA IN OPERATIONS MANAGEMENT

The goal of any organization – may be in manufacturing or service sector - is to maximize

The Programme is designed for:

Programme Learning Objectives: The PGDOM Programme is designed to make the

X) GENERAL GUIDELINES RELATING TO THE PROGRAMS

1) Eligibility Criteria and Admission Process

2) Intake: There is no limit on the intake into the Programmes.

Note: Face-to-face Contact-cum-Counselling Classes at the Study Centres will be organized

i) 06: SRR Government College, Karimnagar;

TOTAL NUMBER OF MARKS AND CREDITS: SEMESTER-WISE

SEMESTER TOTAL NUMBER OF TOTAL NUMBER OF

INFORMATION ABOUT AWARD OF GRADES AND GRADE POINTS

Range of Marks Letter Grade Explanation Grade Point

XI) PROJECT REPORT GUIDELINES

XII) CAREER OPPORTUNITIES

XIII) GENERAL INFORMATION

XIV) ADMISSION PROCEDURE

XV) GUIDELINES TO FILL THE ONLINE ADMISSION REGISTRATION FORM

Enter the portal of BRAOU, i.e., www.braouonline.in

Click on PG I Year / PG Diploma / Certificate Programmes Online Admission Registration

The step-wise process of filling application is as follows:

Column – 3 (Programme of Study): Click on Programme of Study and select the

Column – 4 (Medium of Study): Medium is automatically displayed on the monitor (For