FT-401C

MBA (FT) Semester IV

CORPORATE GOVERNANCE

Course Objective: Objectives of this course is to help the students gain knowledge about
corporate governance and its relevance of in the business environment.

Examination Scheme: The faculty members will award internal marks out of 40, based on the
three assessments of 20 marks . Best of the two will be considered. The end semester
examination will be of 60 marks.

Course Content:

Corporate Governance an overview -The Theory and Practice of Corporate Governance,

Landmarks in the Emergence of Corporate Governance. The history of corporate governance.

Corporate Governance and other Stack holders - The key corporate Actors of corporate
governance, the stake holders, stake holders as human beings in business. The training and
development of the directors and their roles .decision making skills of the C.E.O.

Corporate Social Responsibility. –Introduction to corporate social responsibility, corruption,

company size, code of ethics in business.

Corporate governance relationship with media and government- The Role of the Media in
Ensuring Corporate Governance, The Role of The Government in Ensuring Corporate
Governance .

The Role of the policies and systems in corporate governance – Performance Monitoring,
Remuneration , bankruptcy systems .

Corporate Governance in India and its approach with reference to the corporate governance
world wide - Comparison and Implications

Text Readings:-

1. Corporate Governance – A.C. Fernando, Pearson education ltd New Delhi

2. Corporate Governance - C.V. baxi
3. Corporate governance and business ethics – U.C.Mathur
4. Corporate governance – Swami Parthswrtahy
 FT-402C
MBA (FT) Semester IV
STRATEGIC MANAGEMENT

Course Objective
This is a top-level management course, and the objective of teaching this course is to enable
students to integrate knowledge of various functional areas and other aspects of management,
required for perceiving opportunities and threats for an organization in the long-run and second
generation planning and implementation of suitable contingency strategies for seizing / facing
these opportunities & threats.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.
Course Contents
Meaning, Need and Process of Strategic Management; Business Policy, Corporate Planning and
Strategic Management; Single and Multiple SBU organizations; Strategic Decision–Making
Processes – Rational–Analytical, Intuitive-Emotional, Political – Behavioural; Universality of
Strategic Management; Strategists at Corporate Level and at SBU Level; Interpersonal,
Informational and Decision Roles of a Manager. Mission, Business Definition and Objectives;
Need, Formulation and changes in these three; Hierarchy of objectives, Specificity of Mission
and Objectives.
SWOT Analysis: General, Industry and International Environmental Factors; Analysis of
Environment, Diagnosis of Environment – factors influencing it; Environmental Threat and
Opportunity Profile (ETOP); Internal Strengths and Weaknesses; Factors affecting these;
Techniques of Internal Analysis; Diagnosis of Strengths and Weaknesses; Strategic Advantage
Profile (SAP).
Strategy Alternatives: Grand Strategies and their sub strategies; Stability, Expansion,
Retrenchment and Combination; Internal and External Alternatives; Related and Unrelated
Alternatives, Horizontal and Vertical Alternatives; Active and Passive Alternatives; International
Strategy Variations.
Strategy Choice Making: Narrowing the choices; Managerial Choice Factors, Choice Processes –
Strategic Gap Analysis, ETOP-SAP Matching, BCG Product – Portfolio Matrix, G.E. Nine Cell
Planning Grid; Contingency Strategies; Prescriptions for choice of Business Strategy; Choosing
International Strategies.
Strategy Implementation: Implementation Process; Resource Allocation; Organizational
Implementation; Plan and Policy Implementation; Leadership Implementation; Implementing
Strategy in International Setting.
Strategy Evaluations and Control : Control and Evaluation Process; Motivation to Evaluate;
Criteria for Evaluation; Measuring and Feedback; Evaluation and Corrective Action.
Text Readings
1. Lawrence R. Jauch and William F. Glueck, “Business Policy and Strategic
Management”, McGraw Hill Book Co., New York,

2. Glen Boseman and Arvind Phatak, “Strategic Management : Text and Cases “ , John
Wiley and Sons, Singapore, 1989
3. Daniel J. McCarthy, Robert J. Minichiello, and Joseph R. Curran, “Business Policy and
Strategy” Richard D. Irwin, AITBS, New Delhi, 1988
4. Roanld C. Christenesen,.Kenneth R. Andrews and Joseph L. Bower, “Business Policy –
Text and Cases “ , Richard D. Irwin, Inc., Illinois, 1978
5. Azha Kazmi, “ Business Policy”, Tata McGraw Hill, New Delhi, 1999
 FT-404F
MBA (FT) Semester IV
TAXATION
Course Objective:
The objective of this course is to enable students to develop an understanding of direct and
Indirect taxes and to enable them to calculate taxes.

Examination Scheme:

The faculty member will award internal marks out of 40 based on three assessments of 20
marks each of which best two will be considered. The end semester examination will be worth
60 marks having theory and cases/practical problems.

Course Content:

Introduction to Direct Taxes (An Overview): Income Tax, Wealth Tax.

Introduction to Tax Management: Concept of Tax Planning, Tax Avoidance and Tax Evasion.
Important Provisions of Income Tax Act.

Basic Concepts: Assessment Years, Previous Years, Person, Income, Gross Total Income,
Capital and Revenue Receipts and Expenditure, Residential Status and Incidence of Tax, Tax
Free Income.

Salaries: Meaning, Taxability of Allowances and Perquisites, Permissible Education, Treatment

of PF, Gratuity, Computation of Taxable Salary.

Income from House Property: Determination of ownership, property Income Exempt from Tax
and Computation of Income from House Property.

Profits and Gains of Business and Profession: Basis of Charge, Scheme of

Provisions,Deductions Expressly Allowed, Expenses Allowed Under Restriction, Depreciation,
Computation of Profits and Gains of Business and Profession, Tax Planning, Taxation of
Firms & Companies, Mergers & Acquisitions.

Capital Gains: Meaning, definition of capital gains, assets not be treated as capital Assets, types
of assets and gains, computation of Capital Gains.

Income from Other Sources: Computation of Income from Other Sources.

Deduction: Deduction Allowed From Total Income, Rebates and Relief. Computation of Total
Income of Individual.

TDS: Tax Deduction at Source, Advance Payment of Tax, Filing of Returns, Tax Planning in
Relation to NRIs.

Wealth Tax Act: Important Provisions and Calculation of Wealth and Wealth Tax.
Text Reading (Relevant Previous Year):

1. H. C. Meherotra, “Income Tax”, SahityaBhawan, Agra.

Suggested Reading (Relevant Previous Year):

1. S. Battacharya, “Indian Income Tax: Law & Practice”, New Delhi, Indian Law House.
2. V K Singania, “Student Guide to Income Tax”, New Delhi, Taxman Publication.
3. V K Singania, “Direct Tax Law”, New Delhi, Taxman Publication.
4. Shripal Saklecha and Anit Saklecha, “Income Tax”, Indore, Satish Printers.
5. Bare Act of Income Tax.
6. Bare Act of Wealth Tax.
 FT-405F
MBA (FT) Semester IV
International Finance

Course Objective

To provide a conceptual framework of the Working of International Finance Institutions, Money

Markets, Exchange Transactions and Capital Markets.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.
Course Contents
Introduction: Relevance of international financial management for domestic as well as
international players; exchange rate regimes. Theories of International Trade: Comparative
Costs, Classical Theory, Absolute Advantage, Hecksher-Ohlin Theory, Free Trade V/S
Protection- Barriers to Foreign Trade, Tariff and Non-Tariff Barriers.

Balance of Payment : Meaning Of BOP, Components Of BOP, Importance Of BOP, Meaning

Of Deficit And Surplus, Equilibrium, Disequilibrium And Adjustments, Methods Of Correcting
Disequilibrium, Accounting Principles In BOP.

Foreign Exchange Markets: Defining Foreign Exchange Market, Its Structure, Settlement
System, Exchange Rate, Participants, Understanding SPOT And Forward Rates, Foreign
Exchange Quotations, Premium And Discount In Forward Market, Cross Rates, Inverse Rates
And Arbitrage.

Exchange Rate Determination: Determination Under Gold Standard And Paper Standard,
Factors Affecting Exchange Rates, Purchasing Power Parity Theory, Demand And Supply
Theory, Equilibrium Rate Of Exchange, Fluctuating V/S Fixed Exchange Rates, Exchange
Control and Objectives of Exchange Control.

Instruments: ADR, GDR, Euro Currencies, International Commercial Papers.

International Project Appraisal: Techniques and criteria. Interest Rate Parity/Covered Interest
Parity

Financing International Trade: letter of credit; buyer’s credit ; suppliers credit ; cross border
leasing and factoring,
Short Term Financial Mgt. in an MNE: short term borrowing and investment; centralized vs.
decentralized cash management, bilateral and multilateral netting
Text Readings

1. V.A.Avadhani, “International Finance”, Himalaya Publication.

2. P.G.Apte, “International Financial Market”, Tata Mc Graw Hill.
3. A.K.Seth, “International Financial Management”, Galgotia Publications.
 FT-406F
MBA (FT) Semester IV
Corporate Financial Decisions
Course Objective

The objectives are to focus the student attention on various aspects of financial decision-making,
and to help him develop skills of critical analysis, thinking and synthesis in the process of
decision making.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.
Course Contents
Financial Statement Analysis: Balance Sheet, Income Statement, Statement of Changes In
Financial Position, Ratio Analysis, Cost Volume Profit Analysis.

Valuation Concepts and Investment: Risk Return Analysis (Capital Assets Pricing Model),
Capital Budgeting, Capital Rationing Decisions, Cost of Capital, Valuation of Funds.

Finance and Dividend Decisions: Leverages, Capital Structure, Strategies and Dividend Policies.

Working Capital Decisions: Cash, Receivables, Inventory Strategies.

Long Term Financing Decisions: Shares, Debentures, Warrants, Rights, Lease and Hire Purchase
Decisions, Leverage Buy Outs, Securitization and Initial Public Offer.

Corporate Restructuring Strategies: Mergers, Acquisitions and Amalgamations, Takeovers and

Reverse Merger Strategies.
Text Readings
1. I.M.Pandey, “Financial Management” 8th Edition, Vikas Publications.
2. Ashwath Damodaran, “Corporate Finance”, Tata McGraw Hill, New Delhi.

Suggested Readings
1. Weston, Chung, Hoag “Merger restructuring and Corporate Control”, PHI
Publication.
2. Van Horne, “Financial Management and Policies”, PHI Publications, Nineth Edition
3. M.Y. Khan and P.K. Jain, “Financial Management”, 4th ed. Tata McGraw Hill, New
Delhi.
4. P.Mohan.Rao, “Mergers Acquisitions of Companies”, Deep and Deep Publications.
 FT-407F
MBA (FT) Semester IV
Valuation Using Financial Statements

Course Objective: The objectives are to focus the student’s attention on various aspects of
Financial decision making and to help them develop skills of critical analysis, thinking and
Synthesis in the process of decision making & Corporate reporting Practices.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Content:

Introduction to Financial analysis: Need & Importance, Phases of Financial Analysis,

Financial Decision making under various Models: Simulation model, Risk & Uncertainty model,
Sensitivity Analysis, Methods of Financial Decision Making, and Strategy under inflationary
conditions.

Corporate Dividend Decisions: Practical Considerations in Dividend policies, Factors

determining the Dividend policy, Forms of Dividend, Rules & Legal interpretations, Various
Strategy & Theories on Dividend policies.

Financial Analysis of Financial Institutions & Funds: Management & Financial analysis of
Mutual Funds/NBFCs/other Financial Institutions & Services in India, Analysis of Mutual
Funds, Role of Capital Market in Corporate Financial Analysis, Valuation Practices adopted by
NBFCs & other market intermediaries, Key Financial Statements of Mutual Funds & Financial
institutions, Role of RBI.

Business valuation: Significance of Accounting Standards in Financial Valuation & Reporting,

their interpretations, Understanding valuation practices for the investors with special emphasis
on EPS, Impairment of Assets, and Segment Reporting & Interim Financial Reporting.

Developments in Business valuation & Practices: Overview to International Financial

Reporting Standards, Corporate Restructuring & valuation norms, Introduction to Consolidated
Financial reporting of Group companies & valuation thereof.

Books Recommended:
1. “Mergers & Acquisition”, – R. Machiraju
2. “Mergers & Acquisition and Corporate Resmeturies”, – Weston, Chung & Hong
3. “Financial Management”, - Prasanna Chandra
4. “Corporate Finance & Investment”, – R. Pike & Node
5. “Finance : A management guide for managing company funds ad profit”, – I.M.
Pandey
6. “Financial Decision”, - Hompton
 FT-407F
MBA (FT) Semester IV
Personal Financial Planning

Course Objectives: To make the students familiar with the concept of personal financial
planning, its procedure and execution. They will also be made aware of various tools and
instruments in personal financial planning.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents:

Introduction to personal financial planning: The process of personal financial planning and its
basics, factors affecting personal financial planning.

Personal financial statements: Personal balance sheet and cash flow statement, management of
asset and liabilities, calculation of net worth, personal budgeting process and money
management. Tools for personal financial planning.

Sources of personal finance and credit, their features, selection of suitable source of credit,
personal debt management- home loan , personal loan and other loans, loan repayment, concept
of time value of money.

Insurance in financial planning: various types of insurances helpful in personal financial

planning, and their characteristics. Taxes and tax plan, various tax saving schemes.

Investment of financial resources: understanding investments and their returns, various

investment avenues such as shares, bonds, mutual funds, real estate etc. and their features, risks
associated with investment and their management.

Concept of retirement planning and its process, special schemes such as post office schemes,
government schemes etc.

References:
1. Personal finance by Jack R Kapoor, TMH
2. Personal financial management volume I,II,III by ICFAI
3. Fundamental of Insurance by P.K.Gupta, Himalaya pub.
 FT-408F
MBA (FT) Semester IV
Credit Management
Objective:

The main goal of this course is to develop a foundation of financial management concepts. This
will enable the student to understand what credit risk management is, what the lending objectives
are, and how to measure credit risk. The course also lays a foundation for more complex credit
management topics that arise in additional elective courses in finance. This course in credit
management also describes the credit rating systems.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Contents
1. Overview of Lending Activity, Principles and Objectives of Credit Management, Credit
Policy in Banks, Policy Rates and RBI Guidelines
2. Prudential Norms on Capital Adequacy and Credit Risk Management
3. Income Recognition, Asset Classification (IRAC) and Provisioning Norms
4. Types of Borrowers, Analysis of Financial Statements, Credit Evaluation − Working Capital
Finance
5. Evaluation of Term Loans, Types of Credit Facilities, Priority Sector Lending
6. Corporate Funding, Infrastructure Lending, Supply Chain and Channel Financing
Documentation, Monitoring and Follow-up, Recovery Management
7. Credit Risk Loss Distribution, Expected Loss, Probability of Default, Loss given Default,
Exposure at Default, Maturity, Lesson 8 Credit Rating Systems , The Economics of Credit
8. The Basel Accords

Suggested Readings
1. Practical Banking Advances by Bedi & Hardikar.
2. Management of Bank Credit by H.B. Suneja.
3. Law & Practice of Banking by P.N. Varshney and Gopal Swaroop.
4. Commercial Banking Vol. II by Indian Institute of Bankers.
5. Financial Analysis for Credit Management in Banks by S.P. Singh and S. Singh.
 FT-411F
MBA (FT) Semester IV
CORPORATE RESTRUCTURING

Course Objectives: To develop an in depth understanding of various corporate restructuring

techniques adopted by different firms. To inter-link the subject of finance with the major
strategic decisions of a proactive firm.

Examination Scheme: The faculty member will award internal marks out of 40 based on three
assessments of 20 marks each of which best two will be considered. The end semester
examination will be worth 60 marks having theory and cases/practical problems.

Course Contents:

Introduction Meaning of corporate restructuring, need, scope and modes of restructuring,

global scenario, national scenario, Mergers and Amalgamations: Concept, need and reasons,
legal aspects, procedural aspects relating to commencing of meetings and presentation of petition
including documentation, economic aspects including effect on the interest of small investors;
accounting aspects, financial aspects including valuation of shares, taxation aspects, stamp duty
and allied matters, filing of various forms.

Mergers and Acquisitions: Strategic Choice of Type of Business Alliance. Who should go for
Merger and Acquisition and Take-over. Defining and Selecting Target. Pricing of Mergers
(Pricing the Competitive Bid for Take-over). Negotiation/Approach for Merger, Acquisition and
Take-over. Contracting . Implementation of Merger and Acquisition. Managing Post-Merger
Issues . Legalities Involved in Merger, Acquisition and Take-over. Accounting for Mergers.

Takeovers Meaning and concept, types of takeovers, legal aspects - SEBI takeover regulations,
procedural aspects, economic aspects, financial aspects, accounting aspects, taxation aspects,
stamp duty and allied matters, payment of consideration, bail out takeovers, takeover of sick
units.Industrial sickness and its causes. Revival and Restructuring of Sick Companies: The
problem of sick industries and their revival with special reference to the law relating to sick
industrial companies.

Funding of Mergers and Takeovers Financial alternatives, merits and demerits, funding
through various types of financial instruments including preference shares, non-voting shares,
buy-back of shares, hybrids, options and securities with differential rights, employer stock
options and securities with differential rights, takeover finance, ECBs, funding through financial
institutions and banks, rehabilitation finance, management buyouts.

Corporate Demergers/Splits and Divisions Difference between demerger and reconstruction;

modes of demerger – by agreement, under scheme of arrangement, by voluntary winding up; tax
aspects, tax reliefs, Indian scenario, reverse mergers. Post Merger Re-organisation:
Accomplishment of objectives - criteria of success, profitability, gains to shareholders; post
merger valuation; measuring post merger efficiency; factors in post merger reorganization.

Financial Restructuring: Buy-back of shares – concept and necessity; SEBI guidelines;

Government’s guidelines, procedure and practice for buy-back of shares. Alliances: Integrating
alliances into corporate strategy; preparing for alliance, cross cultural alliances; implementing
and managing the alliances. Legal Documentation
Ethical issues in corporate restructuring.

Suggested Readings:

1. Mergers and Acquisitions; by S. Ramanujam, Tata McGraw Hill Publishing Company

Ltd, New Delhi.

2. Takeover of Companies by J.M Thakur, Snow White Publications Pvt, Ltd.

3. Corporate Takeovers in India by V.K Kaushal, Sarup & Sons, New Delhi.

4. Corporate Merger and Takeovers by Dr. J.C.Varma, Bharat Publishing House.

5. Weston, Chung, Hoag “Merger restructuring and Corporate Control”, PHI

Publication.
 FT- 404H
MBA (FT) Semester IV
HR PLANNING AND AUDIT
Course Objectives
The course is designed to enable the student to understand the process of human resource
planning and audit in depth.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents
Part A
1. Human Resource Planning: Definition, HR Planning, Strategic Planning and HR planning
Model for HR Planning, HR planning in changing context, Planning for Shortages,
Surplus, Planning for New Establishment, Managerial Succession Planning, Career
Planning.

2. Qualitative determination of human resource requirements: Job Analysis, Human

Resource Demand Forecasting, Human Resource Supply Estimates.

3. Action Plans – Separation, Action Plans – Retention, Training, Redeployment & Staffing

Part B
4. HRD Audit: Meaning and Concept, Need, Designing HRD Audit Process, Parameters to
be Audited, Audit Results, Preventive and Corrective Actions, Role in Business
Improvement, Methodology and Limitations.
5. HRD styles and culture: OCTAPACE Culture, Importance of Top Management Styles in
Building Culture, Auditing the HRD Culture, Auditing the Style of Top Management,
Current Structures and Structural Alternatives.
6. HRD Competencies: Challenges, Professionalism in HR, Myths and Realities of HRD,
Competencies Needed, Auditing HRD Competencies, individual interviews, Group
interviews, Observation, HRD Audit instruments.

Text Reading

1. Donald Currie, “Personnel in Practice for the New IPD-CPP”, Blackwell, MA.
2. R. W. Mondy and R. M. Noe, “Human Resource Management”, Prentice Hall, London,
6th Ed.
3. T. V. Rao, “HRD Audit”, Response Books, New Delhi.

Suggested Reading

1. Satish Pai Ed., “HRD Skills for Organizational Excellence”, Bombay, Himalaya Pub.
House.
 FT-405H
MBA (FT) Semester IV
STRATEGIC HRM
Course Objectives
The course is designed to explain basic theory of Strategic Human Resource Management to
examine the issues and problems associated with HRM in a changing environment.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents

1. Strategic Approach to HRM, Integrating HR Strategies with Corporate and

Functional Strategies, integrating Human Resources in Strategic Decisions.
2. Strategic HR Planning Acquisition and Development, Corporate strategies and career
systems.
3. Strategies for Maximizing HR Productivity: Organizational Restructuring,
Turnaround Management, Mergers, Acquisitions and Joint Ventures.
4. SHRM in Global Context, International Human Resource Strategies, Evaluating the
effectiveness of HRM
Note: 50 percent of classes will be devoted to theory and 50 percent to discussion of cases.
Text Readings

1. W.D. Anthony, P.L. Perrewe, K.M. Kacmar, “Strategic Human Resource

Management”, USA, Dryden.
2. C. Mabey, G. Salman, and J. Storey, “Human Resource Management: A Strategic
Approach”, UK, Blackwell.
3. Linda Gratton, “Strategic Human Resource Management”, New York, Oxford
University Press.

Suggested Readings

1. John Leopold, Lynette Harris and Tony Waton, “Strategic Human Resourcing:
Principles, Perspectives and Practices”, Financial Times Pitman Publishers, 1999.
 FT-406H
MBA (FT) Semester IV
INDUSTRIAL AND SOCIAL PSYCHOLOGY

Course Objectives: The Objectives of this course are to understand human behavior in social
and industrial settings. A student will be able to comprehend the causes of behavior as well as
the methods of improvement by going through this course.

Examination Scheme: The faculty member will award internal marks out of 40 based on three
assessments of 20 marks each of which best two will be considered. The end semester
examination will be worth 60 marks having theory and cases/practical problems.

Course Contents

1. Introduction to Social Psychology: Nature and concept of social psychology and social
psychology related to other disciplines, Methods of social psychology, Current trend in social
psychology and ethical issues

2. Social Perception: Non-Verbal Communication, theo0ries of Attribution, Impression

formation and impression management.

3. Social Identity: Self Concept, Self-esteem, Self-efficacy, Self-monitoring and self-focusing.

4. Social Influence: Conformity, Compliance and Obedience.

5. Group Dynamics: Introduction to Group, Formation, and types of group, Group dynamics,
Crowding, Cooperation, competition and conflicts

Text Readings: (Latest Edition):

1. Myers D.G, Social Psychology, New Delhi, Latest edition, Tata Mc-Graw Hill
Publishing.

2. Robert A Baron, Donn Byrne, Nyla R Branscombe, Gopa Bhardwaj, Social Psychology,
latest Edition, Prentice-Hall India: New Delhi.
 FT-407H
MBA (FT) Semester IV
CONFLICT AND NEGOTIATION PROCESS

Course Objectives: To promote understanding of the concept and theories of conflict, To build
awareness of certain important and critical issues in conflict and negotiation.To provide exposure
to the required skills in negotiating a contract.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Content:

1. Power and Politics: Bases of Power, Power tactics, Power in Groups, Sexual Harassment in
workplace: Unequal Power, Politics: power in Action, Implication for Managers

2. Conflict: Meaning and Causes of conflict, Transitions in Conflict Thought, Functional versus
dysfunctional thought, Conflict process, styles of handling interpersonal conflict, Integrating
conflict from Gandhian perspective.

3. Negotiation: Negotiating a Contract . Pre-negotiation. Preparing the Charter of Demand(s).

Creating the Bargaining Team Submission of COD .Costing of Labour Contracts

4. The Negotiation Process: What is Negotiation? Effective Negotiation. Preparing for

Negotiation. Communication Style. Breaking Deadlocks. Strategy and Tactics/Games
Negotiators Play. Closing Successfully.

5. Negotiating Integrative Agreements. Reviewing. Negotiation and Conflict Approaches and

Phases in negotiation and conflict. Post Negotiation. Administration of the Agreement
Grievance Management Binding up the Wounds.

Recommended Book: Latest Edition

1. BB Singh, Managing Conflict and Negotiation, Excel Book Pvt. Ltd

2. Stephen .P. Robbins, Timothy A. Judge, Organizational Behaviour, Pearson
3. Margie Parikh, Rajen Gupta, Organizational Behaviour ,McGraw Hill
 FT- 408H
M.B.A (FT) Semester IV
BUSINESS PROCESS TRANSFORMATION AND HRM

Course Objectives:
The objective of the course is to study business transformation through managing people with
special emphasis on knowledge management, human resource information system, human
resource economics, and leadership

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents
Knowledge management: Organizational Knowledge Management Architecture and
Implementation Strategies: Introduction, Knowledge Management Framework, Implementation,
Strategies, Organizational Knowledge Management Architecture, Organizational Knowledge
repositories, Knowledge Management Applications, Organizational Collaborative Platforms,
Organizational Knowledge Measurement Framework and techniques, and implementation
barriers.
HRIS: Data and Information needs for HR Manager; Sources of Data; Role of ITES in HRM; IT
for HR Managers; Concept, Structure, and Mechanics of HRIS; Programming Dimensions and
HR Manager with no technology background; Survey of Software Packages for Human Resource
Information System including ERP Software such as SAP , Emerging Trends in HRIS,
Networking, Internet, Intranet, Technology Implications, etc.

INFORMATION SECURITY AND RISK MANAGEMENT: Aspects of Security, Risk

Management, Role of HR department in maintaining Organizational privacy, Cyber threats,
Intellectual property. Data Mining: decision trees, Neural networks, applications of data mining,
Data warehousing: Architecture & Applications, Artificial Intelligence: Meaning, Scope and
Applications.
Decision Support Systems: Managerial Decision Making, Introduction and Overview ,From
Human Decision making to DSS ,DSS Architecture , Group Decision Support Systems: Goals of
Group Decision Support Systems ,Group versus Individual Activities ,Types of Group DSS ,
Decision Making Under Uncertainty , System Integration and Future of DSS.

Human Resource Economics: HR Accounting, Investment in Human Capital Individual’s

choice of educational attainment Costs and benefits of human capital investments Who should
invest in human capital – the individual or the firm? Social impact.

Contemporary Issues in HR: Green HRM, Position of women, Gender discrimination,

harassment, Job stress, Turnover, Emotional Intelligence etc.
Leadership issues in BPT: Crucibles of Leadership, Values, Principles and Ethical Boundaries,
Motivations and Motivated Capabilities, Transformational Leadership.

References:

1. Warrier, E. Sudhir (2004) “Knowledge Management”, Vikas Publishing House Ltd. New
Delhi.
2. Knowledge Management: 2nd Edition, Elias M. Awad, Hassan M. Ghaziri, PHI Learning
Pvt. Ltd.
3. Handbook of Human Resource Information Systems, Basics, Applications and Future
Directions, Michael J.Kavangarh, Mohan Tithe, Richard D Johnson, Sage Publications
India Pvt ltd.
4. A Handbook of Human Resource Management Practice, “Michael Armstrong”, Kogan
page.
5. The leadership life Cycle: by Andrew Ward, Palgrave Macmilian
6. High Quality leadership: by Erwin Rausch and John B Washbursh, PHI
7. Leadership in organizations: by Gary Yuki, PHI
8. S.C.Gupta, Advanced Human Resource Management: A strategic perspective, Ane
Books Pvt. Ltd
9. Tanuja Agarwala, (2007), Strategic HRM, Oxford University Press
 FT-409H
MBA (FT) Semester IV
ORGANISATION DEVELOPMENT
Course Objectives
The objectives of this course are to acquaint the students with the importance of Organization
Development, and to offer insights into design, development and delivery of OD Programmes.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents

Introduction: Definition, History, Assumptions, Values and Beliefs in O.D, Organization

Development & Transformation

Theory and Management of OD: Foundations of OD, OD Process, Action Research and OD.

OD interventions: Overview, Types, Team interventions, inter- Group interventions,

Comprehensive and Structural interventions. Choosing the Depth of Organizational Intervention.

Issues and Considerations in OD: Consultant-Client Relationships, System Ramifications, and

Power- Politics.

Emerging Trends in OD with special emphasis on future organizations.

Text Readings

1. Wendell L. French and Cecil N. Bell Jr., “Organization Development” New Delhi,
Prentice Hall, 5th Ed., 1999.

Suggested Readings

2. Don Harvey and Donald R. Brown, “An Experiential Approach to Organizational

Development”, New Jersey, Prentice Hall Inc., 1996.
3. Wendell L. French Cecil H Bell, Jr., Robert A. Zawaski. (Eds.), “Organizational
Development and Transformation: Managing Effective Change”, Illinois: Irwin Inc.,
1994.
 FT404M
MBA (FT) Semester IV
GLOBAL MARKETING
Course Objectives

The objectives of this course are to help the student to gain an understanding of concepts of
International Marketing, types of international markets, demand and supply position in
international markets, import-export documentation, policies and procedures of foreign trade.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents
International Marketing: Basis of International Trade, Theories of International Trade
Absolute Advantage, comparative advantage and factor endowment theory) Difference between
Domestic, International, Multinational, Global Markets, EPRG Frame work.

Scanning of International Environment: Social, Political, Legal, Economic.

Factors Affecting International Trade: Methods of Entry, Types of Regional Agreements,

Role of IMF and WTO in International Trade.

Foreign Trade Policy: EXIM Policy 2002-2007 Salient features.

Export Documentation and Procedures and Institutional support for export promotion in India.

Product: Identifying New Products, International Product Planning, Product Design Strategy,
Product Elimination, Adoption and Diffusion of New Products, Branding Strategies.

Pricing Strategies: Factors Affecting International Prices, Methods of Pricing, Pricing an

International Product, Transfer Pricing, Exchange Rates and its Impact on Pricing, High Sea
Pricing.

Distribution System for International Markets: Direct and Indirect Channels, Factors
Affecting International Channel, International Channel Management, Wholesaling and Retailing.

Promoting Products / Services in Overseas Markets: Perspectives of International

Advertising, Standardization v/s Localization, Global Media Decisions, Global Advertising
Regulations, and Industry Self-Regulation.
Text Readings
1. W. J. Keegan – “Global Marketing Management”, New Delhi, PHI
2. Sack Onkvisit and John J. Shaw. “International Marketing Analysis and Strategies”,
PHI
3. Subhash S. Jain, “International Marketing Management”, Delhi, CBS Publishers
Distributors

Suggested Readings

1. M.R Czinkota.and Ronkainen “International marketing”, Dryden Forthworth 1998.

2. S.J. Poliwoda, “International Marketing”, New Delhi, Prentice Hall of India
 FT405M
MBA (FT) Semester IV
B2B Marketing
Objective: The goal of the subject is to introduce to students the specifics of B2B marketing and
the basic concepts of marketing theory, the peculiarities of organizations’ purchasing behavior,
and the strategic marketing process in B2B markets including market analysis, segmentation,
targeting and positioning of various types of B2B companies. At the same time, the course
introduces to students the specifics of marketing mix tactical tools for B2B markets.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course contents:
Basic differences between B2B and B2C marketing

Organizations’ purchasing behavior

Company types and impacts on B2B marketing

Strategic marketing process: Analyzing the organization market , B2B market segmentation,
Targeting and positioning, Strategic planning

B2B marketing mix specifics

Product as the fundamental tool of B2B marketing

Service marketing for B2B companies

B2B brand management

B2B companies’ price management and price policy

B2B companies’ distribution policy and distribution channel management

B2B companies’ communication and communication mix tools

B2B companies’ integrated marketing mix

Text Books
 Hutt, M.D., Speh, T.W., Business Marketing Management, 2006, ISBN 03-2436-104-1
 Kotler, P., Wong., V., Saundres, J., Armstrong, G., Principles of Marketing, 2005, ISBN
01-3146-918-5
 Vitale, Robert P., Business to business marketing: analysis & practice in dynamic
environment, 2001, ISBN 03-2407-296-1
 FT406M
MBA (FT) Semester IV
Social Marketing

Course Objective
The objectives are to focus the students’ attention on use of modern marketing techniques to
influence behaviour of individuals or groups towards social and public welfare, and to measure
and improve its efficacy.

Examination Scheme
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents

Social Marketing: Definition, evolution and growth, steps of social marketing.

Leading case studies of Social Marketing in spheres of Health, Environment, Social and
Economic Empowerment.

Analyzing Social Marketing: Research Options, Selection of Purpose and Conducting Situation
Analysis

Social Marketing: Segmentation, Targeting and Positioning, Setting of Objectives and Goals,
Strategies driven by 4Ps - Packaging, Pricing, Promotion and Placement

Managing Social Marketing: Monitoring and Evaluation Plan, Establishment of Budgets and
Sourcing of Funding, Drafting Implementation Plan and Ethical Aspects

Text Readings
1. Sameer Deshpande and Nancy R. Lee, “Social Marketing in India”, Sage Publications,
2013

Suggested Readings

2. Philip Kotler and Nancy R. Lee, “Social Marketing: Influencing Behaviors for Good”,
Third Edition. Sage Publications, 2008
 FT407M
MBA (FT) Semester IV
Services Marketing
Course Objective
The objective of this course is to expose students to the concept and applications of service
marketing and develop abilities to help them apply them in real life situations.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Contents

1. Services: Growth of Service Sector; Contribution of Services to Economic Growth, Service

Concept, Characteristics and Classification of Service; Challenges in Service Marketing.
2. Designing a Service Strategy: Service Management Process; Internal, External and
Interactive marketing strategies.
3. Strategic Issues in Service Marketing: Segmentation, Differentiation and Positioning of
Services.
4. Marketing Mix in Services Marketing: Product, Price, Place, Promotion, People, Physical
Evidences and Process Decisions.
5. Managing Service quality and Productivity: Concept, Dimensions and Process; Service
Quality Models, Applications and Limitations, Productivity in Services.
6. Applications of Service Marketing

Text Readings

1. Christopher H. Lovelock, Jochen Wirtz, Jayanta Chatterjee, “Services Marketing”, New

Delhi: Prentice Hall of India, Latest Edition.

Suggested Readings
1. Ravi Shankar, “Services Marketing”, New Delhi, Global Press.
2. V. A. Zeithamal and M. J. Bitner, “Service Marketing: Integrating Customer Across
the Firm”, McGraw Hill.
 FT408M
MBA (FT) Semester IV
Customer Relationship Management
Course Objectives
The objective of this course is to introduce customer centric operations, process and implications
of CRM.

Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.

Course Content:
1. Introduction: Evolution of CRM, Customer satisfaction, Customer loyalty, Customer
experience, Relationship Marketing, Significance and benefits of CRM to different
business organizations and customers.
2. Concepts of CRM: Concept of Customer Lifecycle, Lifecycle stages, Customer Lifecycle
Management, Customer Lifetime Value assessment, Customer – Product profitability
analysis.
3. CRM Process: Systems approach to CRM, CRM Process, Objectives, Customer
segmentation, Customer database, Strategy formulation, Infrastructure development,
Designing system, Core processes, Developing people, Customer retention, Recovering
lost customers, Terminating relationships.
4. Database Management: Information management for customer acquisition, retention,
attrition and defection, data warehousing, data mining.
5. CRM Technology: Hardware, Software, Web portals, Call Centres, IT enabled business
solutions.
6. Customer Loyalty: Developing, Implementing and Evaluating Loyalty Programs.
7. Measuring CRM Effectiveness: CRM Metrics – Financial and non-financial measures.

Text and References:

1. Sheth, J.N., Parvatiyar, A. and Shainesh, G., “Customer Relationship Management”,
TMH.
2. Kumar, V. and Reinartz, Werner J., Customer Relationship Management: A Databsed
Approach, Wiley India, New Delhi.
3. G Shainesh, Jagdish N Sheth, Customer Relationship Management – A strategic
perspective, Macmillan India Ltd
4. Rai, Alok K, Customer Relationship Management – Concepts and Cases, PHI, New
Delhi.
5. Mukerjee, Kaushik (2007), Customer Relationship Management: A Strategic Approach
to Marketing, PHI, New Delhi.
 FT409M
MBA (FT) Semester IV
Direct and Event Marketing
Course Objectives
The objectives of this course are to expose the students to various aspects of rural, event and
direct marketing as an integral part of marketing management, and developed an understanding
of rural, event and direct marketing.
Examination Scheme:
The faculty member will award internal marks out of 40 based on three assessments of 20 marks
each of which best two will be considered. The end semester examination will be worth 60
marks having theory and cases/practical problems.
Contents:
Direct marketing- Concept, growth & benefits, limitations — variants of Direct Marketing- Main tasks
— lead generation, customer acquisition, development and retention. The key principles of targeting,
interaction, Catalysts of change in modern marketing — from distance selling to interactive
marketing. Direct marketing in real-time — interactive .marketing, Direct marketing vs. marketing
through channels Traditional Methods of Direct Marketing: a) Telemarketing b) Multi Level
Marketing (MLM) c) Personal selling d) Automatic Vending Machines e) Exhibition - Trade
fares f) Catalogue Marketing g) Direct Mail h) Company showrooms

Technology that enables Direct Marketing: Core marketing technology components, business
intelligence appliances, campaign management applications, sales force automation, customer
interaction and contact centre applications. Customer data, different types, its value and
management. The Impact of Databases - Consumer and Business Mailing Lists- Data fusion —
marketing research and the customer database -Setting up a customer database - structure,
function.

Differences between direct marketing media and non-direct media- Unique characteristics of
addressable media (direct mail, email, fax, phone, SMS) - lists, costs, duplications, privacy - Press,
inserts and door-to-door - formats, costs and response.

Technology mediated marketing channels - Interactive TV, mobile and SMS - the advances in
digital marketing - Automatic vending machines- kiosk marketing Direct mailing- Direct response
methods- Home shopping/ teleshopping network-Creating Direct Mail Advertising - Online web
advertising and email/permission marketing

Understanding project management - resources - activities - risk management - delegation -

project selection - role of the Event Manager. Conducting market research - establishing viability
- capacities - costs and facilities - plans - timescales - contracts. Clarity - SWOT analysis -
estimating attendance - media coverage - advertising - budget - special considerations -
evaluating success.

Crisis planning - prevention - preparation - provision - action phase - handling negative publicity
- structuring the plan. Different types of sponsorship - definition - objectives - target market -
budget - strategic development - implementation – evaluation. Purpose - venue - timing - guest
list - invitations - food & drink - room dressing - equipment - guest of honor - speakers - media -
photographers - podium - exhibition.
Types of advertising - merchandising - give aways - competitions - promotions - website and text
messaging. Media invitations - photo-calls - press releases - TV opportunities - radio interviews.
Flyers - posters - invitations - website - newsletters - magazines - blogs - tweets.Celebrity
endorsement - Ministerial/Presidential visits - security - personal image issues.Staff recruitment
and training - health and safety issues - insurance - licenses and permission. Budget - cost of
event - return on investment - media coverage - attendance - feedback.

Text Readings

1. S.S Gaur and S.V. Saggre, “Event Marketing & Management”, Vikas Publishing House.
2. Mary Robert, “Direct Marketing Management”, London:Prantice Hall.
3. Gordon Lewis, “Direct Marketing Strategies and Tactics”, New Delhi.