MBA Third and Fourth Semester Syllabus PDF

BIKANER TECHNICAL UNIVERSITY, BIKANER chdkusj rduhdh fo“ofo|ky;]chdkusj SCHEME AND SYLLABUS MBA PROGRAMME (III AND IV SEMESTER) Effective From Sess...

BIKANER TECHNICAL UNIVERSITY, BIKANER chdkusj rduhdh fo“ofo|ky;]chdkusj SCHEME AND SYLLABUS MBA PROGRAMME (III AND IV SEMESTER) Effective From Session: 2020-21 Scheme and syllabus of MBA programme for student admitted in 2019-20 and onwards 1  SYLLABUS MBA 2nd Year – III Semester Dual Specialization is proposed: Six Subjects (Three from each group) the student will get specialized in two Majors. THEORY Course Contact Marks Cr SN Category Code Title hrs/week Exam L T P IA ETE Total Hrs 1 PCC M -301 Business Policy and Strategic 3 0 0 3 30 70 100 3 Management 2 3 Elective I (First 3 0 0 3 30 70 100 3 subjects Group) 3 from Elective II 3 0 0 3 30 70 100 3 any two 4 Elective III 3 elective 0 0 3 30 70 100 3 PEC groups 5 Elective I (Second 3 0 0 3 30 70 100 3 Group) 6 Elective II 3 0 0 3 30 70 100 3 7 Elective III 3 0 0 3 30 70 100 3 Sub Total 21 0 0 700 21 PRACTICAL & SESSIONAL 8 PS M-309 Practice School - III 0 0 3 3 50 50 100 3 9 SI M-310 Summer Internship 0 0 3 3 50 50 100 3 Sub Total 0 0 6 200 6 TOTAL OF III SEMESTER 21 0 6 900 27 P: Practical, Cr: Credits, ETE: End Term Exam, IA: Internal Assessment 2  List of Electives (III Semester) SUBJECT FINANCE CODE FM-311 Security Analysis and Portfolio Management FM-312 International Financial Management FM-313 Indian Financial Markets and Services FM-314 Strategic Cost Management and Control FM-315 Mergers, Acquisitions and Corporate Restructuring MARKETING MM-321 Integrated Marketing Communication MM-322 Retail Management MM-323 Sales Distribution and Logistics Management MM-324 Product & Brand Management MM-325 Business to Business marketing MM-326 Strategic Marketing HUMAN RESOURCE MANAGEMENT HR-331 Training & Organizational Development HR-332 Strategic Human Resource Management HR-333 Leadership, Change Management and Managerial Effectiveness HR-334 Human Resource Planning and Compensation Management HR-335 Psychological, Psychometric testing & Self Assessment HR-336 Recruitment and Selection HR-337 Personality Development and business Etiquette HR-338 Human Resource Development BUSINESS ANALYTICS BA-341 Basics of Data BA-342 Marketing Analytics BA-343 Predictive Analytics BA-344 Human Resource Analytics BA-345 Simulation Modelling AGRI BUSINESS MANAGEMENT AB-351 Introduction to Agri Business Management AB-352 Agri Business Environment in India AB-353 Food Retail Management AB-354 Agri Supply Chain Management AB-355 Agriculture Marketing ENTREPRENEURSHIP & SMALL BUSINESS MANAGEMENT ES-361 Entrepreneurship - Theory & Practice ES-362 Innovation and Creativity ES-363 New Enterprise Creation & Start-Up ES-364 Family Business Management ES-365 Business Plan Preparation 3  M-301 - BUSINESS POLICY AND STRATEGIC MANAGEMENT 1. COURSE OBJECTIVES 1. Develop the key dimensions of strategic management - Analysis, Evaluation, Choice & Implementation 2. To instil diagnostic, practical and creative skills in students to analyse and evaluate a range of business solutions in differing business contexts 3. Demonstrate knowledge and understanding of organisations’ ability to implement chosen strategies and identify the areas requiring change. 2. COURSE CONTENTS Introduction: Business and Policy, Evolution of Strategy. Strategic Intent - Vision, Mission, Objectives, Strategies, Policies. Levels of Strategy - Corporate, Business & Functional. Strategic Management Model. Strategic Decision Making Process, Mintzberg's mode of Strategic Decision Making. Scanning the Environment: External Analysis - Natural, Societal and Task Environment, Porter's Industry Analysis, Strategic Groups, Strategic Types, Hypercompetition, Industry Life Cycle Analysis. Internal Analysis - Resource based approach (VRIO Framework), Business Models, Value Chain Analysis. Strategy Formulation: SWOT Analysis, Competitive Profile Matrix (CPM). Corporate Strategy - Growth, Stability and Retrenchment. Portfolio Analysis - BCG Matrix & GE Business Screen. Corporate Parenting. Business Strategy - Porter's Competitive (Cost Leadership, Differentiation & Focus) and Cooperative Strategies. Functional Strategy - Marketing, Financial, HRM, R&D, Operations, Purchasing, Logistics & IT Strategy. Strategy Implementation: Developing Programs, Budgets & Procedures, Achieving Synergy, Flexible type of Organizational Structures (Matrix, Network & Cellular). Re- engineering & Six Sigma, Staffing & Directing, Management by Objectives (MBO) and Total Quality Management (TQM), McKinsey 7-S Framework. Evaluation & Control: Evaluation & Control in Strategic Management, Measuring Performance : Types of Control, Activity Based Costing and Enterprise Risk Management (ERM). Strategic Information System : Enterprise Resource Planning (ERP), RFID Technology. Problems in measuring performance, Guidelines for proper control. Recent Developments: Ethics in Strategic Management, Ethical and Unethical Conduct, Corporate Social Responsibility (CSR), Business Obligations, Corporate Sustainability, Corporate Governance : Roles and Responsibilities of Board of Directors, Trends in Corporate Governance. Social Audit. 3. COURSE OUTCOMES 1. Identify and recognize the various levels at which strategic decision making happens in an organization. 4  2. Discuss and define the factors that shape the SWOT analysis of a firm and develop an environment appraisal that will lead to formulation of strategic plans. 3. Analyze the suitability of strategies that firms have developed in the real world scenario to achieve valuable outcomes. 4. REFERENCE BOOKS 1. Thomas L Wheelen - J David Hunger, Concepts in Strategic Management & Business Policy, Publisher : Pearson 2. Charles W.L. Hill - Gareth R Jones, Strategic Management, Publisher : Cengage Learning 3. Fred R David, Strategic Management, Publisher : Pearson 4. Azhar Kazmi, Business Policy and Strategic Management, Publisher : Tata McGraw Hill 5. TEXT BOOKS 1. Jay B Barney - William S Hesterly, Strategic Management & Competitive Management - Concepts & Cases, Publisher : Pearson 2. P Subba Rao, Strategic Management, Publisher : Himalaya Publishing 3. R Srinivasan, Strategic Management - Indian Context, Publisher : Prentice Hall of India 4. Ramaswamy and Namakumari, Strategic Planning, Publisher : MacMillan India Ltd 6. SPECIAL NOTES  Case studies : At least once case study from each module.  Presentation : Individual/ Group presentation can be assigned  Group Discussions : GD can be done on subject topics in modules  Assignments :Individual/ Group Assignments can be allocated  Guidelines for students and teachers :Newspaper, Magazines and Bulletins related to subject area to be referred  Recent News/Articles :Journals, News Feeds, Articles to be referred M – 309 PRATICE SCHOOL – III In this semester, the practice school theme will remain same as earlier. Students need to do both the activities after the classroom study and these activities will be selected by competent authority. The details need to be submitted online on university portal. I. Industry Interaction Students need to work 3 hours/week in an organisation, preferably having turnover more than 20 lakhs and have more than 20 employees Along with the points mentioned in practice school in second semester, students will work on the topic as per the elective chosen for specialization to understand the practical aspect related with it. 5  II. Social Responsibility Being a responsible citizen, student has to work for any relevant social & environmental issue. a. Contribution to increasing the income of any street vendor or any needy person from underprivileged section of the society. b. Cleanliness Campaign, plantation and care of plants. c. Donation of his/her belongings which is of no use to him/her to needy ones d. Conservation of natural resources (soil, natural resources, plants and animals) e. Girl child and women safety and empowerment. f. Blood donations and help of needy people at hospitals g. Educating the street children or in schools when and where needed h. Skits/Nukkad-Natak on any topic of social or environmental concern i. Any other activity related to society welfare and environment. M-310 SUMMER INTERNSHIP 1. COURSE OBJECTIVES 1. To provide an opportunity for students to apply theoretical concepts in real life situations at the work place; 2. To familiarize students about corporate culture and enable them to learn resilience, goal orientation and resource management. 2. COURSE CONTENTS Students are required to join 8 weeks Summer Internship work in field/industry after second semester and shall submit a report of the same at the end of third semester. The important points to be considered are: 1. Summer Internship shall be related to his/her subjects/specialization of MBA or to any other functional area. An internal mentor/guide shall be appointed for each student. It is mandatory for the student to seek advance written approval from the internal mentor and Head of Department about the topic and organization before commencing the Summer Internship. Internal mentor/guide needs to take regular update during the period to evaluate the actual working of the student. 2. The students need to submit the report within 2 weeks’ time after completion of summer training period. And this report will be evaluated via internal and external Viva-Voce. 3. The report shall be handwritten and should not exceed 40 pages along with daily diary (works accomplished with date) 4. Summer Internship can be carried out in any Company, Voluntary Organization, NGO, MSME, Public Sector Units, Society, and Cooperative etc. on any research project. 5. The work may be based on primary / secondary data or may be an operational assignment involving working by the student on a given task/assignment/project/ etc. in an organization / industry. 6 3. STRUCTURE OF THE REPORT A. Cover Page B. Two certificates 1. Certified by the Respective Faculty Guide & Head of the Department(Certificate I) 2. Certificate from the Industry (on company’s letter head) (Certificate II) C. Chapterization - 1. Executive Summary 2. Introduction – Introduction of the Project 3. Organization Profile - Organization where the student has undergone training including the brief history of the organization, its structure, performance products/services and problems faced. 4. Research Methodology - Outline of the problem/task undertaken 5. Research Analysis - with relevant activity charts, tables, graphs, diagrams, etc. 6. Conclusion - including Suggestion, Recommendations (if any), Student Learning and Acknowledgement to the Concerns 7. References - in appropriate Referencing Styles. (APA, MLA, Harvard, Chicago Style etc.) CERTIFICATE -I This is to certify that (Name of the Student), bearing Roll No (xxxx), is a bonafide studentof Master of Business Administration Course of the Institute (Batch), affiliated to Bikaner Technical University, Bikaner, Rajasthan. Summer Internship on “(Title of Report)” is prepared by him/her under the guidance of (Name of the Guide), in partial fulfillment of the requirements for the award of the degree of Master of Business Administration of Bikaner Technical University, Bikaner, Rajasthan. Signature of Internal Guide Signature of HOD CERTIFICATE -II Certificate from the Industry (on company’s letter head) 7  FINANCE FM-311 SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT 1. COURSE OBJECTIVES 1. To impart knowledge regarding the theory and practice of security analysis and investment decision making. 2. To acquainting students with a conceptual and analytical framework of evaluating a security, risk return trade off process, practical application of capital markets and skills for the portfolio construction and evaluation. 3. To develop an investment understanding and prepares students for careers in area of finance and investment. 2. COURSE CONTENTS Introduction to Investment: Meaning and Significance of Savings and Investment, Elements of Investment, Avenues of Investment, Approaches to Investment Analysis. Return and Risk: Meaning and Type of Return holding Period Return, Expected Return, Annualised Return, Measurement of Return, Risk- Meaning and Types of Risk, Systematic v/s Non-systematic Risk, Measurement of Risk. Security Market in India and Valuation of Securities: Introduction to Indian Financial Market, Organization and Functioning of Securities Market, Types of Market, Stock Market Indices, Regulatory Environment - Stock Exchanges in India- BSE, NSE, ISE, OTCEI, Trading and Settlement, Regulation of Stock Exchanges - SEBI, RBI, DCA, BFS, Terminology, Trading Mechanism, Investor Protection, Valuation of Securities. Fundamental Analysis: Concept, Objectives and Beliefs, Framework- Economic Analysis, Industry Analysis and Company Analysis, Intrinsic Value Approach to Valuation of Bonds and Equity Shares. Technical Analysis: Charting Tools, Market Indicators, Dow Theory, Elliot Wave Theory, Random Walk Theory, Moving Average and Exponential Moving Average, Efficient Market Theory. Portfolio Construction: Portfolio Construction: Constructing an Optimal Portfolio using Markowitz and Sharpe’s Index Model, Capital Market Theory: Efficient Frontier, Capital Market Line (CML), Security Market Line (SML), Capital Asset Pricing Model, Arbitrage Pricing theory Portfolio Management: Portfolio Management: Portfolio execution, portfolio revision and Performance Evaluation of Managed Portfolios. Sharp Ratio; Treynor Ratio: Jensen’s Alpha, Introduction to Mutual Funds. 3. COURSE OUTCOMES On completion of this course, the students will be able to: 1. Provide students with a conceptual and analytical framework of Investment and compliance requirements laid down by SEBI. 8  2. Familiarizing students with practical application of financial markets. 3. Understanding of application of portfolio theory for portfolio construction and evaluation. 4. REFERENCE BOOKS 1. Prasannachandra, Investment analysis and Portfolio Management, Tata McGraw Hill, 2008. 2. V. A. Avadhani, Securities Analysis and Portfolio Management, Himalaya Publishing House, 2008. 3. V. K. Bhalla, Investment Management, S. Chand & Company Ltd., 2008 5. TEXT BOOKS 1. Donald E. Fischer & Ronald J. Jordan, Security Analysis & Portfolio Management, PHI Learning., New Delhi, 8th edition, 2011. 2. Reilly & Brown, Investment Analysis and Portfolio Management, Cengage Learning, 10th edition, 2016. 3. S. Kevin, Securities Analysis and Portfolio Management, PHI Learning, 2012. FM- 312 INTERNATIONAL FINANCIAL MANAGEMENT 1. COURSE OBJECTIVES 1. To introduce the Students with the international financial environment and its implications in a globalised world. 2. To Understand & analyze the recent developments and trends in global financial markets and global foreign exchange Marking 3. To grasp and evaluate the international momentary system especially the IMF 4. To know the foreign exchange rate mechanism. 2. COURSE CONTENTS Introduction to International Financial Management: Concept, Theories, contents. Recent trends and challenges in international Finance. International Monetary System: Concept, Evolution of International Monetary System, different exchange rate regimes, International monetary Fund and risk, Exchange rate mechanism. International investment strategies: FDI and portfolio investment, International Financing sources and cost of foreign Borrowings, Cross currency management. Balance of payments: Concept, items, types of transactions, types of accounts and significance of BOPs: Disequilibrium in BOPs: its types, current account deficit and its implications. Remedial measures for correcting disequilibrium in BOPs. International Payments Gateway Exchange Risk Management – hedging. Foreign Exchange Rate: Meaning, types and determinants of foreign exchange rate, Spot market and Forward Market, The Real Exchange Rate, Real Effective Exchange Rate (REER) Cross Rates, Foreign Exchange Rate Forecasting currency derivate. 9 Exchange Rate Determination: The Purchasing Power parity (PPP) Theory, The absolute form and the relative form, Interest Rate parity Theory, The Balance of Payments Theory. Global Financial Markets: Recent developments and challenges. Global foreign Exchange Markets: characteristics & recent trends. 3. COURSE OUTCOMES On successful completion of the course students will be able to: 1. Understand international financial management, capital and foreign exchange market. 2. Analyze, apply and evaluate information within the global financial environment of foreign exchange to solve problems and make informed decisions. 3. Review the problems of dealing in foreign currency and the advantages and disadvantages of overseas funding 4. Recognize and calculate forward exchange rates given spot rates 5. Identify market conventions on exchange rate quotation and correctly calculate those quotations 6. Demonstrate an integrative understanding of the foreign exchange market and the relationships between interest rates, spot and forward rates and expected inflation rates 4. BOOKS RECOMMENDED 1. V. V. Sharan, International Financial Management, PHI - EEE Latest Edition 2. Eun & Resnick, International Financial Management Tata McGraw Hill Latest Edition 3. Alan Sharpio, Multinational Financial Management John Wiley Publication Latest Edition 4. Siddaiah, Thummluri, International Financial Management, Pearson. 5. Avadhani , V. A., International Financial Management, Himalaya Publishing House 6. Sinha P. K. and Sinha Sanchari: International Business Management. Excel Books 7. Aptey, International Financial Management, Tata McGraw Hill Publishing Company Ltd. 8. Chrunilam, Francis, International Economics ,Tata McGraw Hill Publishing Company Ltd. 9. Eitemen , Stonhill and Moffett, Multinational Business Finances, Pearson 10. C. Jeevanandan, Foreign Exchange & Risk Management, Sultan Chand Latest Edition 11. Siddieh, International Financial Management PHI Latest Edition 12. P. G. Apte International Financial Management PHI Latest Edition 13. O. P. Agrawal International Financial Management Himalaya Latest Edition 14. E. Clark International Financial Management Cengage Latest Edition 15. MadhuVij International Financial Management Excel Books Latest Edition 16. J. Madura International Financial Management South Western Publication Latest Edition 10 5. PRACTICAL COMPONENT 1. Students should study the documentation in international finance (For example, How the application for letter of credit is made, How the forward contracts are entered into), prepare a report and submit it to concerned faculty). 2. Students should take any multinational company and study its cash / credit / loan / working capital management system and give a Public Presentation. 3. Students should take up one country such as India and look up its BOPs, Foreign Exchange Rates, Theories of Exchange Rate Determination, Management of Foreign Exchange Exposure, Exchange Rate Forecasting. FM – 313 INDIAN FINANCIAL MARKETS AND SERVICES 1. COURSE OBJECTIVES 1. Familiarizing the students with the Indian capital market, its operations, instruments, regulations etc. 2. Helping students in acquiring analytical skills in the market analysis in the context of raising medium and long term funds. 3. Familiarizing the students with the operations of secondary market mechanism. 4. Developing an appreciation among the students for the interfaces among government policies, capital market, investors and firms. 2. COURSE CONTENTS Structure of Financial System: Role of Financial System in Economic Development; Financial Markets and Financial Instruments - Capital Markets and Money Markets; Primary Market Operations; Secondary Market Operations – Regulation, Functions of Stock Exchanges, Listing, Formalities; Role of SEBI - Financial Services Sector Problems and Reforms. Financial Services: Concept, Nature and Scope of Financial Services, Regulatory Frame Work of Financial Services, Growth of Financial Services in India, Types of Financial Services – Capital Market Services & Money Market Services. Financial Intermediaries: Banking Financial Corporations, Non Banking Financial Corporations & laws governing Non Banking Financial Corporations; Insurance Corporations - Role of IRDA, Regulatory Framework of Government in Banking - Role of RBI. Merchant Banking: Meaning, Types, Responsibilities of Merchant Bankers, Role of Merchant Bankers in Issue Management, Regulation of Merchant Banking in India. Venture Capital: Growth of Venture Capital in India, Financing Pattern under Venture Capital, Legal Aspects and Guidelines for Venture Capital. Leasing: Types of Leases, Evaluation of Leasing Option Vs. Borrowing. Credit Rating: Meaning, Functions, Debt Rating System of CRISIL, ICRA and CARE. Factoring, Forfeiting and Bill Discounting: Types of Factoring Arrangements, Factoring in the Indian Context. 11 Mutual Funds: Concept and Objectives, Functions and Portfolio Classification, Organization and Management, Guidelines for Mutual Funds, Working of Public and Private Mutual Funds in India. Debt Securitization: Concept and Application, De-mat Services - Need and Operations, Role of NSDL and CSDL. Allied Financial Services: Pension Funds, Insurance Services, Bancassurance, Reinsurance, e-banking, Hire Purchase, Asset Reconstruction Companies, Asset Liability Management, Derivatives, Credit Cards. Micro/ Macro Finance, Financial Inclusion, Behavioral Finance. 3. COURSE OUTCOMES On completion of this course, the students will be able to: 1. Understand the role and function of the financial system in reference to the macro economy. 2. Demonstrate an awareness of the current structure and regulation of the Indian financial services sector. 3. Evaluate and create strategies to promote financial products and services. 4. REFERENCE BOOKS 1. M Y Khan, “Financial Services”, Tata McGraw-Hill, 7th edition 2. Ravi M. Kishore, “Financial Management”, Taxmann’s, 6th edition. 3. Bhole. L.M. and Jitendra Mahakud “Financial Institutions & Markets – Structure, Growth & Innovations”, Tata McGraw-Hill, 5th edition. 4. Anthony Saunders & Marcia Millon Cornett, “ Financial Markets & Institutions”, Tata McGraw-Hill, 5th edition. 5. TEXT BOOKS 1. G. S. Batra – Financial Services & Market. 2. Meir Khan – Financial Institutions and Markets, Oxford Press. 3. I M. Bhole - Financial Institutions and Market, TATA McGraw Hill. 4. V. A. Avadhani - Marketing of Financial Services, Himalayas Publishers, Mumbai. 5. Vasant Desai - Indian Financial Systems, Himalaya Publishers. FM – 314 - STRATEGIC COST MANAGEMENT AND CONTROL 1. COURSE OBJECTIVES 1. To apply various cost management techniques for planning and controlling performance in order to set, monitor and control strategic objectives. 2. To develop skills of analysis, synthesis and evaluation in cost management to address challenges and issues which might affect or influence the management of performance within organizations 2. COURSE CONTENTS Introduction to Strategic Cost Management: Concept of Strategic Cost Management, Limitations of Traditional Cost Management, Traditional vs. Strategic Cost Management, Cost Accounting to Cost Management- Elements of costs- Classification of costs-Methods of 12 costing-Cost Management Tools- A Strategic View to Cost Management- Preparation of a cost sheet. Overheads, Classification and Collection, Difference between Cost Allocation and Cost Apportionment, (Full fledged Problems on Primary and secondary distribution, Simultaneous equations, Absorption of Overhead, Theory on Under and Over absorption of Overhead). Marginal Costing – Nature and Scope- Applications-Break even charts and Point, Decision Making (all types with full problems) Differential Cost Analysis, Advantages and Disadvantages of Marginal Costing. Budgetary Control:- Objectives of Budgetary control, Functional Budgets, Master Budgets, Key Factor Problems on Production Budgets and Flexible Budgets. Standard Costing:- Comparison with Budgetary control, analysis of Variances, Simple Problems on Material and Labour variances only. Demerits of Traditional Costing, Activity Based Costing, Cost Drivers, Cost Analysis Under ABC ( Unit level, Batch Level and Product Sustaining Activities), Benefits and weaknesses of ABC, Simple Problems under ABC. Lean System and Innovation: Introduction to Lean System, Just-in-Time (JIT), Kaizen Costing, 5 Ss, Total Productive Maintenance (TPM), Cellular Manufacturing/ One-Piece Flow Production Systems, Six Sigma (SS). Strategic-based performance measurement system: balanced score card – prospective and limitations; establishing objectives and performance measures in different perspectives of balance score card; productivity measurement and control; productivity efficiency; partial and total productivity measurement; measuring changes in activity and process efficiency; quality cost management and reporting system. Cost Reduction, and Cost Control, Target Costing – its Principles, Balanced Scorecard as a performance measure- Features- Purpose, Reasons for use of Balanced scorecard. 3. COURSE OUTCOMES On successful completion of this course, student should be able to: 1. Understand cost drivers 2. Apply alternative cost accounting methods 3. Analyze cost and value 4. Analyze and evaluate cost management strategies 4. BOOKS RECOMMENDED 1. Drury, Colin, Management Accounting and Control, Thomson Learning. 2. Horngren, Datar Foster, Cost Accounting, Pearson Education. 3. Hansen and Mowen, Cost Management, Thomson Learning. 4. Kaplan, Atkinson and Young, Management Accounting, Pearson Education. 5. Kaplan, Atkinson, Advanced Management Accounting, Pearson Learning. 6. Anthony, Robert N., and Govindrajan, Vijay, Management Control System, McGraw Hill. 13 FM – 315 - MERGERS, ACQUISITIONS AND CORPORATE RESTRUCTURING 1. COURSE OBJECTIVES 1. To develop understanding of the economic activity of M & A taking place in the Indian economy. 2. To examine the merger and acquisition process in the capital market. 3. To illustrate the leading methods used in the valuation of a firm for merger analysis 4. To get familiarity with the techniques of corporate restructuring. 2. COURSE CONTENTS Introduction to Merger and Acquisition: Concept and classification of Mergers and Acquisitions (M & A), motives behind the M & A, advantages and disadvantages of M & A, types of mergers and steps for a successful merger, Difference between Merger, Amalgamation, Absorption, Reconstruction and Takeover, Reverse Merger and Recent Examples of M&A in India. M & A – A Strategic Perspective: Industry Life Cycle and Product Life Cycle Analysis in M&A decision, strategic approaches to M&A- SWOT analysis, BCG matrix. Corporate Restructuring: Meaning and Need of corporate restructuring, Methods of Restructuring- Joint Ventures, Sell-Off And Spin Off - Equity Carve-Outs, Leveraged Buy Outs (LBO) - Management Buy Outs (MBO) - Master Limited Partnerships (MLP) - Employees Stock Option Plans (ESOP). Merger Process and Financing Mergers Merger Process: Dynamics of M&A process - identification of targets – negotiation - closing the deal, Five-stage model – Due diligence– Types - due diligence strategy and process - due diligence challenges, Process of merger integration – organizational and human aspects – managerial challenges of M & A. Methods of Financing Mergers: Cash Offer, Share Exchange Ratio – mergers as a capital budgeting decision, Synergies from M&A: Operating and Financial Synergy. Synergy, Valuation and Accounting for Amalgamation Synergy: Meaning and its different types, role of industry life cycle, value creation in synergy, theoretical factors affecting M & A activity. Valuation: Valuation approaches, basis of valuation, different methods of valuation, valuation of synergy, corporate control and LBO. Accounting for Amalgamation: Amalgamation in the nature of merger and amalgamation in the nature of purchase- pooling of interest method, purchase method – procedure laid down under Indian Companies Act 1956. Legal and Regulatory Framework of M & A: Provisions relating to M & A of Companies Act 1956 /2013, Income Tax Act 1961, SEBI Act, SEBI takeover Code, Foreign Exchange Management Act. 14 Post-Merger Integration: Integration Planning, factors in post-merger integration model, post-merger integration model, strategic interdependence and autonomy, political and cultural aspects in integration, cultural profiling and assessment of cultural compatibility, HRM issues, and problems in integration and five rules of integration process. 3. COURSE OUTCOMES 1. Developed understanding of the economic activity of M & A taking place in the Indian economy. 2. Ability to examine the merger and acquisition process in the capital market. 3. Ability to illustrate the leading methods used in the valuation of a firm for merger analysis. 4. Familiarity with the techniques of corporate restructuring. 4. REFERENCE BOOKS 1. Merger and Acquisitions (Text and Cases) by B Rajesh Kumar, Tata Mc Graw Hills. 2. Merger and Acquisitions by Machiraju, New Age Publications. 3. Mergers and Acquisitions and Corporate Restructuring” – Patrick Gaughan, Wiley India, New Delhi. 4. Value Creation from Mergers and Acquisitions, Sudi Sudarsanam – 1/e, Pearson Education. 5. Merger Acquisitions & Corporate Restructuring – Chandrashekar Krishna Murthy &Vishwanath. S.R – Sage Publication. 6. Mergers, acquisitions and Corporate Restructuring, Nishikant Jha, Himalaya Publishing House. 7. Corporate Restructuring, Bhagaban Das, Debdas Raskhit and Sathya Swaroop Debasish, Himalaya Publishing. TEXT BOOKS: 1. Mergers and Acquisitions - A P Dash, I K International Publishing, New Delhi 2. Mergers and Acquisitions and Corporate Restructuring – Prasad R Godbole, 2nd Edition, New Delhi 3. Mergers and Acquisitions by Rajinder Aurora, Kavita Shetty, Sharad Kale, Oxford University Press. 4. Mergers, Restructuring And Corporate Control, Fred Weston, Kwang S Chung, Susan E Hoag, 4/e, Pearson Education. 5. Corporate Finance-Theory and Practice – Aswath Damodaran – John Wiley & Sons. 6. Takeovers, Restructuring And Corporate Governance, Weston, Mitchell And Mulherin - 4/e, Pearson Education, 2003. 15  MARKETING M-321 - INTEGRATED MARKETING COMMUNICATION 1. COURSE OBJECTIVES 1. Structure an integrated marketing communications campaign plan based on the application of marketing concepts, principles, and practices within an organization. 2. Examine how integrated marketing communications help to build brand identity and brand relationship, and create brand equity through brand synergy. 3. Develop an integrated cross-media strategy and creative message and concept to reach the target audience and deliver the brand promise through an IMC campaign. 2. COURSE CONTENTS Introduction: Meaning, Objectives and Tools of Marketing Communication, Promotional Mix Elements and Key Features of IMC, Benefit of IMC, IMC Framework - Marketing Communication Process and IMC Process Model, IMC RABOSTIC Planning Model, IMC Mix Model. Advertising - Objectives, Budgeting & Ad Agency Advertising: Meaning, Functions, Benefits and Role. Message Strategies, Types of Advertisement. Objectives and Budgeting: Value of Objectives, Determining IMC Objectives, DAGMAR Approach, Establishing and Allocating Promotional Budget. Ad Agency: Types, Role, Agency Selection Process, Agency Remuneration, Client Agency Relationship. Creative Strategy Creativity and Advertisement, Planning Creative Strategy - Creative Challenges, Taking Creative Risks, Creative Personnel. The Creative Process, Creative Strategy Development. Appeals & Execution Styles - Types of Advertising Appeal, Execution Framework, Sources & Spokesperson. Creative Tactics - For Print, Television and Online Advertising, Evaluating Creative Output. Media Planning: Basic Terms, Concepts & Problems in Media Planning. Developing the Media Plan - Market Analysis & Target Market Identification, Establishing Media Objectives, Developing and Implementing Media Strategies, Evaluation & Follow Up. Evaluating Media Mix - Television, Radio, Magazines, Newspaper, Outdoor, Direct Mail, Digital/ Interactive. Developing IMC Program Sales Promotion: Scope and Role of Sales Promotion, Growth of Sales Promotion, Consumer Oriented Sales Promotion, Trade Oriented Sales Promotion. Public Relation - Definition, Role & Functions, Public Relation & Promotional Mix, Process of Public Relations. Personal Selling - Objectives & Features, Process in Personal Selling. Publicity and Corporate Advertising. 16 Digital, Social Media & Alternative Marketing Digital Marketing: Meaning, Growth & Rapid Adoption of Internet, Web 4.0, E-Commerce, Mobile Marketing, Digital Strategies, SEO. Social Media: Social Media Sites, Social Media and Its Marketing Strategies. Alternative Marketing: Buzz Marketing, Product Placements & Branded Entertainment, In-Store Marketing, Alternative Media Venues - Video Game, Cinema & Other Alternatives. 3. COURSE OUTCOMES 1. Demonstrate a comprehensive understanding of Marketing Communications theories and concepts. 2. Understanding the structure of the communications industry and the complexities involved in media management. 3. Plan and manage the strengths and weaknesses of different marketing communications strategies and tools. 4. REFERENCE BOOKS 1. George E Belch - Michael A Belch, Advertising and Promotion: An Integrated Marketing Communication Perspective, Publisher: McGraw Hill Education. 2. Terence A Shimp - J Craig Andrews, Integrated Marketing Communications, Publisher: Cengage Learning. 3. Chris Fill, Marketing Communications, Publisher: Pearson. 5. TEXT BOOKS 1. Kenneth E Clow - Donald Baack, Integrated Advertising, Promotion and Marketing Communications, Publisher: Pearson. 2. David Pickton - Amanda Broderick, Integrated Marketing Communications, Publisher: Pearson. 3. Larry Percy, Marketing Communications, Publisher: Elsevier. M-322 - RETAIL MANAGEMENT 1. COURSE OBJECTIVES 1. Apply the principles, practices, and concepts used in retail marketing management. 2. Understand the conceptual and organizational aspects of the retail sector, including strategic planning and management in the retail industry. 3. Identify the approaches to and guidelines used to analyze and solve retailers' problems and make decisions in retail organizations. 2. COURSE CONTENTS Introduction to Retail: Meaning, Characteristics and Significance of Retail, Evolution of Indian Retail Industry, Drivers of Retail Change, Retailing Functions, Elements of Retail Marketing, Wheel of Retailing, Product Retailing vs. Service Retailing, Indian vs. Global Scenario. 17 Retail Consumer & Retail Formats Retail Consumer: Demographics & Lifestyle, Population-Social-Economic Trends, Shopping Attitude & Behaviour of Retail Consumer, Retail Buying Process. Retail Format Classifications: Ownership Based, Store Based, Non Store Based and Other Formats. Retail Strategy: Target Market & Retail Format, Retail Marketing Mix Strategies, Strategic Retail Planning Process, Retail Pricing Strategies, Promotional Mix in Retailing, Human Resources in Retail Organizations, Retail Financial & Operational Performance: Financial Statements, Retail Performance Measures, Dipstick Parameters. Retail Location & Merchandise Management Retail Store Location & Site Analysis, Store Design and Layout, Types of Layout, Visual Merchandising and Atmospherics, Visual Merchandising Techniques. Merchandise Management: Merchandise Plans & Implementation, Merchandise Process, Merchandise Assortment, Category Management, Inventory Management. Retail Store Management Store Management: Facility Management, Energy Management & Security of Retail Premise, POS-Checkout System. Customer Relationship Management: Benefits, Principles, Strategies, Components, CRM & Loyalty programs. Logistics & Supply Chain Management in Retail, The Retail Information System, Research in Retailing. Recent Trends & Developments Rural Retailing: Indian Scenario, Rural Retail Brands & Strategies, Future of Rural Retailing. Private Labelling: Private Label & National Brand, Growth Drivers, Advantages & Disadvantages. E-Tailing: Introduction, Growth and Future Prospects. Franchising: Introduction, Types and Benefits, Organized & Unorganized Retailing, Role of IT in Retailing, FDI in Retailing. 3. COURSE OUTCOMES 1. Understand the functions of retail business and various retail formats and channels. 2. Analyze and understand Retail Market, Pricing, Promotion, Operations and HR Strategy. 3. Understand key drivers of retail supply chain and integrate various Supply Chain Partners 4. REFERENCE BOOKS 1. Barry Berman - Joel R Evans, Retail Management - A Strategic Approach, Publisher : Pearson 2. Roger Cox - Paul Brittain, Retailing, Publisher : Prentice Hall 3. Chetan Bajaj - Rajnish Tuli, Retail Management, Publisher : Oxford University Press 4. K.V.S Madan - Fundamentals of Retailing, Publisher : McGraw Hill Education 5. TEXT BOOKS 1. Gibson G Vedamani, Retail Management, Publisher : Pearson 18  2. Swapna Pradhan, Retailing Management - Text & Cases, Publisher : McGraw Hill Education 3. S.C. Bhatia, Retail Management, Publisher : Atlantic 4. Michael Levy - Barton A Weitz, Retailing Management, Publisher : McGraw Hill Education M-323 - SALES DISTRIBUTION AND LOGISTICS MANAGEMENT 1. COURSE OBJECTIVES 1. To familiarize the students with the importance of gaining market access and coverage as well as providing customer service. 2. To make students understand proper design and management of sales force, marketing channels, physical distribution systems in the context of the Indian Marketing environment. 3. To make the students understand the key principles of organizing and managing Sales Force. 2. COURSE CONTENTS Introduction: Introduction to Sales Management & Sales Organization, Nature, Characteristics and Objective of Sales Management, Roles and Responsibilities of Sales Manager, Sales Function & Policies, Sales Management and Salesmanship, Relationship between Sales and Marketing. Personal Selling & Sales Planning Personal Selling: Nature, Scope and Objectives, Approaches and Process of Personal Selling, Automation in Personal Selling, Buyer Seller Dyad. Sales Planning: Analyzing Market Demand & Sales Potential, Sales Budget, Formulating Selling Strategies, Designing Sales Territories and Sales Quota. Organizing & Directing Sales Force: Designing the Structure and Size of Sales Force, Recruitment and Selection of Sales Force, Leading and Motivating the Sales Force, Training and Compensating the Sales Force, Evaluation of Sales Force Performance. Channel Management: Introduction, Marketing Channels, Designing and Planning of Channels, Selection and Recruitment of Channel Partners, Channel Motivation, Channel Relationships Management, Channel Evaluation, Information Systems for Channels, Multichannel Marketing System, Channel Policies & Legal Issues. Distribution and Supply Chain Introduction and Understanding Distribution System, Vertical and Horizontal Marketing System, Transportation-Warehousing & Packaging, Inventory Control System, IT & Logistics Management. Supply Chain: Introduction and Key Drivers of Supply Chain, Components of Supply Chain, Typology of Supply Chain, Cycle of Supply Chain. 19 Recent Developments Sales Management Information System, Relationship Marketing, Role of E-commerce in Selling, International Sales Management, ERP: Concept and Evolution of ERP, Supply Chain & ERP, Quick Response & Accurate Response System in Supply Chain Management, Green Supply Chain Management. 3. COURSE OUTCOMES 1. Recognise and demonstrate the significant responsibilities of sales person as a KEY individual. 2. Describe and Formulate strategies to effectively manage company’s sales operations through Distribution channels, Logistics and Supply Chain Management. 3. Evaluate the role of Sales manager and his/ her responsibilities in recruiting, motivating, managing and leading sales team. 4. REFERENCE BOOKS 1. Richard R Still - Edward W Cundiff - Norman A.P. Govoni - Sandeep Puri, Sales and Distribution Management, Publisher : Pearson 2. Dr. S.L. Gupta, Sales and Distribution Management, Publisher: Laxmi Publications Pvt. Ltd. 3. Tapan K Panda - Sunil Sahadev, Sales and Distribution Management, Publisher : Oxford University Press 5. TEXT BOOKS 1. David Jobber - Geoff Lancaster, Selling and Sales Management, Publisher : Pearson 2. Krishna K Havaldar - Vasant M Cavale, Sales and Distribution Management, Publisher : McGraw Hill 3. Ramendra Singh, Sales and Distribution Management, Publisher : Sultan Chand & Sons M-324 - PRODUCT & BRAND MANAGEMENT 1. COURSE OBJECTIVES 1. Examine brand concepts in real-life setting by articulating the context of and the rationale for the application. 2. Describe the process and methods of brand management, including how to establish brand identity and build brand equity. 3. Formulate effective branding strategies for both consumer and business products/ services. 2. COURSE CONTENTS Product Decisions: Marketing Mix and Product Strategy - Integrated Approach, Role of Product in Value Delivery, Product Hierarchy, Levels of Product, Product Characteristics and Product Classifications, Product and Service Differentiation, Product Life Cycle Marketing Strategies. 20 Product Strategy: Product Mix Decisions, Product Systems, Product Line Strategies, Product Mix Pricing, Packaging-Labelling-Warranties & Guarantees, Product Manager's Role in Organization, New Product Development Process and its Challenges, Consumer Adoption Process. Brand Management & Branding: Concept of Brand, Brand vs. Product, Types of Brands, Role and Significance of Brands, Categories of Brands, Branding Challenges & Opportunities, Brand Knowledge, Strategic Brand Management Process, Brand Building Blocks. Brand Positioning: Concept, Target Market, Nature of Competition, Points of Parity and Points of Difference. Positioning Guidelines: Defining and Communicating the Competitive Frame of Reference, Choosing Points-of-Difference, Establishing Points-of-Parity and Points-of-Difference, Straddle Positions, Updating Positioning over time, Developing a Good Positioning. Branding Strategy & Brand Elements: Brand Personality, Brand Awareness, Brand Loyalty, Brand Identity - Concept, Sources, Designing Brand Identity, Brand Extension - Meaning and Types. Brand Reinforcement & Brand Revitalization. Brand Elements & Criteria for Choosing Brand Elements, Global Marketing Programs - Advantages & Disadvantages, Standardization versus Customization. Global Brand Strategy. Brand Equity: Meaning, Definition & Significance, Customer Based Brand Equity, Sources of Brand Equity, Brand Value & Brand Strength, Brand Equity Models - Brand Asset Valuator Model, Brand Dynamics Model, Brand Resonance Model. Building Brand Equity, Measuring Brand Equity: Cost Based Method, Price Based Method, Customer Based Method. 3. COURSE OUTCOMES 1. Apply the fundamental concepts of product and brand development and management. 2. Use the brand positioning framework to develop a brand, keep it relevant, expand a brand internationally, and reposition a brand. 3. Use tools and metrics to analyze competitors and develop positioning strategies. 4. REFERENCE BOOKS 1. Philip Kotler - Kevin Lane Keller, Marketing Management, Publisher : Pearson 2. Kevin Lane Keller, Strategic Brand Management, Publisher : Pearson 3. Kirti Dutta, Introduction to Branding, Publisher : Oxford University Press 4. Alina Wheeler, Designing Brand Identity, Publisher : Wiley 5. TEXT BOOKS 1. Paul Baines - Chris Fill - Kelly Page, Essentials of Marketing, Publisher : Oxford University Press 2. J.N. Kapferer, The New Strategic Brand Management, Publisher : Kogan Page 3. Jerome McCarthy, Essentials of Marketing, Publisher : McGraw Hill 4. Ramanuj Majumdar, Product Management in India, Publisher : PHI Learning 21  M-325 - BUSINESS TO BUSINESS MARKETING 1. COURSE OBJECTIVES 1. Describe the applications, challenges and the dynamic environment of B2B marketing, including the unique nature of organizational buying behaviour. 2. Design strategies and structures to effectively serve the B2B market. 3. Apply a systematic approach to problem solving and decision making in business marketing organizations through the use of case studies. 2. COURSE CONTENTS Introduction: Business Marketing, Consumer Market vs. Business Goods Market, Economics of Business Product's Demand, The Resellers Market, Types of Business Markets, Classifying Business Products, Organizational Procurement Characteristics, Creating Customer Value Proposition. Assessing Marketing Opportunities: Organizational Buying & its Models, Role of Buying Centre, Ethics in Purchasing, Business Market Segmentation: Requirements & Benefits, Bases for Segmenting Business Markets, Segmentation Process, Implementing Segmentation Strategy, Estimating Segment Demand, Methods of Forecasting Demand, Targeting & Positioning Strategies. Product Planning & Sales Force Management: Building a strong B2B Brand, Product Quality & Customer Value, Developing Business Product Strategy, Analyzing Business Product Life Cycle, Developing Strategies for new and existing products. Business Service Marketing: Prospects & Challenges. Managing the Industrial Sales Force. Formulating Channel Strategy: Business Marketing Channel, Participants in the Business Marketing Channel: Distributors & Manufacturers Representatives, Role of Other Channel Members. Channel Design and Channel Administration, E-Commerce & its Key Elements, Strategic Role of E-Commerce, Crafting an E-Commerce Strategy & its Implementation. Pricing Strategy: The Meaning of Value in Business Markets: Benefits & Value Based Strategies, Pricing Process in Business Markets: Objectives, Demand Determinants, Value Based Pricing, Cost Determinants, Competition. Pricing across the Product Life Cycle, Responding to Price Attacks by Competitors, Competitive Bidding, Leasing. Business Marketing Communication: Role of Advertising: Integrated Marketing Communication, Enhancing Sales Effectiveness, Increased Sales Efficiency, Creating Awareness, Managing Business to Business Advertising: Advertising Objectives, Expenditures, Messages, Selecting Advertising Media for Business Markets, Measuring Advertising Effectiveness, Trade Show & Exhibition Strategy. 3. COURSE OUTCOMES 1. Make conscious choices of models of analysis and other theoretical tools designed for the challenges that companies face in B2B markets. 2. Use theory to critically analyse firm specific issues in B2B markets. 22  3. Make presentations in front of an related audience (both verbal and non-verbal skills in presentation). 4. REFERENCE BOOKS 1. U.C. Mathur, Business to Business Marketing, Publisher: New Age International. 2. Ross Brennan, Business to Business Marketing, Publisher: Sage Publication. 3. Kim Ann King, The Complete Guide to B 2 B Marketing, Publisher: Pearson FT Press. 5. TEXT BOOKS 1. Michael D Hutt - Thomas W Speh, Business Marketing Management, Publisher: South Western Cengage Learning. 2. Heidi Taylor, B 2 B Marketing Strategy, Publisher: Kogan Page. 3. Alan Zimmerman - Jim Blythe, Business to Business Marketing Management, Publisher: CRC Press. M-326 - STRATEGIC MARKETING 1. COURSE OBJECTIVES 1. Summarize the volatile and changeable nature of the market place and organise marketing theories and knowledge accordingly. 2. Use techniques for undertaking strategic market analysis and formulating marketing strategies. 3. Use financial problem-solving techniques to marketing opportunity analysis. 2. COURSE CONTENTS Introduction: Strategic Marketing: Meaning & Nature. Process of Strategic Marketing, Levels of Strategies: Corporate, Business & Functional. Types of Strategies: HR, Marketing, Financial, Operational. McKinsey's 7S Framework for analysing and improving organizational effectiveness. Strategy Formulation & Implementation: Strategy Formulation: Vision, Mission, Objectives and Goals, Competitive Advantage & Sources of Competitive Advantage, Experience & Value Effects, Product and Market Strategies. Strategy Implementation: Implementation & its importance, Fundamental Principles, Assessing Ease of Implementation, Constraints in Implementation. Strategy Evaluation & Control: Control: Basic Principles, Effective Control System, Management Control, Financial Control, Performance Appraisal, Benchmarking, Controlling Marketing Performance. Corporate Restructuring: Need and Forms. Evaluation of Strategic Alternatives, Types of Strategic Alternatives. Segmentation, Targeting, Positioning & Branding: Evaluating market segments, Establishing organisational capability, Strategic alignment of assets and competencies (targeting), Strategic nature of making target segment choices, Positioning, Perceptual mapping, Positioning alternatives, Creating brand equity, Brand valuation, Brand name strategy, Combined brand strategies. 23 New Emerging Strategies: Nature of Product, New Product Development and its introduction strategies, Planned or unplanned strategy, Withdrawals/ Obsolescence, Contingency/ Alternative Strategic Planning, Managing Innovation. Recent Developments: Customer Relationship Management: Strategic vs. Operational CRM, Lifetime Customer Value, Eco Friendly Strategies, Public Private Partnerships, Corporate Social Responsibility, Marketing Ethics and Strategic Marketing Decision Making. 3. COURSE OUTCOMES 1. Compare and contrast the key principles of marketing strategy. 2. Assess relevant strategy options to multiple marketing challenges, and recognise trade-offs. 3. Think strategically about marketing issues and provide recommendations. 4. REFERENCE BOOKS 1. Alexander Chernev, Strategic Marketing Management, Publisher: Cerebellum Press. 2. Alan R Andreasen - Philip Kotler, Strategic Marketing, Publisher: Pearson. 3. Douglas West - John Ford - Essam Ibrahim, Strategic Marketing, Publisher: Oxford. 5. TEXT BOOKS 1. Musadiq A Sahaf, Strategic Marketing, Publisher: Eastern Economy Edition. 2. S Shajahan, Strategic Marketing: Text & Cases (Indian Perspective), Publisher: Viva Books. 3. Tony Proctor, Strategic Marketing: An Introduction, Publisher: Taylor & Francis Ltd. 24  HUMAN RESOURCE MANAGEMENT HR-331 - TRAINING & ORGANIZATIONAL DEVELOPMENT 1. COURSE OBJECTIVES 1. The course would facilitate understanding of the role, importance and place of training in organizations as well as the approach to adult learning. 2. To assist students to understand the processes of change in organizations and implement various behavioral science principles and practices in the form of interventions towards the goals of effective organization development. 2. COURSE CONTENTS Introduction to Employee Learning and Development in Organizations: Employee and Organization Learning, the forces influencing working & learning, classification of learned capabilities, learning theories, the basic principles of learning, the learning process, mental & physical processes, the learning cycle, age influences on learning. Training: Introduction, relationship, meaning, designing effective training, forces influencing working & learning, training practices, strategic training, and training needs assessment. Transfer of Training: implementation of the training programme. Training Methods: Traditional training methods: presentation methods, hands-on methods, group building methods. Choosing training methods, E-learning & use of technology in training, , developing effective online learning, blended learning, simulations, mobile technology & training methods, systems for training delivery. Evaluation of Training & Employee Development: Reasons for evaluating training, overview of the evaluation process, evaluation practices, evaluation designs, threats to validity, considerations in choosing as evaluation designs, determining ROI, determining costs, measuring human capital & training activity. Employee Development: Introduction, approaches to employee development, the development planning process, company strategies for providing development, special issues in training & employee development. Introduction to OD: Definition, Introduction & Foundations of Organizational Development: Conceptual Framework of OD, Characteristics of OD, Participation & Empowerment, Teams & Teamwork, Parallel learning structures. OD Interventions & OD Process: Definition, factors to be considered, choosing & sequencing intervention activities, classification of interventions: individual (coaching, counseling, training, behavioral modeling & mentoring), group (conflict management, group facilitation, group learning, self-directed work teams, team building & virtual teams). Restructuring organizations, OD in global settings, future direction in OD. 25 3. COURSE OUTCOMES The aim of the course is to provide participants with an introduction to employee training and organisational development. Upon successful completion of the course you are expected to: CO 1: Have basic knowledge of individual and organisational Learning Theories. CO 2: Prepare training schedules and plans for employees and organisation. CO 3: Have adequate knowledge to evaluate effectiveness of training programme and development of organisation. CO 4: Have basic awareness of organisation development process. 4. REFERENCE BOOKS 1. Janakiram B, Biztantra, Training and Development, 2007. 5. TEXT BOOKS 1. Naik G Pandu, Training and Development, Excel Books, 2007. 2. Noe A. Raymond, Employee Training & Development, McGraw Hill, 2008. HR-332 - STRATEGIC HUMAN RESOURCE MANAGEMENT 1. COURSE OBJECTIVES 1. The purposes of this course is to understand Strategic HRM 2. Provide knowledge of Aligning HR systems with business strategy 3. Prepare students for Strategy formulation, and evaluating of Strategies for performance and development with knowledge of global economy factors. 4. Exposure of Balance Score Card approach. 2. COURSE CONTENTS Understanding Strategic HRM: Traditional vs. strategic HR, “best fit” approach vs. “best practice” approach, HR strategy and the role of national context, sectoral context, and organizational context on HR strategy and practices. Aligning HR systems with business strategy: Sustained competitive advantage - how HR adds value to the firm – HR as scarce resource – non- substitutable resource, linking HRM practices to organizational outcomes. HR Audit: Auditing HR practices and department, linking strategy to HRM practices – corporate HR philosophy and companywide HR standards – HRM leading strategy formulation, SHRM: Universalistic, Contingency, Configurational, Congruence Approaches and integrated HR systems. HR Strategy in work force utilization: Efficient utilization of human resource – cross training and flexible work assignment – work teams – non unionization, strategies for employee shortages, strategies for employee surpluses. Strategies for Performance and Development: Typology of performance types – marginal performers – under achievers – stars – solid citizens, recruitment and selection strategy typology, incentive alignment, psychological contracting. 26 Evaluating the Effectiveness of SHRM: Overview of evaluation – scope – strategic impact – level of analysis – criteria – level of constituents – ethical dimensions, approaches to evaluation – audit approach – analytical approach. Balanced Score Card: Perspective, bench marking, accounting for HRM – purpose of measuring cost and benefits of HRM – employee wastage and turnover rates – cost of absenteeism – measuring human resource cost. The Future of SHRM: SHRM practice in the future, Change, Restructuring and SHRM, Competencies of HR Professional in a SHRM Scenario. 3. COURSE OUTCOMES The aim of the course is to provide participants with an exposure to human resource management. Upon successful completion of the course you are expected to: CO 1: Understand the importance of HRM and align with organisation. CO 2: Formulate the strategies for organisational development. CO 3: Have adequate knowledge of evaluating performance of strategies and development of organisation. CO 4: Have basic awareness of Balance Score Card approach. 4. REFERENCE BOOKS 1. Bohlander, Snell & Sherman, Managing Human Resources, 2012 2. Pearce & Robinson, Strategic Management: Formulation, Implementation &Control, 12th Edition, 2010, McGraw Hill 3. Noe, Hollenbeck, Gerhart, Wright-IRWIN, Human Resources Management-Gaining a competitive advantage, 6th Edition, 2007 4. Das, Pulak, Strategic Human Resource management, Cengage Learning,2011 Latest Edition 5. Charles R. Greer, Strategic Human resource management, Pearson Latest edition 6. James Baron and David Kreps, Strategic Human resources, Wiley Latest edition 5. TEXT BOOKS 1. Jeffrey A Mello, Strategic Human Resource Management, South Western Thomson Learning, 2001 2. Tanuja Agarwala, Strategic Human Resource Management, 6th Edition, 2009, Oxford University Press. HR-333 - LEADERSHIP, CHANGE MANAGEMENT & MANAGERIAL EFFECTIVENESS 1. COURSE OBJECTIVES 1. The purpose of this course is to understand impact of leadership on effectiveness of organisations. 2. Provide knowledge of managing change in organisation. 3. Prepare students for aligning leadership and change to achieve organisational effectiveness. 4. Exposure of learning organisations. 27 2. COURSE CONTENTS The nature and importance of Leadership: Meaning of leadership – leadership as a partnership – leadership vs. management – the Impact of leadership on organizational performance – leadership roles – the satisfactions and frustrations of being a leader. Traits, Motives, and characteristics of leaders: Personality traits of effective leaders’ leadership motives-cognitive factors and leadership. Effective Leadership Behaviour and Attitudes: Task-related attitudes and behaviours – relationship-oriented attitudes and behaviours – super leadership: leading others to lead themselves – 360-degree feedback for fine-tuning leadership approach. Leadership Styles: The leadership continuum: classical leadership styles – the boss-centered vs. employee-centered leadership continuum – the autocratic participative free rein continuum- the leadership grid styles – the entrepreneurial leadership style – gender differences in leadership style – selecting the best leadership style. Developing Teamwork: Team leadership vs. solo leadership – advantages and disadvantages of group work and team work – the leaders role in the team-based organization-leader behaviour and attitude the foster teamwork. Leadership development, succession and the future: development through self-awareness and self-discipline – leadership development programmes. Understanding Change: Nature of change – forces of change – perspective on change: contingency perspective – population ecology perspective institutional perspective – resource-dependence perspective. Types of Change: Continuous change – discontinuous change – participative change – directive change. Implementing change: assemble a change management team – establish a new direction for change – prepare the organization for change – set up change teams to implement change – align structure, systems and resources to support change – identify and to remove road blocks to change – absorb change into the culture of the organization. Managerial Effectiveness & Learning Organizations Introduction to effectiveness, The antecedents of organizational learning, techniques, structures and processes for developing effectiveness in organization, steps of creating learning organizations, practices of learning organizations. 3. COURSE OUTCOMES The aim of the course is to provide participants with an exposure to impact of leadership on organisations effectiveness. Upon successful completion of the course you are expected to: CO 1: Understand the role of leader in organisation. CO 2: Manage the required structural changes for achieving organisational effectiveness. CO 3: Have adequate of implementing changes for organisational development. CO 4: Have basic awareness learning organisation. 28 4. TEXT BOOKS 1. Dean Anderson & Linda Ackerman Anderson-Beyond Change Management-2010. Published by Pfeiffer. 2. Gary Yukl- Leadership in Organizations 8th edition-Pearson 2013. 3. John Denton-Organizational Learning and Effectiveness, Psychology Press, 1998, ISBN- 0415192145, 9780415192149 HR-334 - HUMAN RESOURCE PLANNING AND COMPENSATION MANAGEMENT 1. COURSE OBJECTIVES 1. To understand the purpose, process and applications of human resource planning in the context of different organizational strategies. 2. To create a critical appreciation and knowledge of understanding the determinants of human resource requirements. And the means for meeting those requirements. 3. To create practical awareness about the current trends in human resource planning in global companies. 4. The course aims to impart knowledge in the design, implementation and administration of compensation and benefits in the organizations, taking into account the legal provisions. 5. This would enable the future HRD manager to leverage compensation in creating a high performing organization. 6. It will facilitate the student to become a contemporary compensation manager by gaining insights into current practices of compensation in Indian organizations. 2. COURSE CONTENTS Introduction HR Planning and Corporate Strategies: Definition and concept of HRP, benefits, process. HRP components, HR planning as a strategic process-employees as resources-goal attainment, linking HR process to strategy, involvement in strategic planning process, strategic HR Planning model, staffing system. Job Analysis and HR Forecasting: Meaning and definition, job analysis process, techniques of job analysis, methods and practice of job analysis, competency based approach. Forecasting Manpower Needs, the Forecasting Process, Inventorying available talent, Projecting Future Talent Supply, forecasting Staffing Requirements. Index analysis-expert forecasts-delphi technique-nominal group technique-HR budget and staffing table, scenario forecasting, regression analysis. Career Planning and Succession Management: Definitions, concepts, stages of career development process and organizational HR Policies, carrier Anchors – Stages of growth and career, career processes Succession management process and Management development programmes, objectives of MDP’s, Job rotation, Auditing MDP’s management development methods, challenges of succession management, Replacement analysis. 29 Introduction to Compensation and Benefits: Meaning, components, types. Piece rated, time rated and skills based approaches. Characteristics of the best compensation plans. Fixed pay and variable pay, Understanding the terminologies compensation, benefit, salary, pay, basic pay, wage, allowance, incentive, commission, reward, recognition, perquisite, fringe benefit, subsistence allowance, reimbursement, consolidated pay, stipend, service charges, pay scales, severance pay, terminal benefit, bonus, joining bonus, retention bonus, relocation pay, increment, and stagnation increment. Economic theories of Wages: Importance of economic theories in the understanding of compensation and benefits, the evolution of just wage doctrine of Thomas Aquinas, subsistence wage theory of Adam Smith and David Ricardo, wage fund theory of John Stuart Mill and Nassau Senior, marginal productivity theory of Alfred Marshal and John Bates Clark, bargaining theory by Arthur Cecil Pigou, residual claimant theory by Francis A. Walker, surplus value theory by Carl Marx. Principles of Compensation Determination: Meaning and significance compensation principles. Equity (internal and external), bargaining ability of employee unions and individual employees, statutory requirements, ability to pay, worth of the job, demand-supply conditions in job market. Job evaluation and salary survey. Cost to Company (CTC) Method: Meaning and significance, advantages and limitations, CTC, Gross salary and Net salary. Components of CTC Monthly, quarterly, annual and one time components. Advance components and deferred components. Attendance linked components, seniority linked components, and performance linked components. Paid leave and holidays, conveyance, leave travel concession, food coupons, housing, benefits, perquisites and statutory components. Benefits and Incentives: Meaning, significance and characteristics, basis for benefits payment, statutory benefits employees state insurance, provident fund, gratuity, unemployment benefits, skills up gradation benefits, pension, employees compensation and Maternity benefit, non statutory benefits- insurance against injury, illness, disability, fatal accident and death. Meaning and significance of incentives, basis for incentives payment, purpose and types- regular, periodical and occasional incentives, cash incentives and incentives as fringe benefits. Stock options, Emerging trends. Taxation on Salary and Benefits: Meaning and significance of taxation on salary, Professional tax of state government on salaries people, income tax of central government on salaries people. Components of salary and benefits which are exempted from payment of tax. Approaches to create salary structures to minimize the tax liability. Procedure for deduction and remittance of taxes. Responsibilities of employer and employee in complying with taxation law. 3. COURSE OUTCOMES The aim of the course is to provide participants with an exposure of human resource planning and compensation management. Upon successful completion of the course you are expected to: CO 1: Formulate Human Resource Plans. 30  CO2: Effectively practice human resource forecasting and career planning for organisation. CO 3: Have adequate knowledge of designing compensation policy. CO 4: Economically manage compensation policies. 4. REFERENCE BOOKS 1. Employee Reward - Michael Armstrong, Universities Press, 2007. 2. Strategic compensation - Martocchio J. J. Pearson Education, 2004. 3. Compensation - Gerhart B & Rynes S L, Sage Publishers, 2003. 4. Understanding Wages and Compensation Management – Sarma A.M, HPH. 5. TEXT BOOKS 1. John Bramham-Human Resources Planning-2nd edition 1994 2. Dipak Kumar Bhattacharya- Human Resource Planning-2nd edition-2006 Excel Books. 3. James W. Walker- Human Resource Planning-1980. 4. Monica Laura Belcourt, Kenneth James McBey 7th edition- Strategic Human Resource Planning-Nelson Education, 2012. 5. Compensation- Milkovich G. T, Newman J.M, & Venkata Ratnam, C. S., McGrawhill Irwin, 2009. 6. Compensation Management - Deb Tapomoy, Excel Books, 2009. HR-335 - PYSCHOLOGICAL, PSYCHOMETRIC TESTING & SELF ASSESSMENT 1. COURSE OBJECTIVES 1. This course provides an examination of psychological assessment and testing, including principles of assessment interviewing, test selection, evaluation and report writing, as well as test construction and standardization. 2. The course introduces various psychometric tests commonly used in the work place. 2. COURSE CONTENTS Principles & Ethical Issues of Psychological Assessment: Definition and Purpose of psychological assessment in organizational setting. Classification of psychological tests: Behavioral observation, self- report, Standardized/ non- standardized, Objective/ Projective, Dimensions measured. Assessment Principles, Instrument selection, Administration, Scoring and Communicating Results. Ethical & Social Considerations in Testing: Ethical principles by APA, User qualifications, Testing instruments and Procedures, Protection of Privacy, Confidentiality, Communicating test results. Methods of Psychological Assessment Questionnaires: Characteristics, Functions and Types, Interview: Types and functions of Interview, Factors affecting Interview, Advantages and Disadvantages, Important sources of 31 error in Interview. Observation: Purposes and Types of Observation, Rating Scales: Meaning and Types of Rating scales, Group Discussions, Competency Mapping. Test Construction and Application Steps in test construction, Item Writing: types of items, General guidelines for item writing, Item Analysis: Meaning and Purpose, Item difficulty, Item validity, Internal consistency, Item analysis of Power and Speed Tests. Measurement of Intelligence, Ability, Aptitude and Achievement: Types of Intelligence tests, Distinction between Aptitude and Achievement Tests, Types of Aptitude and Achievement Tests. Measurement of Personality: Meaning and Purpose, Tools of Personality Assessment, Measurement of Interests, Values and Attitudes. Application of various psychological assessments in organizational setting: Pre- employment testing and Performance appraisal, measuring interests of the individual, measuring personal characteristics for job placement, measuring characteristics of the work setting and measuring the match between person- situations. Psychometric Testing Aptitude Testing: Differential Aptitude Testing- David’s Battery of Differential Abilities, Creativity - Wallach-Kogan Creativity Test (Competencies: Metacognitive skills, Research skills, Talent management, Psychometric assessment and intervention) Intelligence Testing-Bhatia’s Battery of Intelligence Testing, Emotional Intelligence Scale, Social Intelligence Scale, Standard Progressive Matrices. Motivational Analysis Test- Achievement Motivation Test(Competencies: Metacognitive skills, Research skills, Talent management, Psychometric assessment and intervention, Emotional management) Personality and Interpersonal Relations Tests Personality Tests - MBTI – Myers Briggs Type Indicator, 16 PF – Form C, D, E, TAT – Thematic Apperception Test, Picture Frustration Test, Incomplete Sentences Blank. Interpersonal relations Test- FIRO – B (Competencies: Metacognitive skills, Research skills, Talent management, Psychometric assessment and intervention, Emotional management) Organizational and Management Related Tools Quality of Work Test, Organizational Climate Inventory, Work Motivation Questionnaire, Leadership Scale, Job Value Questionnaire, Job Satisfaction Scale and Occupational Stress Index(Competencies: Metacognitive skills, Research skills, Talent management, Psychometric assessment and intervention, Leadership). 3. COURSE OUTCOMES The aim of the course is to provide participants with knowledge of Human Resource Development. Upon successful completion of the course you are expected to: CO 1: Have a fundamental understanding of the core issues in psychological testing and measurement. CO 2: Learn about the different methods of assessment and the process of test construction. CO 3: Understand various psychometric tests which can be used at work place. 32  CO 4: Administer and interpret psychometric tests. 4. REFERENCE BOOKS 1. McIntire, SA and Miller, LA. (2007). Foundations of psychological testing: A practical approach. Sage Publications. 2. Kaplan, R.M. &Saccuzzo, D.P. (2007). Psychological testing: Principles, applications, and issues. Australia: Thomson Wadsworth. 5. TEXT BOOKS 1. Aiken, R.L. &Groth- Marnat, G. (2006). Psychological testing and assessment. USA: Pearson Education. 2. Anastasi, A. &Urbina, S. (1997). Psychological testing. N.D.: Pearson Education. 3. McIntire, SA and Miller, LA. (2007). Foundations of psychological testing: A practical approach. Sage Publications. 4. Kaplan, R.M. &Saccuzzo, D.P. (2007). Psychological testing: Principles, applications, and issues. Australia: Thomson Wadsworth. 5. Aiken, R.L. &Groth- Marnat, G. (2006). Psychological testing and assessment. USA: Pearson Education. 6. Anastasi, A. &Urbina, S. (1997). Psychological testing. N.D.: Pearson Education. HR-336 - RECRUITMENT AND SELECTION 1. COURSE OBJECTIVES 1. To understand and explore the operational issues involved in recruitment and selection. 2. To understand the extent of innovation and contemporary concerns and challenges in recruitment and selection. 2. COURSE CONTENTS Job Analysis: Meaning, definition & purpose. Methods of job analysis: job analysis interviews, job analysis questionnaire, task analysis inventory, position analysis questionnaire, subject expert workshops, critical incident technique. Hiring Process: Nature of hiring: regular, temporary: its types. Need analysis, cost analysis of hiring process. Internal Hiring: meaning & definition, sources of internal recruitment: circulars, intranet, employee referrals. External hiring: meaning & definition of external recruitment, sources of recruitment. Modern Recruitment techniques: Scouting, Re- recruitment, event recruitment, E-Recruitment/Online recruitment, social recruitment, mobile-phone recruiting. Screening Process & Assessment Centers: Screening the candidates: Application Forms: bio-data & weighted application blanks, social media screening. Assessment centers: structuring, assessment centers activities, administrative structure, assessment centers effectiveness. Testing & Interviewing Candidate: Testing: meaning, definition, purpose, advantages & disadvantages. Interviewing: planning the interview, interview process: preparation, 33 components, types, interviewing behavior, structuring of interview, using the interview checklist. Legal Aspects and Organization Policy: Nationality, gender, age, job reservation for weaker sections of the society, equal opportunity employment, employment of foreign workers and visa restrictions, agreement with employee unions. Appointment and Joining: Appointment- Meaning and significance, offer of appointment and acceptance, appointment order, contents of appointment order and its acceptance. Bond for minimum service, bond for good conduct, caution deposit against possible losses. Joining- Fixing a joining date. Joining day formalities, verification and collection of certificate copies, collecting photos, PAN number and passport copy. Providing access to enter and exit. Providing place to work, providing furniture, stationary, equipment, entering name in the muster roll, opening the personal file etc. Background & Reference Checking Meaning, definition & purpose. Verification of character, criminal antecedents, previous work behavior & educational qualifications. Candidate driven resume verification. Appointment orders: meaning, definition & purpose. Induction and Deployment Meaning, significance, methods, and contents introducing new employee to the existing employees in person or through communication. Showing all the departments and facilities to the new employee. Basic rules to be followed at work to deal with people issues, processes and task issues. Deployment of right person to right position. 3. COURSE OUTCOMES The aim of the course is to provide participants with knowledge of recruitment and selection process. Upon successful completion of the course you are expected to: CO 1: Analyze the job requirements. CO 2: Formulate hiring process and identify recruitment sources. CO 3: Prepare and execute effective techniques for manpower selection. CO 4: Understand the reference check, induction and deployment procedure. 4. REFERENCE BOOKS 1. Phillips J. M and Gully S.M., Strategic Staffing, Pearson Education, 2009. 2. LiLy M. Berry, Wadsworth, Employee Selection, Cengage Learning, 2003. 3. Heneman H. G & Judge T. A., Staffing Organizations, McGraw-Hill, 2009. 4. Sahu R. K,Managing, Recruitment Functions, Excel Books, 2010. 5. TEXT BOOKS 1. Gatewood R. D, Field H.S, Barrick R., Human Resource Selection, Cengage Learning, 2008. 2. Arthur D, Recruiting, Interviewing, Selecting, and Orienting New Employees - , PHI, 2011. 34  HR-337 - PERSONALITY DEVELOPMENT AND BUSINESS ETIQUETTE 1. COURSE OBJECTIVES 1. The purpose of this course is to identify the key principles of a good personality, common courtesy, and professional manners. 2. Understand the basic practices at workplace environment. 3. The course also describes ways to apply proper courtesy in different professional situations 2. COURSE CONTENTS Personality: Physical Appearance; Body Language; Voice; Communication Style; Content of Communication; Enriched Communication through Sensory Specific Language. Business Style and Professional Image: Dress Codes, Guidelines for Appropriate Business Attire – Differentiate among the dressy casual, semiformal, formal and black tie dress code, Grooming for Success, Multi-cultural Dressing. Impression Management: Impression Formation, Tactics, The Self presentational Motive, The Compass Qualities; First and Lasting Impressions; Magic Pills; Toxic Traits, The Social Context: Norms and Roles, The Target’s Values, Actions; The Environment; Success; Changing from the Outside-in, Current Social Image, Instrumental Complementarily, The Private Self, Worrying about Impressions. Creating Rapport, Powerful Persuasion Strategies. Assertiveness Training: Concept of Assertiveness, Components of Assertive behavior, Rational-emotive Assertiveness Training, Handling Fear, Handling Anger, Handling Depression, Assertive Behaviour Skills, How to Handle Putdowns, Assertiveness on the Job, Assertiveness in Interpersonal Relations, Assertiveness in Everyday Commercial Situations, Assertiveness and Others. Interpersonal Relations: Introduction to Interpersonal Relations, Analysis Relations of different ego states, Analysis of Transactions, Analysis of Strokes, Analysis of Life position. Business Etiquette: The ABC’s of Etiquette, Developing a Culture of Excellence, The Principles of Exceptional Work Behavior, The Role of Good Manners in Business, Enduring Words. Formal Interactions: Making Introductions and Greeting People: Greeting Components, The Protocol of Shaking Hands, Introductions, Introductory Scenarios, Addressing Individuals Meeting and Board Room Protocol: Guidelines for Planning a Meeting, Before the Meeting, On the Day of the Meeting, Guidelines for Attending a Meeting – For the Chairperson, For Attendees, For Presenters Multi-cultural Etiquette: Examples of Cultural Insensitivity, Cultural Differences and their Effects on Business Etiquette. Self Assessment: Self assessment and brief introduction of each individual , Identifying individual areas that need improvement- speech pattern, diction, body language, enunciation and pronunciations, Conversational Techniques, Build self-confidence and self-esteem, Voice modulation Visiting cards exchange How to make proper introductions, Paying & receiving compliments, Small Talk & Networking, Increase valuable business relationships, Designer terminology, Body Language, Poise, Eye Contact. 35 General Etiquettes: Fine dining, Styles of Eating, Silverware Savvy , The Role of the Napkin, How to Eat Various Foods, Foods to Avoid, Travel etiquette, Clothes and Corporate Culture, Personal Props and Accessories for Men and Women, Color Strategies for Everyone, Corporate role play, Developing Your Professional and Personal Image. 3. COURSE OUTCOMES The aim of the course is to provide participants with knowledge of developing personality and business etiquette. Upon successful completion of the course you are expected to: CO 1: Understand the importance of personality development. CO 2: Able to have impressive personality. CO 3: Prepare to practise good interpersonal relationships. CO 4: Know the ways for self-assessment. 4. REFERENCE BOOKS 1. Business Etiquette by David Robinson, Kogan Page 2. Develop your Assertiveness by Sue Bishop, Kogan Page 5. TEXT BOOKS 1. Business Etiquette in Brief by Ann Marie Sabath, Adams Media Corporation, South Asian Edition 2. Basic Managerial Skills for All by E. H. McGrath, S. J., PHI 3. Personality Development and Soft Skill, Mitra, Barun, Oxford University Press. HR-338 - HUMAN RESOURCE DEVELOPMENT 1. COURSE OBJECTIVES 1. This course is designed to help students in understanding various concepts of HRD, HRD systems and processes. 2. Help student in developing HRD facilitator’s skills. 3. Develop and design HRD programmes. 4. Knowledge to implement and control HRD practices in various organizational setups. 2. COURSE CONTENTS Introduction of HRD and their Tools: Definition, Evolution of HRD, HRD and HRM, HRD Functions, Role of HRD Professional, Challenges to organizations and HRD Professionals, Framework for HRD Process. Need, scope and design of the HRD tools, Foundations of HRD Tools- Organizational Psychology concepts-Individual, Group and Organizational processes affecting performance, Competency Mapping and Career Management. Designing and Implementing Effective HRD Programs: Defining the objectives of the HRD interventions, Selecting the Trainer, Preparing a lesson Plan, Selecting training methods, Preparing training material, Scheduling HRD Programs. Training Delivery methods, On-Job Training methods, Class-room Training approaches, Implementing the Training Programs. 36 Evaluating HRD Programs: Purpose of HRD Evaluation, Models and frameworks of evaluation, Accessing impact of HRD Programs, Ethical issues concerning Evaluation. Management Development and skills/technical Training: Management education, training and experiences, basic workplace competencies, technical training, interpersonal skills, professional developments and education, coaching. HRD Experiences: HRD in Manufacturing and Service Industry, HRD in Government and Public Systems, HRD in Education, Health and other Sectors, Comparative HRD - International Experiences. Emerging Issues in HRD: Creating awareness and commitment to HRD, Industrial Relations and HRD, Utilization of HRD efforts, Emerging trends and perspectives, Future of HRD. 3. COURSE OUTCOMES The aim of the course is to provide participants with knowledge of Human Resource Development. Upon successful completion of the course you are expected to: CO 1: Know the Human Resource Development process. CO 2: Utilize the tools of HRD. CO 3: Design and implement the HRD programmes. CO 4: Will be having knowledge of emerging issues in HRD. 4. REFERENCE BOOKS 1. Noe, Human Resources Development, Tata McGraw-Hill 2. Pareekh Udai & TV Rao Understanding HRD System Tata McGraw-Hill 3. Mankin Human Resource Development Oxford 4. Rothwell Beyond training and development Jaico 5. Blanchard, Thacker Effective Training Pearson 6. Richard A Swanson PhD and Elwood F. Holton Foundations of Human Resource Development Berrett-Koehler 7. Les Donaldson, Edward Scannell, and Edward S. Scannell Human Resource Development: The New Trainer's Guide Perseus 8. Michael J. Marquardt and Dean W. Engel Global Human Resource Development Prentice Hall. 5. TEXT BOOKS 1. John Werner and Randy Desimone, Human Resources Development, Cengage, 2011. 2. Udai Pareekh & T.V.Rao, Designing and managing Human Resource Systems, Oxford. 37  BUSINESS ANALYTICS BA-341- BASICS OF DATA 1. COURSE OBJECTIVES The course enables students to develop understanding related to different types of data, scaling techniques and data preparation process. 2. COURSE CONTENTS Introduction to Data: Quantitative Vs Qualitative Data, Elements; Types of Variables- Dependent Vs Independent Variables; Extraneous variables; Confounding Variables; Data categorization. Introduction to Data Collection: Experiments and Surveys; Collection of Primary Data & Secondary Data; Selection of Appropriate Method of Data Collection. Measurement and Scaling: Classification of Measurement Scales; Sources of error in Measurement; Techniques of Developing Measurement Tools; Scale Classification Bases, Scaling Techniques-Comparative Scaling Techniques Vs Non Comparative Scaling Techniques. Introduction to types of Statistics: Descriptive Statistics: Measures of Central Tendency- Mean, Mode, Median; Measures of Dispersion- Range, Mean deviation, Standard Deviation; Measure of Skewness, Kurtosis; Measures of Relationship. Data Preparation: Data Preparation Process; Questionnaire Checking, Editing, Coding, Classification, Tabulation, Graphical representation, Data Cleaning, Data Adjusting, Missing Values and Outliners. Introduction to Tools for Data Analysis: Excel, R Programming, basic SQL, Python, MatLab etc. 3. COURSE OUTCOMES At the end of the Course Students will be able to: CO1 Compare and contrast quantitative and qualitative data. CO2 Explain the various data collection techniques and analyze which technique to use in varying situations. CO3 Describe sampling methods, measurement scales and instruments, and appropriate uses of each. CO4 Analyze the types of Statistics CO5 Understand how the data should be treated prior to conducting data analysis. CO6 Understand the Tools for Data Analysis. 4. REFERENCE BOOKS 1. Kothari, C.R. (2004), Research Methodology: Methods and Technique (2nd Ed.), New Delhi: New Age International (P) Ltd. 38  2. Business Research Methods –Donald Cooper & Pamela Schindler, TMGH, 9th edition2. 3. Business Research Methods –Alan Bryman & Emma Bell, Oxford University Press. 5. SUGGESTED READINGS 1. Fundamentals of research methodology and data collection, Isbn: 978-3-659-86884-9, Publisher: LAP Lambert Academic Publishing (2016-04-19) 2. Ackroyd, S. and Hughes, J. (1992), Data Collection in Context, New York, Longman. 6. SPECIAL NOTES 1. A field assignment should be given to students where the students can collect data on a topic of their choice using various data collection techniques. 2. Students must be given with data and asked to Scale them using the appropriate scaling technique. 3. A practical session related to how practically data can be prepared for further analysis of data should be conducted software such as SPSS. BA-342 - MARKETING ANALYTICS 1. COURSE OBJECTIVES The objective of this course is to enable students to measure, manage and analyze marketing performance to maximize its effectiveness and optimize return on investment (ROI). Beyond the obvious sales and lead generation applications, marketing analytics can offer profound insights into customer preferences and trends, which can be further utilized for future marketing and business decisions. 2. COURSE CONTENTS Introduction to Marketing Analysis: Objective, Need, Scope and Significance of Marketing Analysis; Decision Making; Business Analytics- Descriptive, Predictive and Prescriptive Analysis; Overview of Using data and Types of Data. Fundamentals of Statistics: Use of Data in Decision Making; Identification of Statistical Techniques-Population Vs Sample; Variables/Data, Different Visualization Techniques for Data, Descriptive Measures. Normal Distribution & Linear Regression: Normal Distribution-Its Significance; Exploring Relation Between Variables; Linear Regression Models, Application of Linear Regression. Revenue Management and Pricing: Point-of-Scale data; how to arrive at the Right Pricing Approach; Managing Pricing to meet Topline and Bottom Line Goals; Pricing Plans. Consumer Decision Making and Analytics: Market Segmentation Using Analytics; Consumer Perception Mapping; Push Vs Pull Strategy; Assortment and Demand; Bundling of Product and Services. 39 Customer Lifetime Value: Loyalty-The Concept, Customer Lifetime Concept; Calculation of Customer Lifetime Value (CLV), Using CLV to Make Decisions; Net Promoter Score; Advertising, Sale and Sales Analytics. 3. COURSE OUTCOMES At the end of the course students will be proficient in: CO1 Understand the importance of Marketing Analysis. CO2 Understand the Fundamentals of Statistics. CO3 Understand the Normal Distribution & Linear Regression. CO4 Understand the Revenue Management and Pricing. CO5 Evaluate Consumer Decision making and Analytics. CO6 Analyze the concept of Customer Lifetime Value. 4. REFERENCE BOOKS 1. Introduction to Inbound Marketing Analytics, Pamela Vaughan, Hubspot Publication. 2. Web Analytics 2.0: The Art of Online Accountability and Science of Customer Centricity, Avinash Kaushik. 3. Marketing Analytics: Strategic Models and Metrics, Stephan Sorger. 5. SUGGESTED READINGS 1. Berger, P.D., Nasr, N.I., 1998. Customer lifetime value: Marketing models and applications. Journal of InteractiveMarketing 12, 17–30. 2. Winston, W.L., 2014. Marketing Analytics: Data-Driven Techniques with Microsoft Excel. 1 ed., Wiley, Indianapolis. 3. Wedel, M., Kannan, P.K., 2016. Marketing analytics for data-rich environments. Journal of Marketing 80, 97–121. 6. SPECIAL NOTES 1. A Practical Session of How to Run Regression Analysis should be Conducted by Using SPSS. 2. Assignment Related to Use of various Tools to Measure Brand and customer Assets should be given to Students. 3. Numerical Problems Related to CLV Should Be Taught to the Students and various other Problems Related to the Same Should Be Given to the Students so as to Develop Their Numerical Ability. BA-343 - PREDICTIVE ANALYTICS 1. COURSE OBJECTIVES The course enables students to: 1. To learn, how to develop models to predict categorical and continuous outcomes, using such techniques as neural networks, decision trees, logistic regression, support vector machines and Bayesian network models. 2. To know the use of the binary classifier and numeric predictor nodes to automate model selection. 3. To advice on when and how to use each model. Also learn how to combine two or more models to improve prediction 40 2. COURSE CONTENTS Introduction to Data Mining: Introduction, Meaning, Concepts of Data mining; Technologies Used, Data Mining Process, KDD Process Model, CRISP –DM, Mining on various kinds of data; Applications of Data Mining; Challenges of Data Mining. Data Understanding and Preparation: Introduction, Reading data from various sources, Data visualization, Distributions and summary statistics, Relationships among variables, Extent of Missing Data; Segmentation, Outlier detection, Automated Data Preparation; combining data files, Aggregate Data, Duplicate Removal, Sampling Data, Data Caching, Partitioning data, Missing Values. Model development & techniques Data Partitioning: Model selection, Model Development Techniques; Neural networks; Decision trees; Logistic regression, Discriminant analysis, Support vector machine, Bayesian Networks, Linear Regression, Cox Regression, Association rules. Model Evaluation and Deployment: Introduction, Model Validation, Rule Induction Using CHAID; Automating Models for Categorical and Continuous targets, Comparing and Combining Models, Evaluation Charts for Model Comparison, MetaLevel Modeling, Deploying Model, Assessing Model Performance, Updating a Model. Neural Networks (NN): Meaning, Support Vector Machines(SVM), and K-nearest Neighbor- Fitting Neural Networks, Back Propagation, Issues in training NN, SVM for classification, Reproducing K