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SUPER SPECIALIZATION 19 20 21 LEADERSHIP & STRATEGY Managing Strategic Partnerships and Alliances Strategic Talent Management Negotiation Analysis 1 1 1

INTERNATIONAL MARKETING 22 23 24 25 26 International Marketing International Marketing Research OPERATIONS & SCM Global Operation Management Logistic and Supply Chain Management Operations Strategy IT & MIS 27 28 29 Business Intelligence Using Data Mining Strategic Innovation Management Strategies for Managing Networked Businesses ENTREPRENEURSHIP 30 31 32 33 Planning an Entrepreneurial Venture Business Valuation Using Financial Statements Capital Raising Strategies In Corporations WEALTH MANAGEMENT (Conducted by NUS Extension, Singapore) 1 1 1 3 1 1 1 2 1 1 1 1


COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 04 A: ENTREPRENEURSHIP (Weightage: 75%) 1. ENTREPRENEURSHIP: CONCEPT, EVOLUTION, AND SCOPE (3 HRS) Concept and evolution of entrepreneurship Corporate entrepreneurship Individual entrepreneurship: Part time, small and medium ventures 2. DEVELOPMENT OF ENTREPRENEURSHIP (6 HRS) Profile of an individual entrepreneur: Aptitude, skills, and knowledge set Entrepreneurial mindset: Creativity and innovation Profile of every individual students in terms of entrepreneurial traits 3. VENTURE PLANNING (6 HRS) Opportunity assessment Environment assessment Marketing research Financial analysis Business Plan 4. STARTING A VENTURE (6 HRS) Legal form of business: Merits and demerits of alternative forms Legal environment Sources of finance Buying a business & valuaing it Precommencement issues 5. RUNNING AN ENTERPRISE (6 HRS) Strategic planning Growth of an entrepreneurial venture: Organic & inorganic Operational dimensions of running the venture 6. RUNNING AN ENTERPRISE: SOME ISSUES (3 HRS) Networking Family business e-business 7. HARVESTING A BUSINESS (6 HRS) Valuating for harvesting (with numerical examples) Succession issues Dilution of stakes Preparing for, and actually, exiting a venture

B. SMALL BUSINESS MANAGEMENT (WITH SPECIAL FOCUS ON INDIA) (Weightage: 25%) 8. SETTING UP SMALL BUSINESS IN INDIA (4 HRS) Registration and legal formalities Procurement of space, electricity and other utilities Preproduction contracts with vendors, suppliers, customers, etc Basic start up problems and their resolution 9. MANAGEMENT OF SMALL BUSINESS IN INDIA (4 HRS) Planning and organizing Financial planning and execution Marketing Management HR issues 10. MANAGEMENT OF GROWTH (4 HRS) Stabilisation strategies Growth strategies; crises of business growth Information technology and small business BASIC TEXTS: ROBERT D HISRICH AND DEAN A SHEPHARD: Entrepreneurship (Mc Graw Hills: Latest edition) RAJEEV ROY: Entrepreneurship (OUP): Chs. 4,7,15 and 18 BUSINESS WORLD: The SME White Book 2010/11 (BW Publications:2010) All Chapters


COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. BUSINESS PRESENTATION What, and how of business presentation 2. PRESENTATION SESSION - 1 Students presentation (5 Minutes) Feedback by the faculty 3. COMMUNICATION ACTIVITY - 1 Facultys session on communication 4. PRESENTATION SESSION - 2 Students presentation (10 Minutes) Feedback by the faculty 5. COMMUNICATION ACTIVITY - 2 Facultys session on communication 6. AIDS TO COMMUNICATION Group activities Management games 7. PRESENTATION SESSION 3 Students presentation (15 Minutes) Feedback by the faculty 8. RESUME PREPARATION Ideal resume Resume writing exercise 9. PRESENTATION SESSION 4 Students presentation (30 Minutes)* (Note: This presentation shall be video recorded) Feedback 10. MONITORING OF PROGRESS Individual feedback sessions This session will be judged by a 3 member panel consisting of excom faculty, senior excom faculty, and a member of SMG team.


Excom faculty will provide feedback on students performance. Senior faculty will inturn assess the performance of excom faculty. The SMG team member will provide employability/placement index for the individual student.

An average PG level student at IIPM is expected to participate in the following exercises: - Individual Presentation - Debates - Practice interviews - Group discussion exercises - Miscellaneous sessions covering group based written, verbal, and non verbal communication exercises.

* Every student will be given a CD recording of his performances in sessions (meant to be recorded) during trimesters I & II. This will enable him to see his own transformation as a speaker. Besides, alongwith this CD, by the end of trimester II all the students will be provided personalized written feedback on their progress. BASIC TEXTS: This course is 100% hands on practice oriented one. Hence the students dont have to refer to any texts. However, the students are strongly advised to consult their mentor to obtain tips on how to further improve their presentation skills.

SERVICES MARKETING COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. INTRODUCTION TO SERVICES MARKETING (2 HRS) Understanding services Nature of services marketing 2. SERVICES MARKETING AND CUSTOMER EXPERIENCE (4 HRS) Consumer behaviour & search, experience, and credence traits Consumer decision making process; implications for service provider Customer expectation and perceptions Marketing research and customer needs identification 3. STRATEGIC ISSUES IN SERVICES MARKETING (4 HRS) Market segmentation and targeting Differentiation and positioning of services Management of demand and capacity 4. MARKETING MIX FOR SERVICES (10 HRS) Marketing mix elements Product: Service packaging Pricing of services Promotion of service Role of people factor Service processes Physical evidence and marketing 5. MAXIMIZATION OF SERVICES MARKETING POTENTIAL (4 HRS) Relationship marketing Internal marketing Service recovery BASIC TEXTS: LOVELOCK, WIRTZ, AND CHATTERJEE: Services Marketing (Pearson: South Asian Edition) HARSH V. VERMA: Services Marketing (Pearson)

BUSINESS POLICY AND STRATEGIC MANAGEMENT COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 2 1. BUSINESS POLICY AND STRATEGIC MANAGEMENT: INTRODUCTION (1 HR) Nature and purpose of business policy Objectives of business policy Strategy: Definition; levels of operations Strategic decision making Process of strategic management 2. STRATEGIC INTENT: HIERARCHY (1 HR) Meaning Hierarchy: Vision, mission, business definition, goals, and objectives 3. ENVIRONMENT APPRAISAL (2 HRS) Concept and classification External environment scanning Appraisal of external environment Internal environment: Dynamics, factors, and appraisal 4. CORPORATE LEVEL STRATEGIES (3 HRS) Levels and choices in strategy Grand strategies: - Stability strategies - Expansion strategies - Retrenchment strategies - Combination strategies Corporate restructuring 5. BUSINESS LEVEL STRATEGIES (3 HRS) Foundations of business level strategies Meaning and scope of business level strategies Generic business strategies: cost leadership, differentiation, and focus Tactical moves 6. COMPETITIVE GAMING STRATEGIES (2 HRS) Meaning and framework Structure of the marketplace Rules of engagement the three elements: Time frame, information content, and level playing Behaviour of the players

7. STRATEGIC ANALYSIS AND CHOICE (3 HRS) Process of making choice Corporate level strategic analysis Business level strategic analysis Subjective factors influencing choice Contingency strategies Strategic plan 8. IMPLEMENTATION: ACTIVATING STRATEGIES (2 HRS) Interrelationship between formulation and implementation Pyramid of strategy implementation Project implementation Procedural implementation Resource allocation 9. IMPLEMENTATION: ORGANIZATIONAL DESIGN (2 HRS) Organizational structure: Meaning and various aspects Organizational design and change Organizational systems 10. IMPLEMENTATION: FUNCTIONAL AND OPERATIONAL (3 HRS) Functional strategies, plans, and policies Financial, marketing, personnel, IT, and other plans and policies Integration of functional plans and policies Operational implementation 11. STRATEGIC EVALUATION & CONTROL (2 HRS) Overview Strategic and operational control Techniques available BASIC TEXTS: AZHAR KAZMI: Business Policy and Strategic Management (2002:TMH): All chapters, except Ch-11 VIPIN GUPTA, KAMALA GOLLA KUTA, AND R. SRINIVASAN: Business Policy & Strategic Implementation (PHI: 2007) Chs. 1-8,10,20 NOTE: The teaching here shall be heavily tilted towards business policy and strategy as adopted by Indian Businesses. Hence the students are required to rely heavily on pink papers and business magazines for sourcing relevant case studies. In the examination questions asked will be application oriented.

ORGANIZATION DEVELOPMENT COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDIT: 02 1. OVERVIEW (2 HRS) Introduction to OD Nature of planned change 2. PROCESS OF ORGANIZATION DEVELOPMENT (6 HRS) Diagnostic process: Meaning and dimensions of diagnosis; groups and jobs diagnosis; collection and analysis of information; feeding back of information Designing interventions 3. HUMAN PROCESS INNTERVENTIONS (4 HRS) Individual, interpersonal, and group process approaches Organization process approach 4. TECHNOSTRUCTURAL INTERVENTION (4 HRS) Restructuring organization Employee involvement Work design 5. HRM INTERVENTIONS (4 HRS) Performance Management Developing and assisting members 6. STRATEGIC CHANGE INTERVENTION (4 HRS) Competitive and collaborative strategies Organizational transformation BASIC TEXTS: CUMMINGS AND WORLEY: Organization Development and Change (Cengage:2005): Chs 1,2,5,6,7,8,9,12-20 BHUPEN SRIVASTAVA: Organization Design and Development (Biztantra)

ECONOMIC ENVIRONMENT OF BUSINESS COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 1 1. INTRODUCTION TO BUSINESS ENVIRONMENT (2 HRS) Meaning of business environment; various classification schemes Components of business environment: - Microeconomic environment: Direct (customers, intermediaries, suppliers, employees, financial stakeholders, competitors); indirect (govt, community, pressure groups, etc) - Mesoeconomic environment: Industry (as against business unit) level forces - Macroeconomic environment: Economic, social, technological, legal, political, ethical, ecological and other forces facilitating and/or binding the business units. Environment turbulence and the need for adaptation/change in business decision making 2. MACROECONOMIC ENVIRONMENT (3 HRS) Key concepts in Macroeconomics*: Growth, development, circular flows, multiplier, business cycle, employment, inflation, trade, balance of payments, etc. Economic objectives and development models: - Free enterprise vs. planning model at the economy level* - Progress of Indian economy between 1951-1990 and 1991 till date; LPG model of growth. - Unfinished agenda and the role assigned to Indian business (both public and private sector) Policy framework - Fiscal policy: state of fiscal affairs in India; implications for business - Monetary and financial policy; Indian financial system and its relationship with Business - Regulatory framework: Need and operation in the area of prices, labor, infrastructure, etc; growth and constraints due to regulations. Business environment available at state level 3. INDUSTRIAL ENVIRONMENT (1 HR) Intertemporal evolution of Indian business (including public sector) till date Industrial policy framework The new policy environment: Growth and inhibiting factors for the business. 4. STAKE HOLDERS IN BUSINESS (2 HRS) Immediate stakeholders: Customers, intermediaries, supplier, employees, financial partners Dealing with the stakeholders: Cooperation and conflicts Five forces model of M. Porter*

5. CONSUMING CLASSES IN INDIA (1 HR) Profile of Indian customers: Demographic, psychographic, geographic, and behavioural * Consumerism and consumer protection Building relationship with customer * 6. COMPETITIVE ENVIRONMENT (2 HRS) Kinds of industries (Monopolies, fragmented, and concentrated) and their competitive implications for business conduct and performance. Monitoring of competitive activities Globalisation and changing nature of competition in India Legislation to enforce/regulate competition (Competition Act) 7. EMERGING ENVIRONMENTAL CHALLENGES (1 HR) New Millennium, new challenges: Globalisation; information technology; demographic transition; environment degradation; consumer activism; business ethics Coping with new challenges (3 step process): - Business intelligence systems and business environment audit - Tapping of information - Devising of strategies and tactics IMP. NOTES: The starred (*) topics have already been covered under different courses in Trim I and Trim II. Hence there will be no teaching on them. But the students will be definitely examined on these topics, as regards their business implications. BASIC TEXTS: Note: There is no specific text book catering to the whole syllabus. The faculty is advised to construct own reading list. The following may help, however: K. ASHWATHAPA: Business Environment for strategic Management (HPH) Besides regular reading of all business journals/magazines/newspapers.

MARKETING STRATEGY COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDIT: 2 1. CONCEPTS COMPETENCIES, ENVIRONMENT AND STRATEGY ALTERNATIVES (8 HRS) 1.1 Introduction Vision/mission, objective/ target, plan, strategy, tactics Strategic windows- evolving markets and strategic windows Competitiveness and competitive advantage Marketing strategy and competitive advantage competence Internal competence Elements of competence Prioritization of competencies Core competence Core competencies versus capabilities The case of Honda 1.2 Environment The external environment Scanning of environment SWOT analysis 1.3 Models Matching company competence to the market: the DPM The BCG model Generic strategies(Porters model) 1.4 Strategies Offensive marketing strategies Preemptive marketing strategies Response or reactive strategies 2. MARKETING STRATEGY AND COMPETITIVE ADVANTAGE: INDUSTRIAL PRODUCTS, CONSUMER GOODS AND SERVICES (8 HRS) 2.1 Product management/ analysis Marketing mix(4Ps) and buyer relationship mix (6Bs) Product life cycles(PLC) and product levels or consumer hierarchy 2.2 Market analysis Market dimensions: actual and potential market size, market growth, market profitability etc.

High-growth markets and market risks 2.3 Customer Analysis Price sensitivity: price-product parity Customer loyalty matrix: Switchers, fence sitters, loyals Customer motivation analysis 2.4 Competitor Analysis Identifying and analyzing competitors actions Competitor strategy analysis: strengths and weaknesses 2.5 Segmentation, targeting, positioning (STP) Segments, niches, monopoly Segment invasion strategy Positioning and repositioning STP synergy and marketing strategy 3. SUSTAINABLE COMPETITIVE ADVANTAGE (SCA) (8 HRS) 3.1 Developing SCA The way to compete: Functional strategies How to compete (basis):Business assets and skills Where to compete: Market selection Whom to compete against: Competitors 3.2 Sources of SCA or strategic thrusts Differentiation Preemption Low cost Focus Synergy 3.3 Competitive position matrix SCAs in practice How sustainable are SCAs Erosion of SCA How to make competitive advantages more sustainable? BASIC TEXT: CAROL H. ANDERSON & JULIAN W. VINCZE: Strategic Marketing (Biztantra)

TRAINING AND DEVELOPMENT COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 04 SECTION A: TRAINING FOR DEVELOPMENT 1. TRAINING AND DEVELOPMENT: OVERVIEW (3 HRS) Training and teaching Learning about management issues and concepts Principles of learning and development basic idea Stakeholders in training: Roles and expectations 2. ADULT LEARNING (2 HRS) Concept of adult learning Transfer of learning: Mechanics, facilitators, hurdles, overcoming obstacles. 3. TRAINING NEEDS (3 HRS) Training needs classification; individual, occupational, and organizational level needs Identification of training needs 4. EFFECTIVE LEARNING (3 HRS) Trainers skills: Conducting sessions, handling, participants; questions Role of management trainer in transfer of learning Role of trainer as a change agent. 5. DESIGN OF A TRAINING PROGRAM AND ITS EXECUTION (9 HRS) Training objectives Decision about content of training; training modules Training methods and choice of appropriate aids Parameters for assessment of training effectiveness Steps involved in conducting an effective training program Facilities Planning Training sessions management 6. EVALUATION OF TRAINING (2 HRS) Why evaluate? Methods for evaluation Criteria for evaluation 7. MARKETING OF TRAINING ACTIVITY (2 HRS) Marketing in house (internal customer) Marketing to external customers

SECTION B: TRAINING METHODS 8. INVENTORY OF TRAINING METHODS (24 HRS) Lecture Case analysis Role plays Business / management games & simulations Experiential learning, including outdoors Organizing / preparing training material, including A.V. aids (Note: This module has a long duration because the faculty is required to engage students in delivering mock training sessions in the class itself) NOTE: Ideally the faculty should conduct session like training workshops for this course, rather than merely lecturing the students. In any case, the students must be involved in experiential learning as for as the training methods are concerned. BASIC TEXTS: UDAY PAREEK: Training Instruments for OD & HRD ROLF P LYNTON & UDAI PAREEK: Training For Development (Sage: 2nd edition)

GROUP DYNAMICS COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 04 1. FOUNDATION OF GROUP BEHAVIOUR (4 HRS) Defining and classifying groups Difference between groups and teams Sociometry: analysis of group interaction Stages of group Development Five stages of group dynamics Functions of groups Adaptive advantages of groups Individual behaviour and its impact Types of group behaviour and explanations for the same Group member resource competency and its consequences External conditions imposed on groups and changing dynamics. 2. GROUP STRUCTURE (4 HRS) Leadership Roles-norms-status-size-composition-cohesiveness. Attraction, respect and communication Sociograms to identify social relations networks in groups. 3. UNDERSTANDING DYNAMICS OF WORK GROUPS AND WORK TEAMS (4 HRS) Definition of work teams Importance of work teams Difference between work groups and work teams Types of work teams Effectiveness of work teams. Work groups: from the Hawthorne studies to work teams of the 1990s and beyond. Characteristics of work teams and essential requirements for the same Teams and Total quality management Diversity and teams 4. GROUP PROCESSES & DYNAMICS ASSOCIATED WITH IT (8 HRS) Communication patterns, leadership behavior power dynamics, and conflict interactions synergy Social Facilitation Effect. 5. GROUP TASKS & DYNAMICS ASSOCIATED WITH IT (2 HRS) Relationship between interdependence of tasks, complexity of tasks and uncertainty of

outcomes knowledge based tasks. 6. INFORMAL ORGANIZATIONS AND GROUP DYNAMICS (4 HRS) Group member status and leadership Influence and power dynamics in virtual organizations Understanding behavioral patterns and likely conflicts Handling grapevine and rumor- perception errors: projection and halo effect Influencing informal organizations 7. CONFLICT AND GROUP BEHAVIOR (4 HRS) Conflict resolution techniques and conflict stimulation techniques appropriate to different types of inter group behavior and dynamics associated with the same. 8. NEGOTIATIONS AND GROUP DYNAMICS (6 HRS) Interdependence Role of personality traits in negotiation Gender differences Cultural differences that affect group opinion Negotiation tools and techniques in group setting 9. GROUP DYNAMICS WITH REFERENCE TO EMPOWERMENT AND PARTICIPATIVE PROCESSES (4 HRS) How do groups influence their members? Psychological analysis of social influence Majority influence as well as minority influence as well as between groups. How can groups be used to enhance psychological adjustment and well being? Response mechanics of members to group success and failures. 10. POWER AND POLITICS IN GROUP PROCESSES (4 HRS) Power in groups Dependency factor Factors relating to political behavior Power politics and ethics in group


CROSS CULTURE AND GROUP DYNAMICS (4 HRS) Culture, Subculture, and cross culture Cross cultural HR issues in mergers and acquisitions Management of cross cultural teams

BASIC TEXTS: DONCLSON FORSYTH: Group Dynamics (Woodworth) RODNEY W. NAPIER AND MATTI K. GERSTEND FELD: Groups: Theory and Practice (AITBS / Houghton Miffin)

COMPENSATION MANAGEMENT COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. COMPENSATION PLANNING (3 HRS) Introduction, Basic concept of compensation Classical theories on wages Elements of labour economics Establishing pay rates, Importance of an ideal compensation plan Broad branding Compensation plan and business strategy Devising a compensation plan Challenges affecting compensation 2. INTERNAL ALIGNMENT (3 HRS) Defining internal alignment Job Analysis Job evaluation Person based structure 3. WAGE POLICY & PAY PACKET (3 HRS) Concept of wage Wage policy in India; determinants of wage policy Impact of income tax on wage and salary administration Tools used for fixation on wages Pay packet constituents 4. PAY-FOR-PERFORMANCE & FINANCIAL INCENTIVES (3 HRS) Meaning and definitions; Background and trends Pre-requisites of effective incentive system Scope of incentive schemes Types of incentives- group incentive plan, for indirect workers, for operations employees of managers and professionals, for sales persons Total compensation programs. 5. BENEFITS & SERVICE (2 HRS) Why benefits and services? Types of employee benefits and service insurance, retirement, employee services benefit and others Principles of Fringes, Significant benefits and services, the future of fringe benefits

Guidelines to make benefit program more effective Benefits and employee leasing.

6. RECENT TRENDS IN COMPENSATION MANAGEMENT (2 HRS) Recent trends in compensation management and the use of information technology. Compensation for special groups 7. COMPENSATION & LEGISLATIVE FRAMEWORK (8 HRS) Labour legislations- over view and aspects covered by payment of wages Act, payment of Bonus Act, Equal remuneration Act, ESI Act, maternity benefit Act, Payment of Gratuity Act, Minimum wage Act, Industrial Employment (Standing Orders) Act, Industrial Disputes Act, PF Act. Role of unions in wages and salary administration Wage boards and pay commissions BASIC TEXTS: RICHARD I. HENDERSON: Compensation Management: Rewarding Performance (PHI) MILKOVICH, NEWMAN, & VENKATRATNAM: Compensation (TMH: 2009)

MANPOWER PLANNING COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. INTRODUCTION TO MANPOWER PLANNING (1 HR) Definition and scope Objectives, importance, benefits, and challenges involved. 2. MANPOWER PLANNING PROCEDURES (6 HRS) System and procedures used Manpower data bank Norms, plans, and projections Forecast: Manpower supply and demand; reconciliation between the two Manpower budgeting Manpower acquisition and redeployment 3. ASSESSMENT OF MANPOWER REQUIREMENT (2 HRS) Information required Manpower surveys; employment market information Labor market characteristics 4. MANPOWER SELECTION (2 HRS) Overview of selection process Legal and constitutional position in India: Reservation; affirmative action, etc. 5. MEASUREMENT FOR MANPOWER SELECTION (4 HRS) Manpower measurement in selection Reliability of selection measurement Validity of selection measures Strategies for selection decision making 6. JOB PERFORMANCE PREDICTORS * (6 HRS) Application forms, training and experience evaluations, and reference checks Weighted application blanks and biographical data Selection interview Ability tests Personality measurement Performance tests and assessment centres Integrity testing, graphology, etc.

7. MANAGING CAREERS (2 HRS) Career planning and management Succession planning Succession planning in family businesses in India 8. UTILIZATION AND CONTROL (1 HR) Improving manpower utilization Wastage analysis, downsizing, and manpower control. Retention strategies Retirement planning * Some of the topics overlap with coverage in other papers on HRM. In consultation with the students, the faculty may skip them. However, all the topics shall be included in the end term examination BASIC TEXTS: T.P. BECHET: Strategic staffing: A comprehensive system for effective workforce planning (AMACOM: 2009) GATEWOOD, FIELD & BARRICK: Human Resource selection (Cengage: 2008)

SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT COURSE DURATION: 3 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 03 1. INTRODUCTION TO INVESTMENT MANAGEMENT (3 HRS) Investment Settings - Meaning of investment? - Measures of Risk and Return - Determinants of required rate of returns - Relationship between Risk and Return; variance and S.D The Asset Allocation Decision - Individual Investor Life Cycle, goals, and constraints - Standards for evaluating portfolio performance - Importance of Asset Allocation Global Investment - U.S. and Europe Financial Markets - Rate of returns of securities world-wide - Individual Country Risk and Return. - Global Investment Choices in Fixed investments, international bonds, equity, derivatives including swaps, real estate and low - liquidity investments, arts and antiques - Covariance and Correlation Securities Markets Worldwide: Organization, functioning, and regulatory environment: - Developed economies: USA, EU - Emerging economies: China, Russia, and Brazil 2. PORTFOLIO MANAGEMENT THEORIES (6 HRS) Markowitz Portfolio Theory - Estimation of efficient frontier and investor utility in a three-assets portfolio Asset Pricing Models - Capital Market Theory - The Capital Asset Pricing Model (CAPM) Security Market Line (SML) Empirical Tests of CAPM - Arbitrage Pricing Theory (APT) Empirical Tests of APT Market Portfolio Theory vs. Practice 3. PORTFOLIO CONSTRUCTION (6 HRS) Portfolio Investment Process Portfolio Management Strategies: Active and passive Asset Allocation Strategies

- Integrated Asset Allocation - Strategic Asset Allocation - Tactical Asset Allocation and - Insured Asset Allocation 4. STOCKS SELECTION USING FUNDAMENTAL INDICATORS (3 HRS) Equity Valuation - Economic Analysis - Industry Analysis - Company Analysis (focusing study of global companies) - Estimation of stream of cash-flows - Estimation of required rate of return and identification of growth companies, cyclical companies, defensive companies, and speculative stocks for investment - Comparison of intrinsic value and current market price and decision to buy or sell. 5. STOCKS SELECTION USING TECHNICAL INDICATORS (3 HRS) Dow Theory Japanese candlesticks Oscillators Moving averages MACD, RSI etc. 6. INTRODUCTION TO BOND VALUATION (6 HRS) Bond Fundamentals Global Bond Market Structure (Issuers, investors, bond ratings) Bond Valuation - Present Value Model - Yield Model Computing Bond Yields Determinants of Bond Price Volatility focusing interest rate movements Analysis of Yield Curve 7. REAL-ESTATE INVESTMENT (2 HRS) Understanding Investment characteristics, constraints and determinants of value of real estate assets Real Estate Valuation - The Cost Approach, - The Comparative Sales Approach and - Income Approach 8. MONEY MARKET INVESTMENTS (2 HRS) Global Commercial Papers, Repo, Commercial Bill Market their risk and return dynamics 9. EVALUATION OF PORTFOLIO PERFORMANCE (3 HRS) Portfolio performance: Required rate as benchmark Measures of evaluating performance

- Treynor Portfolio Performance Measure - Sharpe Portfolio Performance Measure - Jensen Portfolio Performance Measure - Peer Group Comparison Factors affecting use of performance measures.

10. REPORTING INVESTMENT PERFORMANCE (2 HRS) BASIC TEXTS: DONALD E FISCHER & RONALD J. JORDAN: Security Analysis and Portfolio Management (PHI) P. CHANDRA: Investment Analysis and Portfolio Management (TMH: 2008) F. K. Reilly and K.C. Brown: Investment Analysis and Portfolio Management (Cengage: Latest Edition)

INSURANCE AND BANKING COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 SECTION A: INSURANCE 1. THE CONCEPTS OF INSURANCE (1 HR) Classification of Insurance Types of Life Insurance: Pure and Terms Types of General Insurance: Fire, Marine, Motor, Engineering, Aviation and Agricultural Insurance Professionals, Intermediaries and IRDA 2. BASIC PRINCIPLES OF INSURANCE (1 HR) Utmost good faith Insurable Interest Material facts Indemnity Proximate cause Subrogation Contribution 3. ACTUARIAL PRINCIPLES AND WORKING (3 HRS) Mortality Tables Physical and Moral Hazard Representations Warranties Risk appraisal & Risk Selection Underwriting 4. LIFE INSURANCE PRACTICES IN INDIA (3 HRS) Life Insurance Organization Important Activities in the Indian Context, Internal Organization Systems, The Distribution System, Appointment of Agent, Functions of Agents, Remuneration to Agents, Trends in Distribution Channels. Plans of Life Insurance Need Levels, Basic Elements, Some Popular Plans, Limited Payment Plans, Participating Policies, Convertible Plans, Joint Life Policies, Childrens Plans, Educational Annuity Plans, Variable Insurance Plans, Riders, For the Handicapped, Miscellaneous. Annuities Nature of Annuities, Types. Reinsurance - Concept and Methods.

5. GENERAL INSURANCE IN INDIA (3 HRS) Health Insurance and Medical Insurance Fire & Marine Coverage Standard Policies Reinstatement Value Policies Floating Policy Marine Insurance Coverage Types of Marine Policies 6. CLAIMS PROCEDURE (1 HRS) Investigation & Assessment Role of Surveyors & Loss Assessors Arbitration Settlement of Claims and Discharge Vouchers. SECTION B: BANKING 7. OVERVIEW OF INDIAN BANKING SYSTEM (3 HRS) Structure of Indian Banking Sector Central Banking: Functions, New Developments and Changing Scenario Banking Sector Reforms Suggestions and implementation Monetary and credit policy, including the latest announcement 8. BASIC BANKING CONCEPTS (1 HR) Negotiable Instruments Bank Rate; repo rate; reverse repo rate Prime Lending Rate Deposit Rates Credit-deposit ratio Non-Performing Assets Capital Adequacy Ratio Cash Reserve Requirements Statutory Liquidity Ratio Low vs. high interest rates International Scenario of interest Rate Movement 9. FINANCIAL STATEMENTS ANALYSIS OF BANKS: (2 HRS) Key Performance Indicators for banks such as efficiency and expenses control ratio, liquidity, risk and profitability Assessment of: - Bank Liabilities - Bank Assets - Loan and Advances

- Income Statement - CAMELS ratings 10. CREDIT PROCESS IN INDIAN BANKS (2 HRS) Types of Credit - Short-term loans - Long-term loans - Revolving credits Financial Appraisal for Credit Decision - Financial Ratio Analysis - Cash Flow Analysis Standard Practices in appraisal process for working capital, capital expenditure, agriculture loans Loan Syndication Loan Pricing 11. CREDIT RISK AND LOAN LOSSES (1 HR) Defining Credit Risk Credit Derivatives Treatment of Credit Risk in India with reference to the Indian Securitization Act 12. RISK MANAGEMENT IN BANKS (2 HRS) Basic Concepts - Basel Norms - Capital Adequacy Ratio - Asset Liability Management - Interest Rate risk Operational Risk Management in Global Banks 13. INNOVATION IN PRODUCTS AND SERVICES IN INTERNATIONAL BANKING (1 HR) BASIC TEXTS: VIJAY RAGHVAN IYENGAR: Introduction to Banking (Excel: 2007) G. KOTRESHWAR: Risk Management Insurance and Derivatives (HPH: 2007)

FOREX MANAGEMENT COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 2 1. INTRODUCTION TO FOREIGN EXCHANGE (3 HRS) Sources and Uses International exchange system and balance of payment (BOP) framework, International financial institutions , Basic glossary of foreign exchange market and transactions Methods to determine FX rate: Economic theory and real world practices 2. FOREX MARKETS (2 HRS) Regulatory framework (Acts and institutions engaged in regulation, growth and development of FX) in India as well as in developed countries. Market organization Spot market Quotations and conventions Forward foreign exchange FX Swap Outright forwards Market participants 3. FX DEALINGS SPOT MARKET (2 HRS) Settlement of spot transactions Cross-rates Mechanics of calculations 4. CROSS RATES IN SPOT AND FORWARD MARKETS: CALCULATIONS (2 HRS) 5. FOREIGN EXCHANGE MARKET: FUNDAMENTALS (4 HRS) Factors affecting FX market: - Interest rates - Foreign trade and investment policy - Balance of Payment - Fiscal and Monetary Policy - Purchasing Power Parity

Role of Central Bank (RBI) in: - Currency intervention - Reserve Management

6. FX SWAP AND CROSS CURRENCY SWAP (3 HRS) Swap mechanism Basic Pricing and Valuation Application of swap contracts in asset liability management 7. FOREIGN EXCHANGE RISK MANAGEMENT (4 HRS) Introduction and need of risk management Types of risks and instruments to hedge forex risks - Currency futures and currency options - FX exposure and transaction risk - Market Risk - Counterparty Credit risk - Settlement risk - Measurement Techniques and Management Practice 8. CORPORATE HEDGING PRODUCTS STRUCTURED FX HEDGE INSTRUMENTS (4 HRS) Participating and range forwards Barrier structures Cylinders Knock-out forwards Exotic and vanilla products BASIC TEXTS: MOFFETT, STONEHILL, EITEMAN: Study Guide for Fundamentals of Multinational Finance (Addition Wesley: 2008) A. V. RAJWADE: Foreign Exchange International Finance and Risk Management (Universal Law Publishing Co. Pvt. Ltd)

ADVANCED ACCOUNTING (CORPORATE ACCOUNTING) COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. CONCEPTUAL FRAMEWORK FOR PREPARATION AND PRESENTATION OF FINANCIAL STATEMENTS (3 HRS) 2. ACCOUNTING STANDARDS AN OVERVIEW; STANDARDS SETTING PROCESS (4 HRS) Working knowledge of: AS 1 to AS 29 (With IFRS to AS 42) 3. LIMITATIONS AND CRITICISM OF FINANCIAL STATEMENTS (2 HRS) (3a) LIMITATIONS Limitations of P&L a/c Limitations of balance sheet Understanding how income statements are manipulated Ethical conduct in accounting profession (3b) CRITICISM OF FINANCIAL STATEMENTS Criticism; Forms in which accounts are drawn up; Reliability of information Critical appreciation Presentation Single column or vertical statements Method of preparing such statements Common measurement statements 4. HOLDING & SUBSIDIARY (4 HRS) P&L consolidated Balance sheet consolidated Treatment of intergroup company borrowings Treatment of intergroup company receivables

Treatment of intergroup liabilities

5. ACCOUNTING FOR AMALGAMATION (3 HRS) Amalgamation Types of Amalgamation Purchase Consideration Methods of Accounting for Amalgamation Accounting Entries in the Books of Transferor Company Accounting Entries in the books of Transferee Company Dissenting Shareholders Inter-Company Owing Inter-Company Holding 6. ACCOUNTING FOR RECONSTRUCTION (2 HRS) External Reconstruction Internal Reconstruction or Capital Reduction 7. INFLATION ACCOUNTING (2 HRS) Meaning; Need of IA Limitation of historic accounting Current purchasing power method Current cost accounting method Evaluation of CCA 8. ACCOUNTING FOR HUMAN RESOURCES OF AN ORGANISATION AND SOCIAL RESPONSIBILITY (2 HRS) Introduction Cost and replacement cost methods Value approaches A suggested approach The two sides of the account Value added statement 9. FINANCIAL FORECASTING (2 HRS) Need for forecasting Proforma financial statements Other Proforma statements REQUIRED READING SHUKLA, GREWAL, AND GUPTA: Advanced Accounts, Vol. II (Sultan Chand)

MANAGEMENT OF FINANCIAL SERVICES & INSTITUTIONS COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDIT: 02 1. INTRODUCTION (2 HRS) Role and importance of financial institutions Financial management models and their application in financial institutions Overview of financial services 2. MANAGEMENT PRINCIPLES (4 HRS) Wealth maximization model Evaluation of risks and returns of assets and liabilities Flow of funds analysis of the borrowing and lending behavior Interest rate analysis Yield curve Risk and inflation Financial management of commercial bank 3. MONEY MARKET, INSTITUTIONS & SERVICES (2 HRS) Overview of Indian Money Market Evolution, Structure and Role of the Indian Money Market Money Market Instruments in India Regulatory Framework of Money Market 4. BANKING SYSTEM, INSTITUTIONS & SERVICES (4 HRS) Overview of Indian Banking System Reserve Bank of India Central Banking Commercial Banking Investment Banking Merchant Banking Non-Banking Finance Companies

5. DEVELOPMENT BANKING (3 HRS) Role of development banking in industrial financing Development banks: meaning; capital adequacy, and capital planning issues; strategy of growth; true and cost overruns Financial planning of DFIs Financial goals and performance statements 6. CREDIT RATING AGENCIES (2 HRS) Role and importance Rating methodologies and benchmarks Credibility of credit ratings International credit rating agencies 7. OTHER INSTITUTIONS AND SERVICES (2 HRS) Leasing and hire purchase Factoring and forfeiting IFRS: Issues and challenges 8. FINANCIAL ADMINISTRATION AND REGULATION (5 HRS) Union Budget and Economic Survey Monetary Policy and Credit Policy Supervision of the Indian Financial System Regulation of Indian Banking System BASIC TEXTS: V. K. BHALLA: Management of financial services (Anmol publications: 2009) F.S. Mishkin & F.S. Eakins: Finacial Markets and Institutions (Pearson education: 2009) J. Madura: Financial Markets and Institutions (Cengage:2009)

FINANCIAL MODELLING USING MS EXCEL COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. EXCEL: BASIC FEATURES Introduction to Marketing Introduction to Excel 2. EXCEL: ADVANCED FEATURES Database function in Excel Creating charts Using forms and control toolbox Understanding finance functions of EXCEL. Creating dynamic model 3. SENSITIVITY ANALYSIS USING EXCEL Scenario Manager Other sensitivity analysis features 4. EXCEL IN PROJECT APPRAISAL Determining project viability Risk analysis in project appraisal Simulation in project appraisal 5. EXCEL IN VALUATION Determination of value drivers DCF valuation Risk analysis in valuation 6. EXCEL IN FORTFOLIO THEORY Determining efficient portfolio Creating Dynamic portfolio Portfolio insurance

Fixed income portfolio management 7. EXCEL IN DERIVATIVES Black and Scholes model Greeks in Excel Real options valuation 8. EXCEL FOR PROJECT FINANCE Sources of finance Optimum finance mix Case study BASIC TEXT CHANDAN SENGUPTA: Financial Modeling Using Excel & VBA (Wiley Finance Series: 2004)

SUPER SPECIALIZATION LEADERSHIP & STRATEGY MANAGING PARTNERSHIP AND STRATEGIC ALLIANCES COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. CORPORATE ALLIANCES (1 HR) Why Alliances are Needed Types of Strategic Alliances 2. SELECTING PARTNERS AND WEAVING ALLIANCE WEBS (2 HRS) The fit between potential partners and assessing the complementarity of skills and capabilities. Compatibility of strategic intents and valuation logics between partners Advantages and disadvantages of partnerships vis--vis acquisitions or outsourcing transactions Distinction between the comparative benefits of webs versus networks Company is both a potential partner, and aware of possible partners Brokers contact 3. STRUCTURING THE ALLIANCE (2 HRS) Management structure and conflict resolution Co-ordination bodies Interfaces between partnered activities and partner companies The Contract o How Specific Should It Get? o Important Key Clauses and Provisions 4. BUILDING MANAGEMENT PROCESSES: FOSTERING COLLABORATION (2 HRS) Designing and Negotiating the Alliance Establishing Lines of Communication

The Negotiation Team Consultants, Lawyers, and Due Diligence Critical Stages of Negotiation Forge joint perspective and assessments Prepare managers to be partners Bridge predictable sources of distance and inter-partner gaps 5. COMMUNICATING THE ALLIANCE (1 HR) Public Relations Investor Relations 6. MANAGING THE ALLIANCE (2 HRS) 1. Guidelines for internal resource allocation 2. The Joint Steering Committee - Synchronizing contributions and benefits 3. Basic types of alliance crises and how to handle them 4. The bottom line 5. Maximizing learning 7. BUILDING TRUST AND OVERCOMING CULTURAL MIS UNDERSTANDINGS (2 HRS) Different types of trust and the importance of communication National and corporate cultures - differences Reinforcement cultural compatibility BASIC TEXT D. JORDAN LEWIS: Partnership for Profit: Structuring and Managing Strategic Alliances (Free Press: 2002)

SUPER SPECIALIZATION LEADERSHIP & STRATEGY STRATEGIC TALENT MANAGEMENT COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INTRODUCTION (1 HR) Introduction to talent management Importance and challenges involved 2. TALENT MANAGEMENT PROCESS (2 HRS) Acquisition, nurturing, and management of talent Integrating talent through proper development and reward system. 3. TALENT MANAGEMENT AND BUSINESS STRATEGY (2 HRS) Role of talent management in strategic development and reward system. 4. COACHING, MENTORING, AND NETWORKING FOR MANAGING TALENT (2 HRS) Coaching, mentoring, and networking skills 5. TALENT MANAGEMENT AND ORGANISATIONAL ENVIRONMENT (1 HR) Environment context of talent management 6. ORGANISATION CULTURE AND TALENT MANAGEMENT (1 HR) Talent utilization for building a positive and strong organizational culture. 7. TALENT MANAGEMENT AND ENHANCEMENT OF TOP MANAGEMENT CAPABILITIES (1 HR) Utilization of talent management processes to ensure healthy, diverse, and fully functional top team.

8. MEASUREMENT AND AUDIT (2 HRS) Development of framework linking talent management process with organizational capabilities Talent management audit BASIC TEXT TOPOMOY DEB: A Conceptual Approach to Strategic Talent Management (Indus Books: 2005) LANCE BERGER & DOROTHY BERGER: The talent management handbook (McGraw Hill: 2004) SUPER SPECIALIZATION LEADERSHIP & STRATEGY NEGOTIATION ANALYSIS COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INTRODUCTION (1 HR) Negotiation and its importance 2. PARTIES INVOLVED (1 HR) Easily identifiable parties the stakeholders Not easily identifiable parties; how to identify them 3. ISSUES AT STAKE (2 HRS) Easily identifiable issues and conflicting points Subtle links affecting the main issues and their identification 4. MEDIATION IN THE NEGOTIATION PROCESS (2 HRS) Need for a neutral personality; role of a mediator Arbitration 5. PROCESS OF NEGOTIATION (2 HRS) Value functions of the negotiating parties Possibilities and probabilities of concessions Outcomes orientation of negotiation process 6. METHODS FOR NEGOTIATION (4 HRS) Joint improvement seeking Concession based methods Value function based methods Interactive methods

BASIC TEXTS SL RAO: Negotiation Made Simple (Excel: 2005) SAMEER A KULKARNI: Negotiations & Selling (Excel: 2008) H. RAIFFA, J. RICHARDSON, AND D. MCTCALFE: Negotiation Analysis: The Science and Art of collaborative Decision Making (Harvard University Press) Note: Ideally the Negotiation skills and methods need to be taught through experiential learning. Games such as Prisoners Dilemma, Coalition Confusion (in Politics), etc. may be used by the faculty.

SUPER SPECIALIZATION INTERNATIONAL MARKETING INTERNATIONAL MARKETING COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. INTERNATIONAL MARKETING: AN OVERVIEW (2 HRS) The Scope and challenge of International Marketing The dynamic environment of international marketing Constituents of international environment 2. THE ENVIRONMENT OF GLOBAL MARKETS (6 HRS) Geography and history: the foundations of cultural understanding; Cultural dynamics in assessing global markets Business customs in global marketing The political environment: A critical concern The international legal environment The economic environment The cultural environment 3. ASSESSING GLOBAL MARKET OPPORTUNITIES (3 HRS) Developing global vision through market research Emerging markets and scope for marketing Multinational market regions & market groups Ranking of markets in terms of relative opportunities 4. DEVELOPING GLOBAL MARKET STRATEGIES (9 HRS) Global marketing management: Planning and organization. Creating products for consumers in global markets Marketing Industrial products and services International distribution systems International Retailing

Exporting and Logistics: Special issues for the smart The global advertising and promotion effort. Personal selling and sales management Pricing for international markets


5. IMPLEMENTING GLOBAL MARKETING STRATEGIES (4 HRS) Negotiating with international customers, partners, and regulator Organisational structure, system, and processes for delivering marketing program BASIC TEXTS: P K VASUDEVA: International Marketing (Excel: 2006) CZINKOTA & RONKAINEN: International Marketing (Cengage:2007) SUPER SPECIALIZATION INTERNATIONAL MARKETING INTERNATIONAL MARKETING RESEARCH COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. NATURE AND SCOPE OF INTERNATIONAL MARKETING RESEARCH (IMR) (1 HR) Meaning and scope; difference between intracountry and IMR research Limitation and challenges involved Types of IMR 2. IMR AND MARKETING ENVIRONMENT (1 HR) Complexity and cost General research activities Research coordination 3. PROCESS OF IMR (2 HRS) Objectives, users, information requirement, and related issues Steps involved 4. PRELIMINERY STAGES (1 HR) Market orientation Problem orientation Focus area 5. SECONDARY DATA RESEARCH (1 HR) Need and Use Advantages, disadvantages, and challenges Various sources of data 6. INTERNET AS A TOOL FOR RESEARCH (1 HR)

Suitable respondents Secondary research through Net Primary research through Net Advantages, disadvantages, and problems

7. QUALITATIVE AND QUANTITATIVE RESEARCH (2 HR) Need and types Method available Special challenges involved 8. APPLICATION OF IMR FOR MARKETING DECISIONS (2 HRS) Product market identification Research for pricing Research and distribution decisions Research for promotional measures Research for environment scanning 9. PRESENTING THE RESULT (1 HR) Various ways of presenting the findings Validity, reliability, generalizability in presentation BASIC TEXTS: V. KUMAR: International Marketing Research (PHI:1999) C. Samuel Craig: International Marketing Research (Wiley:2nd Edition)

SUPER SPECIALIZATION OPERATIONS & SCM GLOBAL OPERATION MANAGEMENT COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INTERNATIONAL ECONOMICS (2 HRS) New International Economic Order; trade and payment system Foreign exchange, devaluation, balance of payments , international liquidity International monetary system. 2. INTERNATIONAL BUSINESS (2 HRS) Regional and global strategy , multinational enterprise International policies, Culture, trade, finance. Corporate Strategy and national competitiveness Multinationals in action 3. OPERATIONS MANAGEMENT FOR GLOBAL ECONOMY (3 HRS) Strategies for going Global, the compulsion for Indian companies to go Global The global business environment and the opportunities available in world markets Operations strategy and competitiveness. Operations management Macro issues Enterprise Resource Planning ( ERP systems) 4. MANAGEMENT CONTROL SYSTEMS (3 HRS) The nature of management control systems. The management control environment Responsibility centers: Revenue and expense centers. Profit centers , analyzing financial performance Budget preparation, modern control methods Service organization in general, control for differential strategies

Management control of projects.

5. NEW BUSINESS PARADIGM (GLOBAL, VIRTUAL & FLEXIBLE) (2 HRS) Global strategic change & flexibility , E business strategy Global competitiveness, strategic alliances, mergers & acquisitions for globalization. Management of innovation & development Global supply chain systems A contingency theory perspective Flexibility in business operations. Design for six sigma BASIC TEXTS: ABELE, MEYER, NAHER, et. Al.: Global Production: A Handbook for strategy and implementation (springer Verlag:2008) DORNIER: Global Operations and logistics (Wiley India: Latest Edition) ARVIND PHATAK, RABI BHAGAT,& ROGER KASHLAK: International Management : Managing in a Diverse and Dynamic Global Environment (TMH: 2006)

SUPER SPECIALIZATION OPERATIONS & SCM LOGISTICS AND SUPPLY CHAIN MANAGEMENT COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 SECTION A: LOGISTICS MANAGEMENT 1. BUSINESS LOGISTICS (2 HRS) Logistics management a paradigm shift Market -logistics objectives Logistics operation; meaning. importance & effectiveness Customer value chain Marketing and logistic mix. Organizing logistic functions. 2. PRACTICES OF OPERATIONAL LOGISTICS (2 HRS) Market survey and customer care service and attributes. Integrated logistics management Understanding costs and benefits-quoting rates for services Determining the customer service level Different mode of payments Operations research & logistics decision making Logistic auditing Relogistics - A new wave for value delivery 3. LOGISTICS INFORMATION SYSTEM (1 HR) Logistics information needs Designing a logistic information system Role of technology in logistics

- Automatic identification technology - Electronic Data Interchange (EDI) - Warehouse simulation - Communication technology 4. LOGISTIC OUTSOURCING (1 HR) Drivers of outsourcing trends Benefits of logistic outsourcing Selection of service provider Outsourcing-A value proposition

SECTION B: SUPPLY CHAIN MANAGEMENT 5. SUPPLY CHAIN MANAGEMENT (1 HR) Supply chain components Economics of distribution Supplier distributor benchmarking 6. SOURCING, TRANSPORTING AND PRICING PRODUCTS (2 HRS) Transportation in supply chain Strategic cost management initiatives across global supply chain Greening of supply chain 7. DESIGNING SUPPLY CHAIN NETWORK (2 HRS) Factors influencing distribution in the supply chain. Distribution networks in practice. Models for facility location and capacity allocation 8. COORDINATION IN SUPPLY CHAIN (1 HR) Effect of lack of coordination on Performance Partnership relationship management Technology in supply chain - Supply chain IT Framework - Future of IT in Supply Chain BASIC TEXT SUNIL CHOPRA, PETER MEINDI, AND D. V. KALRA: Supply Chain Management (Pearson Education) (OR) RONALD H. BALLOU & SAMIR K. SRIVASTAVA: Business logistics / Supply Chain Management (Pearson Education)

SUPER SPECIALIZATION OPERATIONS & SCM OPERATIONS STRATEGY COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. OPERATIONS & VALUE ADDITION (1 HR) The Challenge of Value migration, the three phases of value migration. Recognizing Strategic patterns. Relationship of operations strategy to business strategy; Value Chain Analysis. 2. INDUSTRIAL ORGANIZATION AND OPERATIONS (1 HR) The Operations Function; demand Forecasting for Operations Technology and design of Products & Services Industrial scheduling systems Scale economies; scope economies and diseconomies. 3. LINKING OPERATIONS TO MARKETS AND CUSTOMERS (1 HR) Customer analysis Illuminating the Mind , Consumers Cognitive Unconscious. Reading the Mind of the Market 4. STRATEGIC OPERATIONS MANAGEMENT (2 HRS) Operations Management; Strategic Operations Management Innovation Managing Renewal of the Business Human Resources And Strategic Operations Management 5. PRODUCTION AND OPERATIONS MANAGEMENT (3 HRS) P/OMs Key Role in Productivity Attainment, Operational Measures of Organizational Productivity, Production, Planning & Control

Economies of Scale & Division of Labour Reducing lead times; lead time strategies; just-in-time principles, lean operations.

6. STRATEGIC PLANNING AND MANAGEMENT (1 HR) Generic Strategies, Mapping Stake holder Expectations. Role of Organization Structure in Strategy Strategic Leadership, Operationalsing Strategy Strategic Controls in Strategy Implementation. 7. EXPLORING CORPORATE STRATEGY (1 HR) Organizing for Success, Structural Types Enabling Success, Direction for Strategy Development, Managing Strategic Change. Strategy In Action Process innovation as an important means of improving productivity and achieving competitive advantage. Types of technological innovation ; product vs. process innovation ; impact of internet on operations. 8. STRATEGIC PLANNING FOR CORPORATE SUCCESS (1 HR) Developing Strategies, Creating and Sustaining a Strategic Organization. Value Creating Process Intangible Assets Building Strategies & Strategy Maps Product platforms; design for manufacturability and serviceability Concurrent engineering; rapid prototyping. 9. CONTEMPORARY STRATEGIC ISSUES AND OPERATIONS (1 HR) Outsourcing in developing countries. Environmental operations; energy use and conservation. Strategies for World Class Operations. Coordinating operations with overall firm strategy Competing with operations Emerging strategies for effective operations BASIC TEXTS: STEVEBROWN, RICHARD LAMMING, AND JOHN BESSANT: Strategic Operation Management: (Butterworth-Heinemann; 2 edition: 2004) BOYER & VERMA: Operations Management (Cengage:1st Edition)

SUPER SPECIALIZATION IT & MIS BUSINESS INTELLIGENCE USING DATA MINING COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. BUSINESS INTELLIGENCE: INTRODUCTION (1 HR) Introduction to Business Intelligence Turbulent business environment and organizations survival and in such an environment (Solving problems and exploiting opportunities excellence) Need for computerized support of managerial decision making Business intelligence (BI) methodology and concepts and their relation to DSS Major issues in implementing business intelligence 2. DATA WAREHOUSING (2 HRS) Basic definitions and concepts of data warehouses Data warehousing architectures Processes used in developing and managing data warehouses Data warehousing operations Role of data warehouses in decision support 3. DATA AQUISITION (2 HRS) Data integration and the extraction transformation, and load (ETL) processes Real-time (active) data warehousing Data warehouse administration and security issues 4. BUSINESS AND DATA ANALYTICS (1 HR)

Business analytics (BA) and its importance to organizations Major BA methods and tools Online analytical processing (OLAP), data visualization, and multidimensionality and decision making Advanced analysis methods 5. DECISION SUPPORT SYSTEM (1 HR) Geographical information systems (GIS) and their support to decision making Real-time BA Business intelligence (BI) and competitive intelligence Automated decision support (ADS) systems and their benefits 6. BUSINESS ANALYTICS AND WEB (1 HR) Web and BA Web intelligence and Web analytics and their importance to organizations Implementation issues related to BA and success factors for BA 7. DATA MINING FOR BUSINESS DECISIONS - 1 (1 HR) Data mining and its objectives and benefits Different purposes and applications of data mining Different methods of data mining, especially clustering and decision tree models Use of some data mining software 8. DATA MINING FOR BUSINESS DECISIONS - 2 (1 HR) Process of data mining projects Data mining pitfalls and myths Text mining and its objectives and benefits Use of text mining in business applications Web mining and its objectives and benefits 9. BUSINESS PERFORMANCE MANAGEMENT: (1 HR) Nature of business performance management (BPM) Closed-loop processes linking strategy to execution Best practices in planning and management reporting Difference between performance management and measurement 10. TOOLS FOR BPM (1 HR) Role of methodologies in BPM Basic elements of the balanced scorecard and Six Sigma methodologies BASIC TEXT: EFFRAIM TURBAN, RAMESH SHARDA, JAY E. ARONSON, AND TING-PENG LIANG: Decision Support & Business Intelligence System (Pearson)

SUPER SPECIALIZATION IT & MIS STRATEGIC INNOVATION MANAGEMENT COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INTRODUCTION TO INNOVATION (2 HRS) Basic Concepts Innovation in Context: What is Innovation? Culture and climate for innovation: Macro to business unit level 2. PROCESS OF INNOVATION MANAGEMENT (2 HRS) Innovation Process Management; Need, significance, and challenges Actual process Process learning 3. SETTING THE TONE (2 HRS) Creativity in innovation Design for Innovation 4. SCM AND INNOVATION (2 HRS) Supply Chain Management and Innovation: Role significance and contribution of SCM for operational innovation 5. INFORMATION INPUTS AND INNOVATION (2 HRS) Knowledge Management and learning for Innovation

6. INNOVATIONS IN MANAGEMENT (2 HRS) Various functional areas of management and innovation BASIC TEXTS HBR on Innovation SHLOMO MAITAL, D.V.R.SESHADRI: Innovation Management-Strategies, Concepts & tools for Growth and Profit (Sage)

SUPER SPECIALIZATION IT & MIS STRATEGIES FOR MANAGING NETWORKED BUSINESSES COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INFORMATION SYSTEM: CORE CONCEPT (1 HR) Meaning; types Information technology and information system Resources for setting up information system 2. INFORMATION SYSTEM INFRASTRUCTURE (1 HR) Business processes, organizational structure, and its architecture 3. TELECOM AND COMPUTER NETWORKS FOR BUSINESS (1 HR) Computer networks: Evolution, functioning, competitive edge etc Network architecture, media, protocols Network planning, design, and management 4. DATABASE MANAGEMENT (1 HR) DBMS and their application in management Establishment of a database and its utilization 5. INFORMATION SYSTEM FOR SALES & MARKETING (1 HR) Sales and marketing functions: scope Marketing cycle and the components of MIS Various systems

6. INFORMATION SYSTEMS FOR HR, ACCOUNTING & FINANCE (1 HR) Information systems for recruitment & selection, T & D., employee relationship management, etc. Information system for knowledge management Information system for finance, working capital management, financial analysis and planning, strategic finance, and financial intelligence 7. ENTERPRISE INFORMATION SYSTEMS (2 HRS) Enterprise information system and ERP (details) Applications of ERP in various functional areas, viz., production and operations, sales and marketing, procurement, etc. 8. INFORMATION SYSTEMS PLANNING AND DEVELOPMENT (2 HRS) Business system planning; organizing work Business and IT mapping Information engineering: architecture, development, prototyping, etc 9. INFORMATION SYSTEMS FOR BUSINESS EFFECTIVENESS (1 HR) Organizational performance and information system IT investment, application, and business effectiveness: linkages and management 10. I.S IMPLEMENTATION: CSF (1 HR) Information systems success models CSFs for IS implementation Successful implementation through change management BASIC TEXT MAHADEO JAISWAL & MONIKA MITAL: Management Information System (OUP)

SUPER SPECIALIZATION ENTREPRENEURSHIP PLANNING AN ENTREPRENEURIAL VENTURE COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INTRODUCTION (1 HR) A perspective on entrepreneurship 2. RECOGNIZING AND ANALYZING OPPORTUNITY (4 HRS) Business plans and business models Valuation, financing, and capitalization for new ventures Venture capitalists and potential business opportunities 3. ASSEMBLING RESOURCES (3 HRS) Legal protection of intellectual property New venture financing Deal structure and deal terms 4. MANAGING THE EARLY STAGE VENTURE (3 HRS) Managing risk and reward in the entrepreneurial venture The legal forms of organization 5. MANAGING GROWTH AND REALIZING VALUE (1 HR) Managing the growing venture BASIC TEXTS:

ROBERTS, STEVENSON, et. Al: New Business Ventures and Entrepreneur (McGraw Hills: 6th Edition) A. SAHAY & V-SHARMA: Entrepreneurship and New Venture Creation ,(Excel:2008)

SUPER SPECIALIZATION ENTREPRENEURSHIP BUSINESS VALUATION USING FINANCIAL STATEMENTS COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INTRODUCTION (1 HR) Concept and significance of business valuation Mechanics of valuation 2. METHODS FOR BUSINESS VALUATION (6 HRS) Asset based approach Earning based approach Cash flow basis of valuation Market value added (MVA) approach to valuation Economic value added (EVA) approach 3. VALUATION AND CORPORATE RESTRUCTURING (3 HRS) Conceptual framework Financial framework Tax aspects of amalgamation, mergers, and demergers 4. CASE STUDIES ON VALUATION (2 HRS) Numerical Exercises Real cases from India corporate world

BASIC TEXTS: TOM COPELAND, TIM KOLLER, MURRIN: Valuation (John Wiley) Workbook accompanying the above book

SUPER SPECIALIZATION ENTREPRENEURSHIP CAPITAL RAISING STRATEGIES IN CORPORATIONS COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 01 1. INTRODUCTION (1 HR) Capital Raising and Financing activities of firms at different stages of their life cycle Finance by financial intermediaries commercial banks and investment banks Financing Choices of start-up firms, younger firms and in bankruptcy 2. DESIGNING AN OPTIMAL CAPITAL STRUCTURE (2 HRS) Capital Structure Choices Capital Structure Theory Pecking Order Theory and Trade-off Theory 3. LONG-TERM FINANCING (6 HRS) Equity the decision to go public, mechanism and pricing of initial public offerings for Ordinary Equity shares, Right Issues Preference Shares ADR/GDRs Debt Pricing, Determination of coupon rate, maturity period, YTM Debentures with and without conversion option

Warrants FCCBs Asset-Based Financing Lease Financing Hire Purchase Financing Project Finance Venture Capital Financing or Private Equity Financing Process of Venture Capital Financing 4. SHORT-TERM FINANCING (2 HRS) Role of Trade Credit and other lines of credit Bank Finance for Working Capital Commercial Papers (CPs) Certificate of Deposits (CDs) 5. FINANCING INTERNATIONAL OPERATIONS (1 HR) BASIC TEXT SUBRAMANYAM, PRATAP G: Investment Banking: Concepts, Analysis & Cases (TMH)