TY BBA Curriculum Sem VI AY Batch 2021-24

SANJAY GHODAWAT UNIVERSITY KOLHAPUR
FoCM’s SCHOOL OF MANAGEMENT

Curriculum for Third Year Bachelor of Business Administration (Batch 2020-23)
Curriculum for Third Year Bachelor of Business Administration for AY 2022-23

SEMESTER VI
Course Course Title L T P C Evaluation Scheme for (L T P)
Code Component Exam WT Min. Passing
%
FET 30
MBC302R Theory 40%
Business Laws 4 - 4 (100)
CAT 20 40%
(PC|SM)
ESE 50 40%
FET 30
MBC304R Corporate Theory 40%
4 - 4 (100)
CAT 20 40%
(PC|SM) Governance
ESE 50 40%
MBC306 Theory
(PC|SM)
E-business 2 - 2 (100)
FET 100 40%
FET 30
MBC308R Theory 40%
Elective Paper IV 4 - 4 (100)
CAT 20 40%
(PE|SM)
ESE 50 40%
FET 30
MBC310R Theory 40%
(PE|SM)
Elective Paper V 4 - 4 (100)
CAT 20 40%
ESE 50 40%
MBC312.1 Culture and
(PE|SM) Entertainment Theory
Fundamental 2 - - 2 (100)
FET 100 40%
MBC312.2 Analysis of Listed
(PE|SM)
Companies
MBC314 Enhancement Theory
Course IV (Workshop - - - 1 (100)
FET 100 40%
(PC|SM) Mode)
TOTAL 20 - - 21 Total Hours: 20, Total Credits: 21
SEMESTER VI (Any 2 Elective courses from below)

Course Marketing Financial Human Resource International Business
Code Management Management Management
Financial Decision International Institutions
Brand Management Industrial Relations
Analysis and Trade Organizations
MBC
International Investment
308R & Performance Management International Marketing
MBC Marketing Management
310R
Cross Cultural
Retail Management Tax Planning HR Analytics
Management
Approved by Board of Studies, Faculty Board and 13th Academic Council at Sanjay Ghodawat University, Kolhapur.
COURSE CODE COURSE TITLE
MBC304R BUSINESS LAWS
(Program Core | School of Management)
Evaluation Scheme for (L T P)

L T P Credits Component Exam WT % Mini. Passing %
FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
This course is designed to provide the student with knowledge of the legal environment in which a
consumer and businesses operates, and to provide the student with knowledge of legal principles.
Course Learning Outcome(s):

At the end of the course the students should be able to-
CLO1 Explain2 the provisions of the Indian Contract Act,1872 in relation to general
principles of contract and specific contracts.
CLO2 Identify2 the fundamental legal principles behind contractual agreements.
CLO3 Apply3 the laws related to the Sales of Goods Act, 1930 including performance of
contract of sale in business practice.
CLO4 Identify4 various provisions of the Negotiable Instruments Act, 1881, types of
Negotiable Instruments and the laws related to bouncing of cheques.
CLO5 Analyse4 the relevance of Cyber and IT Act and Consumer Protection Law to
individuals and businesses.
CLO6 Analyse4 varied forms of Intellectual Property and procedures with regard to
registration of Patent, Design, Copyright, Trademark and remedies available for
violation of IPR in business context.
Unit Description Hours

I The Indian Contract Act 1872 I: Meaning of Business Law- Sources of Business 8
Law; Nature and Formation of Contract, Essentials of valid contract, Offer &
Acceptance, Acceptance & Revocation, Capacity of Contract, Coercion, Duress &
Undue Influence, Fraud, Misrepresentation, Mistake, Legality of Object.
II The Indian Contract Act 1872 II: Contingent Contract, Quasi Contract, 8
Performance of Contract, Breach of Contract- Remedies for Breach of Contract.
Partnership Act.
III Sale of Goods Act, 1930: Essentials of Contract of Sale of Goods- Goods and Their 8
Classification, Price, Conditions and Warranties- Passing of Properties and Goods,
Performance of Contract of Sale- Remedies for Breach of Contract of Sale-Unpaid
Seller and Seller rights, Buyers right.
IV Negotiable Instruments Act, 1881: Negotiable Instruments – Meaning and 8
Characteristics, Assumptions, Kinds of Negotiable Instruments- Holder and Holder
in due course-Transferability and Assignment of Negotiable Instruments-
Negotiations, Crossing and Dishonour of Cheque, Conditions for refusal of
payments by Banker; Bouncing of Cheque, Endorsements, indorsement, Kinds of
bills, their expectancies, Presentment, , Compensation, Hundies & their Kinds.
V Information Technology (IT) Act: Information Technology Act 2000 and 8
Amendment 2008, 2013, 2018 basis, objective, features; Electronic Message,
Document and Contract; Digital Signatures-Certifying Authorities, Offences;
Electronic Governance - Procedure; Cyber Crimes and Cyber Security Law, CRAT.
VI Consumer Protection Act: The Companies Act 1956; Nature, Kinds and formation 8
of Companies; Rights of Consumers, Consumer Safety; Unfair Trade Practices;
Enforcement of Consumer Rights; Nature and Scope of Complaints, Consumer
Dispute Redressal Agencies; Remedies Available to Consumers; Right to
Information Act, 2005; IPR Act – Classification and registration of Patent,
Design, Copyright, Trademark and Emerging issue and remedies available for
violation of IPR.
Text & Reference Books:
 Aggarwal, S. K.. Indian Business Laws (second Edition). India, Galgotia Publications, 2006.
 Kapoor, N.D., Business Law: Including Companies (Amendment) Act, 2019. N.p., Sultan Chand & Sons, 2020.
 Kuchhal M.C. & Kuchhal Vivek, Business Law, 6th Edition. India, Vikas, 2013.
 Pillai. R S N, Business Law. India, S. Chand Limited, 1999.
 Sharma, Vakul. Information Technology Law and Practice. India, Universal Law Publishing, 2011.
MBC304R CORPORATE GOVERNANCE

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
The value of a firm depends on good corporate governance practices protecting investors. Greater
protection of shareholders lowers the cost of capital due to better risk mitigation. Thus, the set of
governance practices, rules, and regulations that promote private sector investment and jobs creation
also promote firm value. Topics include the role and responsibilities of shareholders (principals), the
boards of directors (the principals' representatives), and the executive management (agent). The course
looks into corporate pyramidal structures, hostile takeovers, and the failure of the market for corporate
control.

CLO1 Discuss2 the concepts and importance of business ethics in an organization.
CLO2 Discuss2 the significance and features of good corporate governance practices.
CLO3 Explain2 role of regulators for enhancing corporate governance practices
CLO4 Analyze4 the composition and relevance of the board in corporate governance.
CLO5 Assess4 the impact of whistle blowing
CLO6 Identify4 appropriate solutions for the problems with respect to ethics in business, practices
of good corporate governance and corporate social responsibility.

I Introduction to Business Ethics: Meaning of Values, Ethics and Business Ethics, 8
Ethical Principles and Practices; Ethical Issues in Business. Workers and Employee
Rights and Responsibilities, Profit Maximization vs. Social Responsibility.
Case Study on business ethics should be discussed.
II Introduction to Corporate Governance: The Corporation, Strategy Formation 8
and Value Creation. Corporate Governance: Concept, Significance and Features of
Good Corporate Governance Practices, Sustainable Corporate Governance.
Case study on significance of good corporate governance practices by the firm(s).
III Role of Regulators: Role played by Regulators to improve Corporate Governance 8
Practices, Accounting Standards and Corporate Governance, Corporate Disclosure,
Insider Trading.
Exercise / case study on composition and relevance of the board & regulators in corporate
governance practices.
IV Corporate Governance and Role of Board: Ownership and Shareholders; 8
Relevance and Composition of the Board, Role of Board, Outside Directors on the
Board (independent, nominee), Executive and Non-Executive Directors, SEBI
clause 49, Directors and Financial Institutions in enhancing corporate governance;
The Management and Compensation.
Case study on role of Board in Success and Failure of Corporate Governance.
V Enhancing Corporate Governance: Auditors - Duties and Responsibilities of 8
Auditors, Corporate Governance and Internal Auditors, Whistle blowing: Kinds of
Whistle Blowing, Precluding the need for Whistle Blowing. Discrimination,
Affirmative Action, and Reverse Discrimination: Equal Employment Opportunity,
Affirmative Action, Preferential Hiring
Case study on Whistle Blowing.
VI Corporate Governance Case Study: Corporate Governance Code, Transparency, 8
Disclosure and Communication; Global issues of Governance, Corporate Scams,
Committees in India and Abroad, Corporate Social Responsibility.
Case study on Global issues of Governance, Corporate Scams.
 D Geeta Rani, R K Mishra Corporate Governance. India, Excel Books, 2009.
 Fernando A.C. Business Ethics and Corporate Governance. India, Pearson Education, 2010.
 Mathur U C, Corporate Governance and Business Ethics: Text and Cases. India, Macmillan India Limited, 2005.
 Minow, Nell, and Monks, Robert A. G. Corporate Governance. United Kingdom, Wiley, 2004.
 Murthy, C. S. V. Business Ethics and Corporate Governance. India, Himalaya Publishing House, 2009.
MBC306 E-BUSINESS

Theory
2 - - 2 FET 100 40%
(100)
Course Description
This course will provide overview of e-business and their related issues. It covers many topics in e-
business, including basic knowledge of e-business and the related information technology, e-business
models, e-Payment,

CLO1 Discuss2 the concepts and importance of e-business vs traditional offline business.
CLO2 Explain2 role of regulators for enhancing corporate governance practices
CLO3 Analyze4 the e-marketing techniques and issues in E-Marketing and E-selling.
CLO4 Assess4 the technological issues of e-Business systems and its impact on business.

I Introduction to E-Business: Concept, E-Business vs. the Offline/Traditional 8
Business & its Mechanism, E-Business Framework Architecture, Forces Effecting
E-Business, Requirements of E-Business, Functions of E-Business.
Case Study on E-Business vs. the Traditional Business or Functions of E-Business.
II E-Payment Systems: Electronic Funds Transfer, Modern Payment Systems, Steps 8
for Electronic Payment, Net Banking, Concept of EDI, Advantages of EDI.
Case study on significance of Modern Payment Systems.
III E-Marketing: E-commerce and its impact of on markets; Traditional Marketing vs. 8
E-Marketing, E-Selling, Issues in E-Marketing and E-selling, Promoting E-
Business, Direct Marketing – One to One Marketing.
Exercise / case study on Issues in E-Marketing and E-selling practices.
IV E-Security: Need for security and control in e-business, Threats to security, attacks, 8
physical security and logical security, Protection Methods, Firewalls,
cryptography, Security policy.
Case study on security and control in e-business.
 Combe, Colin. Introduction to E-Business. Netherlands, Taylor & Francis, 2012.
 Gaurav Gupta, Sarika Gupta, E-Commerce, Khanna Book Publishing, Second edition, 2011
 Nidhi Diwan, Introduction to E-Commerce, International Book House Pvt Ltd., 2010.
 U S Pandey, Saurabh Shukla, Bajaj and Nag, E-commerce and Mobile Commerce Technologies, S Chand Publishing;
Second edition, 2007
MARKETING MANAGEMENT
ELECTIVE PAPERS
(*Any Two elective papers as 308R and 310R)
MBCMKT BRAND MANAGEMENT
(Program Elective | School of Management)

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
This course provides an opportunity to internalize the concepts, principles and tools important in
successful branding. The course covers the branding and principles of branding and strategy, importance
of brand equity and how to build and manage brand equity, brand positioning, brand communication.

CLO1 Explain2 the concepts, functions and importance of brand in marketing.
CLO2 Discuss2 strategic brand management process and strategies.
CLO3 Explain4 need and importance of brand communication and promotion.
CLO4 Determine2 types and factor influencing brand extension.
CLO5 Summarize2 the concepts and importance of brand equity, brand valuation and brand audit.
CLO6 Analyse4 recent practices of brand management.

I Introduction to Brand: Meaning and concept of Brand; Definition, Importance 8
and Advantages and Disadvantages of Branding, Functions of Brand, Significance
of Brand, Types of Brand.
II Brand Strategies: Strategic Brand Management Process, Building A Strong Brand, 8
Brand Knowledge, Brand awareness, Brand Portfolio, Brand Positioning,
Establishing Brand Value, Brand Vision Brand Elements.
III Brand Communication: Need and Importance of Brand Communication, Brand 8
Image Building, Brand Loyalty, Brand Promotion Methods, Role of Brand
Ambassador, Online Brand Promotion.
IV Brand Adoption and Extension: Brand Adoption Practices, Need for brand 8
Extension, Advantages of Brand Extension, Factor Influencing Brand Extension,
Types of Brand Extension, Brand Rejuvenation, Re-Branding.
V Brand Performance: Measuring Brand Performance, Brand Equity Meaning And 8
Brand Equity Management, Measuring Brand Equity, Brand Valuation, Brand
Audit, Role of Brand Manager Branding For Global Market, Branding challenges
and opportunities.
VI Recent Practice and Case Study on Brand Management: Importance of 8
Branding, Effective Brand Communication, Brand Loyalty, Factor Influencing on
Brand, Brand Positioning..
 Kevin Land Keller, Strategic Brand Management, Pearson 4th edition, 2013.
 Kepferer J.N., Strategic Brand Management,4th edition Kogen press, 2008
 Moorthi YLR, Brand Management, Vikas Publishing, 2001
 Aker and David, Building Strong Brand, 1995.
MBCMKT RETAIL MANAGEMENT

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
The purpose of this course is to introduce the student to the world of retailing from a managerial
viewpoint. This is the elective course from marketing area. This course intends to provide the students
with an overview of the retail industry, concepts and processes.

CLO1 Describe2 basic concepts, formats and types of Retailing.
CLO2 Explain2 various models in retailing.
CLO3 Recognize2 factors influencing the retail consumer.
CLO4 Analyse4 retail market segmentation and strategies.
CLO5 Select4 right retail location for a company.
CLO6 Discuss2 the emerging trends in retail industry.

I Introduction to Retailing: Concept of Retailing, Retailer’s Role in a Distributional 8
Channel, Functions Performed by Retailers, Retail Formats and Types, Retailing
Channels, Importance of Retailing.
II Retail Industry in India: Changing Trends in Retailing, Business Models in Retail, 8
Theories of Retail Development, Retail Consumer, Retail Marketing Mix.
III Understanding the Retail Consumer: Retail Consumer Behavior, Factors 8
Influencing the Retail Consumer, Customer Decision Making Process, Types of
Decision Making, Market Research for Understanding Retail Consume.
IV Retail Market Segmentation and Strategies: Market Segmentation and its 8
Benefits, Kinds of Markets, Definition of Retail Strategy, Retail Value Chain.
V Retail Location Selection: Importance of Retail Locations, Types of Retail 8
Locations, Factors Determining the Location Decision, Steps Involved in Choosing
a Retail Locations, Measurement of Success of Location, Meaning of
Merchandising, Factors Influencing Merchandising.
VI Emerging Trends in Retailing: Changing Nature of Retailing, Organized 8
Retailing, Modern Retail Formats, E-Tailing, Challenges Faced by the Retail
Sector.
 A Sivakumar, Retail Marketing, Excel Books New Delhi
 Suja Nair, Retail Management, Himalaya Publishing House Mumbai
 Swapna Pradhan, Retailing Management, Tata McGraw‐ Hill Publishing Company
 David Gilbert, Retail Marketing Management, Pearson Education

MBCMKT INTERNATIONAL MARKETING

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
The course aims at exposing the students to the global business activities, marketing in international
business and global forces transforming the international business today. The course would develop a
general perspective about managing international business both in operational as well as strategic
context.

CLO1 Explain2 basic concepts and Significance of International Marketing and International
Marketing Environment.
CLO2 Select3 appropriate International marketing strategies for product and/or services.
CLO3 Apply3 the international product life cycle theory to the modern international marketing
principles and its functions.
CLO4 Choose3 suitable international distribution channels and distribution strategies for a
product/service.
CLO5 Explain2 the concepts and importance of export marketing.
CLO6 Formulate4 the pricing strategies for international marketing.

I Introduction to International Marketing: Concept, Scope and Significance of 8
International Marketing, Differences between International and Domestic
Marketing; International Marketing Environment, International Social & Culture
Environment, the Political and Legal Environment, Technological Environment of
International Marketing.
II International Marketing Strategies: International Market Entry Strategies- 8
Indirect Exporting, Domestic Purchasing, Direct Exporting, Foreign
Manufacturing Strategies without Direct Investment, Foreign Manufacturing
Strategies with Direct Investment; STP strategy in International Marketing; Entry
Strategies of Foreign Companies in Indian Firms.
III International Product Management: International Product Positioning, 8
International Product Life Cycle theory, Differentiation and Positioning Strategies
- Global Branding and Different Positioning of the same Brand in Different
Countries; Gray Market Goods; New Products in Intentional Marketing, Product
and Culture, Brands in International Market.
IV International Distribution Channels: International Distribution Channels 8
Concept and Types–Distribution Structures, Distribution Patterns, Factors effecting
Choice of Channels, the Challenges in Managing an International Distribution
Strategy; Selecting Foreign Country Market Intermediary. The Management of
Physical Distribution of Goods, Advertising and Branding.
V Export Marketing: EXIM Policy of India; Export Market Selection, Export Entry 8
Modes; Export Marketing – Concept and Importance; Export Pricing Decisions;
Export Marketing Promotion and Communication Decision; Export Order and
Physical Distribution.
VI Pricing for International Market: Key Factors in Global Pricing & Methods, 8
Pricing Policies – Marginal Cost, Cost Plus, Market Oriented, Export payment
methods – L/C, Advance, DA/DP, FIBC, Counter Trade, Transfer Price, Dumping
& Legal Aspects.
 Albaum International Marketing and Export Management. India, Pearson Education, 2006.
 Czarnecka, Barbara, et al. International Marketing. United Kingdom, SAGE Publications, 2018.
 Mathur, U C. International Marketing Management: Text and Cases. India, SAGE Publications, 2008.
 Srinivasan, R. International Marketing. India, Prentice Hall India Pvt., Limited, 2016.
 Vasudeva, P. K. International Marketing. India, Excel Books, 2006.
FINANCIAL MANAGEMENT
ELECTIVE PAPERS
MBC FIN FINANCIAL DECISION ANALYSIS

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
During the course, students will be able to explain the concepts as capital structure decisions, business
valuation, financing decisions, dividends, mergers & acquisitions and international cash management.

CLO1 Explain2 the importance and types of financial analysis and factors influencing financial
decisions.
CLO2 Recognize2 basic factors influencing financial decisions and various ratios.
CLO3 Demonstrate2 the financial viability of a business using various techniques of financial
projection.
CLO4 Apply3 concepts of certainty, risk, uncertainty and various techniques used in the
measurement of risk for risk analysis in investment decisions
CLO5 Use3 capital asset pricing model (CAPM) and EVA analysis to determine expected return and
risk on capital and /or investment respectively.
CLO6 Apply3 concept of strategic and financial planning and various approaches of profit planning

I Introduction to Financial Decision Analysis: Meaning, Concept and Importance 8
of financial statements and analysis; Types of financial analysis; Major financial
decision areas; Parties Interested in Financial Analysis;
II Factors Influencing Financial Decisions: Basic factors influencing decisions 8
financial – External & Internal Factors; Financial Ratio analysis and measures of
performances - Viewpoints of Management, Owner, Lender; Financial Information
System.
III Projection of Financial Requirement: Financial projection – Concept, 8
Components, Uses and Various Techniques of Financial Projection; Sustainable
Growth and Proforma Forecast, Challenge of Attaining Sustainable Growth-
Sustainable Growth Rate, Proforma Forecast.
IV Certainty, Risk and Uncertainty: Concept of Certainty, Risk and Uncertainty; 8
Risk – Reasons, Types and Measurement of Risk; Risk- Return Relationship, Cost
of Uncertainty; Utility theory and risk analysis in investment decisions-Risk
Averter, Risk Seeker And Risk Neutral; Decision Tree Analysis –Concept, types of
nodes and their functions.
V Capital Asset Pricing Model: Capital asset pricing model- Assumptions, Capital 8
and Security market line, Asset pricing implication of CAPM, Economic value
added and investment analysis. Capital market expectations, Asset allocation;
Formulation of portfolio strategy.
VI Strategy and Financial Planning: Profit Planning – Concept & Approaches of 8
profit planning; Capital Expenditure Decision-Factors. Techniques; Stages Of
Project Financing; Tax Planning In India; Make or Buy Decisions; Taxation and
Capital Structure Policies, Factors,
Numerical problems on above applicable topics.
 Prasanna Chandra, Investment Analysis and Portfolio Management, 5th Edition, McGraw Hill Education.
 Robert C. Higgins, Analysis for financial management, McGraw Hill Education, 2009.
 V.A. Avadhani, Security Analysis and Portfolio Management, 10th Revised Edition, Himalaya Publishing
House, 2016.
 Vance, David E. Financial Analysis and Decision Making. United Kingdom, McGraw Hill LLC, 2002.
MBCFIN INVESTMENT MANAGEMENT

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
This course provides a broad overview of investment environment and introduces different investment
alternatives available to an investor along with their markets. Then it moves to computation of risk and
return of an individual asset as well as that of portfolios and selection of optimal portfolio. This course
will provide students with foundation knowledge of investment management.

CLO1 Develop2 a basic understanding of the investments field and investment environment.
CLO2 Comprehend2 the functionalities of the securities and money market and its components.
CLO3 Apply3 technique of fundamental analysis for investment decision.
CLO4 Apply3 technique of Technical analysis for investment decision in security market.
CLO5 Analyse4 the optimal portfolio by using statistical measures.
CLO6 Determine5 asset prices with the help of various theories of market efficiency.

I Basics of Investment: Meaning of Investment; Investment Categories, Investment 8
avenues/alternatives; Investment Process; Speculation and Gambling, Non-
Marketable Financial Assets.
II Security Market and Money Market Instruments: securities markets; securities 8
market institutions; Bond/Debentures, Equity Shares, Schemes of LIC, Mutual
Funds, Money Market Instruments for Investments.
III Fundamental Analysis: Economic Analysis, Significance and Interpretation of the 8
Economic Indicators, Industry Analysis, Industry Growth Cycle, Company
analysis, Accounting Policies, Profitability, Dividend Policy.
IV Technical Analysis: Technical Tools, The Dow Theory, Primary Trend, The 8
secondary Trend, Minor Trends, Support and Resistance Level, Indicators, Odd Lot
Trading, Moving Average, Rate of Change, Charts, Technical Indicators, Charting
Techniques, Efficient Market Theory, Weak, Semi Strong, Strong Form, Random-
Walk Theory.
V Portfolio Analysis: Portfolio and Single Asset Returns and Risk, Mean Variance 8
Criterion: Covariance, Portfolio Markowitz Model, Risk and Return with Multiple
Asset, Correlation, Sharpe’s Optimal Portfolio, Construction of the Optimal
Portfolio .
VI Equity Valuation: Valuation by comparable; Limitations of Book Value; Intrinsic 8
Value versus Market Price; Dividend Discount Models; the Constant-growth DDM;
Stock Prices and Investment Opportunities; Life Cycles and Multistage Growth
Models; The Price–Earnings Ratio and Growth Opportunities; Pitfalls in P/E
Analysis; Free Cash Flow Valuation Approaches;
 Alexander, G. J., Sharpe, W. F. & Bailey, J. V. Fundamentals of investments. Prentice Hall of India Ltd.
 Bhalla, V.K. Investment Management (Security Analysis and Portfolio Management), 19th Ed. S. Chand
Ltd, 2008.
 Bodie, Z., Kane, A., Alan, J. M. Essentials of investments. New York: McGraw Hill. 2010.
 Jordan, B. D. & Miller, T. W. Fundamentals of Investments. New York: McGraw-Hill Irwin.
 Maheshwari, Yogesh. Investment Management. India, PHI Learning, 2008.
 Reilly, F. K. & Keith, C. B. Investment analysis and portfolio management. Cengage Learning (India) Pvt Ltd.
MBCFIN TAX PLANNING

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
This course provides theoretical knowledge in the field of tax planning. This course aims at teaching
Indian tax system, various heads of income and tax planning,

CLO1 Identify 2 tax planning by considering various issues.
CLO2 Apply3 tax planning for cash flow statement.
CLO3 Apply3 tax planning by income from house property.
CLO4 Illustrate3 tax corporate planning.
CLO5 Determine2 tax planning for dividend policy.
CLO6 Evaluate5 tax planning by considering various corporate issues.

I Introduction to Tax and Tax Planning: Meaning of Tax, Purpose and 8
Classification of Taxes, India’s Tax System, Residential Status; Tax Planning-
Concept, Need and Limitation; Meaning of Colourable Devices, Relation between
the Different Direct Taxes and Problems in Tax Planning; Various heads of Income.
II Tax Planning and Cash Management: Various Recognized Methods of Tax 8
Planning – Legal Diversion of Income, Maximum Claim for Deduction, Taking
Advantages of Tax Free Sources of Income; Tax Planning and cash management
including the problems of cash flows and cash budget.
III Tax Planning and Income: Tax Planning for Residential Status and Tax planning 8
in respect of income from salaries and income from House Property.
IV Tax Planning and Profits and Gains: Tax Planning for profits and gains of 8
business or profession including depreciation, Corporate Tax Planning and MAT.
V Tax Planning and Dividend Policy: Tax Planning for Capital Gains and Income 8
from other sources and Tax Planning factors for Dividend Policy.
VI Financial Services: Selection of form of business organization from the tax angle 8
– partnership versus limited company – Indian branch of foreign company versus
Indian Company, foreign Branch of Indian Company, Subsidiary versus branch
 Corporate Tax Planning & Management A.Y 2020-21 & 2021-22. N.p., Sahitya Bhawan Publications, 2020.
 Khan, M.Y., Indian Financial System, Tata McGraw-Hill Education Pvt. Ltd., New Delhi, 2013.
 Pathak, Bharati, Indian Financial System, Dorling Kindersley India Pvt. Ltd. licensees of Pearson Education in
South Asia, New Delhi, 2014.
 Gaur &Narang, Direct Taxes Procedure and Practice
 Direct Taxes – B. B. Lal.
 Mehrotra and Goyal Direct Taxes
 Agarwal, Tax Planning for Companies.
 Vinod K Singhania Corporate Tax Planning
INTERNATIONAL BUSINESS
ELECTIVE PAPERS
MBCIB INTERNATIONAL INSTITUTIONS AND TRADE ORGANIZATIONS

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
It focuses on analyzing the gains from trade, the changing patterns of trade, the income distributional
consequences of liberalizing foreign trade, the relationship between trade, investment, and economic
growth, and the reasons for and consequences of trade policies.

CLO1 Analyze4 the role and importance of International Institutions in international trade.
CLO2 Differentiate2 between GATT and WTO and their functions.
CLO3 Identify2 the Functions of IMF for international trade.
CLO4 Differentiate2 the various international agencies in context of international business.
CLO5 Identify2 special focus areas of UNCTAD.
CLO6 Discuss2 about World Trade and World Economy.

I Introduction to International Institutions and Trade: Overview of International 8
Institutions – IMF, WTO, World Bank, Global Trade Trends; Economic Growth
and International Trade; Entry Strategies.
II Introduction to World Trade Organization (WTO): Background, Functions and 8
Objectives, GATT: Difference between GATT and WTO, General Agreement on
Trade in Services (GATS); Dispute Settlement Mechanism, Most Favored Nation
(MFN), Provision for Developing Country.
III International Monetary Fund (IMF): Background and Objectives of IMF; 8
Functions of IMF – Surveillance, Financial Assistance, and Technical Assistance,
Quota, SDR’s, Lender of Last Resort..
IV World Bank: Background, Objectives and Functions, International Bank for 8
Reconstruction and Development (IBRD), International Development Agency
(IDA), Multilateral Investment Guarantee Agency (MIGA), International Finance
Corporation (IFC).
V United Nations Conference on Trade and Development (UNCTAD): 8
Background, Functions and Objectives, Special Focus areas - Finance, Technology,
Investment and Sustainable Development; UNCTAD and International Chamber
of Commerce (ICC), International Labour Organization (ILO).
VI Globalization in World Trade and World Economy: Macroeconomic aspects of 8
the globalization, its influence on trade and capital flows, Current situation in the
global economy and its short-term forecast, Entrepreneurial strategies in a
globalizing world economy.
 Cherunilam, Francis. International Trade and Export Management. India, Global Media, 2010.
 Krugman, Paul R., et al. International Trade: Theory and Policy. India, Pearson India Education Services, 2017.
 The World Trade Organization and Trade in Services. Netherlands, Martinus Nijhoff Publishers, 2008.
 Ratnesh, Kumar. WTO (World Trade Organisation): Structure, Functions, Tasks and Challenges. India, Deep
& Deep Publications, 1999.

MBCIB CROSS CULTURAL MANAGEMENT

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
The multi-cultural environment in today’s workplace provide new challenges to business managers.
Globalization has led to an increase in cross-border mergers and acquisitions, strategic alliances, and
global relocations. Managing cultural differences is now recognized as a key factor in achieving
organizational objectives. The course examines issues related to cultural diversity within the work force
and the problems inherent in the management of a firm’s activities on an international scale. This course
will help you develop an understanding of the impact of culture on business behaviours and practices.

CLO1 Explain2 role of culture in international business and the importance of managing cultural
differences.
CLO2 Demonstrate2 cultural sensitivity and communicate effectively across cultures.
CLO3 Use3 understanding of cultural differences in behaviour and mindsets to prepare for
international negotiation
CLO4 Design5 the strategy for a culture change in international business.
CLO5 Identify2 the desirable competencies for an effective global manager.
CLO6 Analyze4 the influence of culture on different functions of management including
communication, negotiation, leadership, human resource management and teams.

I Introduction to Culture: Concept Of Culture in a Business Context; Values and 8
Norms in Culture, Dimensions of Culture; Organizational Culture - Role of Culture in
International Business, Analytical Framework of Cultural Factors, Importance of
Managing Cultural Differences; Workplace Culture.
II Culture and Communication:, Elements and Processes of Communication across 8
Cultures; Barriers To Intercultural Communication- Verbal Language, Written and
Non-Verbal Communication; Cultural Sensitivity and Communication Strategy for/ of
an Indian MNC and Foreign MNC and High Performance Winning Teams and
Cultures; Culture Implications for Team Building, Cross-cultural Communication
Failures, The Cross-Cultural Communication Process,
III Negotiation and Decision Making: Cross Culture: Concept and Process of 8
Negotiation, Decision Making Process; Needed Skills and Knowledge Base –
Overview with Two Illustrations from Multi Cultural Contexts [for example India –
Europe/ India – US settings], Structure & Culture in an Organization Context.
IV Corporate Culture: Diagnosing Organizational Cultures, Designing the Strategy for 8
a Culture Change, Successful Implementation of Culture Change, Measurement of
Ongoing Improvement; Global Human Resources Management.
V Cross Cultural Team Management: ‘Group’ and ‘Team’, Types of teams, 8
Characteristics of the Multicultural Team; Advantages of Multicultural Teams over
Homogeneous Teams; Competencies & Skills for a Global Manager; Groups Processes
During International Encounters; Conflicts At Work and its Consequences; Dealing
With Conflicts.
VI Cross-cultural Leadership: Leadership in an International Context- Requirements for 8
Global Leadership, Functions of Global Leaders, Role of Values in Global
Leadership, Leading Cross Cultural Teams. Cultural Diversity Trends and
Examples.
 Fred Luthans and Jonathan P. Doh. International Management: Culture, Strategy, and Behavior. 8th
Ed., McGraw-Hill, 2005.
 Madhavan, Shobhana. Cross-Cultural Management: Concepts and Cases. India, Oxford University Press, 2011.
 Mahadevan, Jasmin. Cross-Cultural Management: A Contemporary Approach. United Kingdom, SAGE
Publications, Limited, 2023.
 Thomas, David C., and Peterson, Mark F. Cross-Cultural Management: Essential Concepts. United
Kingdom, SAGE Publications, 2017.
 Velo, Veronica. Cross-Cultural Management. United States, Business Expert Press, 2011.
MBCIB INTERNATIONAL MARKETING

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
The course aims at exposing the students to the global business activities, marketing in international
business and global forces transforming the international business today. The course would develop a
general perspective about managing international business both in operational as well as strategic
context.

CLO1 Explain2 basic concepts and Significance of International Marketing and International
Marketing Environment.
CLO2 Select3 appropriate International marketing strategies for product and/or services.
CLO3 Apply3 the international product life cycle theory to the modern international marketing
principles and its functions.
CLO4 Choose3 suitable international distribution channels and distribution strategies for a
product/service.
CLO5 Explain2 the concepts and importance of export marketing.
CLO6 Formulate4 the pricing strategies for international marketing.

I Introduction to International Marketing: Concept, Scope and Significance of 8
International Marketing, Differences between International and Domestic
Marketing; International Marketing Environment, International Social & Culture
Environment, the Political and Legal Environment, Technological Environment of
International Marketing.
II International Marketing Strategies: International Market Entry Strategies- 8
Indirect Exporting, Domestic Purchasing, Direct Exporting, Foreign
Manufacturing Strategies without Direct Investment, Foreign Manufacturing
Strategies with Direct Investment; STP strategy in International Marketing; Entry
Strategies of Foreign Companies in Indian Firms.
III International Product Management: International Product Positioning, 8
International Product Life Cycle theory, Differentiation and Positioning Strategies
- Global Branding and Different Positioning of the same Brand in Different
Countries; Gray Market Goods; New Products in Intentional Marketing, Product
and Culture, Brands in International Market.
IV International Distribution Channels: International Distribution Channels 8
Concept and Types–Distribution Structures, Distribution Patterns, Factors effecting
Choice of Channels, the Challenges in Managing an International Distribution
Strategy; Selecting Foreign Country Market Intermediary. The Management of
Physical Distribution of Goods, Advertising and Branding.
V Export Marketing: EXIM Policy of India; Export Market Selection, Export Entry 8
Modes; Export Marketing – Concept and Importance; Export Pricing Decisions;
Export Marketing Promotion and Communication Decision; Export Order and
Physical Distribution.
VI Pricing for International Market: Key Factors in Global Pricing & Methods, 8
Pricing Policies – Marginal Cost, Cost Plus, Market Oriented, Export payment
methods – L/C, Advance, DA/DP, FIBC, Counter Trade, Transfer Price, Dumping
& Legal Aspects.
 Albaum International Marketing and Export Management. India, Pearson Education, 2006.
 Czarnecka, Barbara, et al. International Marketing. United Kingdom, SAGE Publications, 2018.
 Mathur, U C. International Marketing Management: Text and Cases. India, SAGE Publications, 2008.
 Srinivasan, R. International Marketing. India, Prentice Hall India Pvt., Limited, 2016.
 Vasudeva, P. K. International Marketing. India, Excel Books, 2006.
HUMAN RESOURCE MANAGEMENT

ELECTIVE PAPERS
MBCHR INDUSTRIAL RELATIONS

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
The course helps the student understand and apply the concept of industrial relations and the system in
which it operates. This course intends to cover the various concepts of Industrial relations between
Employer and Employee.

CLO1 Discuss2 the nature and objectives of Industrial Relations and the factors affecting IR.
CLO2 Illustrate2 the role of trade union and the causes & impact of industrial disputes in the
industrial setup.
CLO3 Apply3 the essential knowledge of industrial relations in maintaining discipline and grievance
handling.
CLO4 Appraise5 collective bargaining as a tool to redress industrial disputes.
CLO5 Determine2 the welfare provisions to be provided to the employees.
CLO6 Analyse4 the need, importance and methods of workers’ participation in management.

I Introduction to Industrial Relations: Definition Objectives, Evolution of IR, 8
Importance of IR, Participants in IR – Aspects Of IR –Industrial Relations Strategy –
Requirements of Successful Industrial Relations Program.
II Trade Unionism: Trade Union- Origin and Growth, Concept, Objectives, Functions; 8
Problems of Trade Unions; Industrial Disputes: Causes, Impact, Strikes, Prevention,
Industrial Peace, Government Machinery, Conciliation, Arbitration, Adjudication.
III Discipline and Grievance: Meaning and Features of Discipline; Objectives, Types 8
of Discipline, Acts of Indiscipline, Purposes and Procedures of Disciplinary Action;
Meaning and Nature of Grievance- Causes of Grievance- Grievance Redressal
Procedure.
IV Collective Bargaining: Concept and Features of Collective Bargaining, Bargaining 8
Process - Strengths and Skills, Essentials Conditions of Successful Bargaining,
Emerging Issues in Collective Bargaining, Process of Collective Bargaining; CB
Practices in India.
V The Factories Act, 1948: Introduction, Objectives, Provisions Related to 8
Working Conditions, Labour Welfare, Health and Safety.
VI Workers Participation in Management: Definitions, Objectives, Importance, Pre- 8
Requisites for Effective Participation, Levels of Participation, Methods or Forms of
Workers Participation. Workers Participation in Management Practices in India.
 Mamoria C.B. and Sathish Mamoria, Dynamics of Industrial Relations, Himalaya Publishing House, New
Delhi, 2007.
 Venkata Ratnam, Chaganti Satya, and Dhal, Manoranjan. Industrial Relations. India, Oxford University
Press, 2017.
 Subba Rao, Essentials of Human Resource Management and Industrial relations (Text and Cases), Himalaya
Publications, 2007.
 Mike Terry, Trevor Colling, Industrial Relations: Theory and Practice. United Kingdom, Wiley, 2010.
MBCHR PERFORMANCE MANAGEMENT

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
This course highlights the concepts, process, methods and techniques used for performance appraisal
and management in an organization.

CLO1 Explain2 performance management to be used in the organizations.
CLO2 Apply3 different theories of performance management.
CLO3 Explain2 the concepts, purpose and dimensions of performance management system.
CLO4 Apply3 the suitable cycle of performance management and appraisal methods.
CLO5 Develop4the plan and evaluate the performance management planning process.
CLO6 Develop4the documentation of performance management

I Introduction to Performance Management: Evolution of Performance Management, 8
Definitions and Differentiation of Terms Related to Performance Management.
Applications of Performance Management System, Importance of Performance
Management, Linkage of Performance Management to Other HR Processes.
II Theories of Performance Management: Theory and its Application in Goal Theory, 8
Control Theory, Social Cognitive Theory, Organizational Justice Theory; Learning
Theories and Principles, Role of Organizational Reward Systems, Behavioural
Performance Management and OB Modification.
III An Overview of Performance Management: Concept Aims and Purpose of 8
Performance Management System, Elements of Performance Management,
Performance Appraisal v/s Performance Management, Designing a Performance
Management System.
IV Process of Performance Management: Performance Management Process, 8
Performance Management Planning Process, Mid-cycle Review Process, End-cycle
Review Process; Performance Appraisal – Methods and Process; Performance
Counselling.
V Performance Management Planning and Development: Performance Management 8
Planning – Concept, Importance and Process - Steps of PMPD, Competency Mapping,
Assessment of Competency Models, Performance Agreement.
VI Mechanics of Performance Management Planning and Documentation: The Need 8
for Structure and Documentation, Manager’s and Employee’s Responsibility in
Performance Planning Mechanics and Documentation, Mechanics of Performance
Management Planning and Creation of PM Document
 Cadwell, Charles M. Performance Management. United Kingdom, AMACOM, 2002.
 K. Aswathappa, Human Resource Management, Text and Cases, Himalaya Publishing House. 2018.
 R K Sahu. Performance Management System. India, Excel Books, 2009.
 Raymond Noe and Amitabh DeoKadwani., Employee Training and Development, Tata Mc-Graw Hill
Publications, 7E.
 Tapomoy Deb. Performance Appraisal and Management. India, Excel Books, 2009.
MBCHR HR ANALYTICS

FET 30
Theory 40%
4 - - 4 CAT 20 40%
(100)
ESE 50 40%
Course Description
This course will help you to learn how to use HR analytics to improve decision making in business. This
course focuses on the tools, methods and techniques of HR analytics to understand real world corporate
scenario. It also covers application of analytics in various HR sub-systems and systems.

CLO1 Explain2 significance and concept of HR analytics in business terms.
CLO2 Use3 methods of HR Accounting & Audit for decision making.
CLO3 Explain2 role, development process and applications of HRIS in analytics.
CLO4 Analyse4 role of HR analytics in HR sub-systems.
CLO5 Analyse4 role of HR analytics in HR systems.
CLO6 Analyse5 the role of technology in human resource management of an organisation.

I HR Measurement: Need for HR Measurement, Significance and concept of HR 8
Analytics, HR Analytics and business linkages, Prerequisites of HR Analytics;
II Frameworks of HR Analytics: Models and frameworks of HR Analytics; Measuring 8
intellectual capital, need and rationale for HR Accounting & Audit, Approaches and
methods of HR Accounting & Audit.
III Human Resource Information System (HRIS) for HR Analytics: Human Resource 8
Information System; Role of HRIS in analytics; HRIS development and
Implementation, The development process- need analysis, systems design, structure
and culture; HRIS Applications- Making HRIS work.
IV HR Sub-systems: Analytics for HR sub-systems -HR Analytics for Staffing, Training 8
& Development, Performance Management Systems, Career Planning Systems,
Rewards and Compensation Management, Employee Relations Systems.
V Analytics for HR System: HR Performance Frameworks and Measurement Systems; 8
Measuring HR Climate and People Management Capabilities; Competency
Management Frameworks & Competency Mapping, Integration of competency-based
HR System. Measuring HR Effectiveness, The HR Scorecard.
VI Trends and Future Challenges: Technology and changes in HR Analytics, Role of 8
Social Media, Big Data and Predictive Analytics in HR, Assessing the effectiveness of
HR Analytics, Post analysis steps, Review and monitoring, Issues in HR valuation and
measurement; Emerging challenges: Global and Indian Experience..
 Bhattacharyya, Dipak Kumar. HR Analytics: Understanding Theories and Applications. India, SAGE
Publications, 2017.
 Bussin, Mark, et al. Fundamentals of HR Analytics: A Manual on Becoming HR Analytical. United
Kingdom, Emerald Publishing Limited, 2019..
 Edwards, Dr Martin, and Edwards, Kirsten. Predictive HR Analytics: Mastering the HR Metric. United
Kingdom, Kogan Page, 2019.
 K Aswathappa, Human Resource Management 6E. India, McGraw-Hill Education (India) Pvt Limited, 2010.
 Smith, Tracey. HR Analytics: The What, Why and How.... United States, Createspace Independent Pub, 2013.
ELECTIVE PAPER*
(*One paper from 312.1 and 312.2 based on earlier semester Course Group)
MBC312.1 CULTURE AND ENTERTAINMENT

2 - - 2 Theory (100) FET 100 40%
Course Description
This experience-based course will implement the principles of culture, event and entertainment
management. This course will provide students comprehensive insight into the culture and entertainment
for event management and facilitation of hands on event management. The course provides an
experiential learning opportunity as students will develop, plan and execute an official entertainment
event at school.

CLO1 Explain2 the features, sources, components of Indian culture and structure of Indian society..
CLO2 Develop5 Indian culture based entertainment program by applying concepts of cultural and
entertainment aspects.
CLO3 Apply3 concepts and practices of entertainment management in event planning.
CLO4 Use3 the Culture, Event and Entertainment concepts and execute the designed event.

I Indian History and Culture: Brief Understanding of Indian History, Cultural 8
Heritage, and Modern History of India; Indian Culture: General Features, Sources,
Components and Evolution. Structure of Indian Society, Caste System of India;
Cultural Diversities of India.
II Role of Cultural and Entertainment in Event Development: Indian Music & 8
Dances, Musical Instruments, , Indian Handicrafts, Fairs & Festival, Indian Theatre-
Different Theatrical forms, Indian Cinema- Evolution-Indian Cuisines, Role of
Cultural and Entertainment in Event Development.
III Entertainment Management in Event Planning: Entertainment Management in 8
Event Planning- Agency Negotiations, Liaison with Agents, Contract and Rider
Management, Audiovisual Management, Staff Management, Health and safety, and
Marketing and sponsorship.
IV Culture, Event and Entertainment: Types of Events, Key Element of the Event 8
Program- Fashion shows, National festivals and high-profile charity events, Live
Performances (e.g, Orchestra, Music Band, Dance, Theater, etc.), Aspects of Live
Performance Production and the skills needed for success;
Students can arrange Theater Act, Music and/or Dance festivals or Art and Craft activities, Nature &
Heritage walk/tours, Historic tours, visit to Fairs & Festival, Fashion shows etc.
 Entertainment Management: Successful Event Management Strategies. N.p., NestFame Creations Pvt Ltd..
 Basham, A.L., A Cultural History of India. Oxford University Press, USA.
 Allchin, B., Allchin, F.R. et al. Conservation of Indian Heritage, Cosmo Publishers, New Delhi
 Ferdinand, Nicole, and Kitchin, Paul. Events Management: An International Approach. SAGE Publications, 2012.

MBC312.2 FUNDAMENTAL ANALYSIS OF LISTED COMPANIES

Theory
2 - - 2 FET 100 40%
(100)
Course Description
The aim of the fundamental analysis course is to provide a basic insight about fundamental analysis and
to help you develop your skill on analyzing various listed companies for long-term investment decisions.

CLO1 Use3 Fundamental analysis to predict the long-term trends in the market.
CLO2 Explain2 various fundamental analysis and financial statements.
CLO3 Analyze4 various listed companies for long-term investment decisions.
CLO4 Discuss special cases of valuation.

I Fundamental & Technical Analysis: Concept and application; Difference 7
between technical & fundamental analysis; Features, Steps & Benefits of
Fundamental analysis.
II Approaches in Fundamental Analysis: Top Down Approach in Fundamental 7
Analysis - Economic Analysis, Company analysis, Discounted Cash Flow (DCF)
Models, and Dividend Discount Model (DDM).
III Understanding Financial Statements: Financial statements – The Director’s 7
Report, The Auditor’s Report, Financial Statements: Balance Sheet, Income
Statements, Schedules and Notes to the Accounts, Cash Flow Statement; Financial
Statement Analysis and Forensic Accounting, Comparative and Common-size
financial statements, Financial Ratios, Du-Pont Analysis, Cash Conversion cycle.
The Satyam case and need for forensic accounting.
IV Valuation Methodologies: Special cases of valuation – IPOs, Financial Services 7
firms, Net interest mar with in (NIM), Firms negative cash flows, Acquisition
valuation, Distressed companies.
 Kumar, Naveen B., and Mohapatra, Sanjay. The Use of Technical and Fundamental Analysis in the Stock Market in
Emerging and Developed Economies. United Kingdom, Emerald Group Publishing Limited, 2015.
 Schlichting, Timo. Fundamental Analysis, Behavioral Finance and Technical Analysis on the Stock Market: Theoretical
Concepts and Their Practical Synthesis Capabilities. Germany, GRIN Verlag, 2009.
 Soldat, Remy. Fundamental and Technical Analysis of Various S&P 500 Company's Stocks. For Beginners: First Steps to
Learn About the Stock Market, Overcome Your Fears and Start Investing Your Money. N.p., Remy Soldat, 2022.
 Thomsett, Michael C. Getting Started in Fundamental Analysis. Germany, Wiley, 2006.
MBC314 ENHANCEMENT COURSE IV

Theory
Workshop Mode 1 FET 100 40% 40%
(100)
Course Description
This course is designed to provide value-based or skill-based knowledge and should contain both theory
and lab/hands-on/training/fieldwork. The main purpose of these courses is to provide students with life-
skills in the hands-on mode to increase their employability.

CLO1 Explain2 the concepts related to chosen topic.
CLO2 Apply3 the concepts related to chosen topic.
CLO3 Develop5 Essential knowledge and skills related to chosen topic.
Description Hours
Enhancement course may be chosen from a pool of courses to provide value-based and/or 12
skill-based knowledge. The students should attend a workshop on any of the following
course topic. This workshop would be organized by School of Management. The resource
person(s) would be expert with experience in the defined topic.
1. Cyber Security
2. Disaster Management
3. Entrepreneurship
4. Disruptive Innovations in Management
5. Rural Immersion (Field base)
6. Foundation of Stock Trading
7. Leadership and Team Building
The assessment of the Enhancement Course shall be internal assessment at the end of the
workshop based on the topic.
******

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SANJAY GHODAWAT UNIVERSITY KOLHAPUR

FoCM’s SCHOOL OF MANAGEMENT

Curriculum for Third Year Bachelor of Business Administration for AY 2022-23

TOTAL 20 - - 21 Total Hours: 20, Total Credits: 21

SEMESTER VI (Any 2 Elective courses from below)

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