Programme Structure For PG-B

PGP-IIPM - III SEMESTER_2013-15
RELEASE DATE: JULY 14

PROGRAMME STRUCTURE FOR PG-B
S.NO.
Subject
1
2
3
4
5
3
2
2
1
2
6
7
Entrepreneurship & Small Business Management

Macro Economics
Executive Communication
Organisation Development
Business Policy & Competitive Strategy
MARKETING (COMPULSORY)
Service Marketing
Marketing strategy
International Marketing
Sustainable Development and Green Marketing
10
11
12
13
14
15
16
17
HR & PERSONNEL MANAGEMENT ELECTIVES (OPTIONAL)

Training & Development
Group Dynamics
Compensation Management
Strategic HR
FINANCE ELECTIVES (OPTIONAL)
Securities Analysis & Portfolio Management
Insurance & Banking
Advanced Accounting
Management of Indian Financial Systems
ENTREPRENEURSHIP & SMALL BUSINESS MANAGEMENT

COURSE DURATION: 36 HOURS
COURSE CREDITS: 03
2
2
2
3
3
2
3
2
3
2

A: ENTREPRENEURSHIP
(Weightage: 2 credits)
1. ENTREPRENEURSHIP: CONCEPT, EVOLUTION, AND SCOPE
Concept and evolution of entrepreneurship
Corporate entrepreneurship
Individual entrepreneurship: Part time, small and medium ventures
2. DEVELOPMENT OF ENTREPRENEURSHIP
Profile of an individual entrepreneur: Aptitude, skills, and knowledge set
Entrepreneurial mindset: Creativity and innovation
Profile of every individual students in terms of entrepreneurial traits
3. VENTURE PLANNING
Opportunity assessment
Environment assessment
Marketing research
Financial analysis
Business Plan
4. STARTING A VENTURE
Legal form of business: Merits and demerits of alternative forms
Legal environment
Sources of finance
Buying a business & valuaing it
Precommencement issues
5. RUNNING AN ENTERPRISE
Strategic planning
Growth of an entrepreneurial venture: Organic & inorganic
Operational dimensions of running the venture
B. SMALL BUSINESS MANAGEMENT
(WITH SPECIAL FOCUS ON INDIA)
(Weightage: 1 credit)
6. SETTING UP SMALL BUSINESS IN INDIA
Registration and legal formalities
Procurement of space, electricity and other utilities
Preproduction contracts with vendors, suppliers, customers, etc
Basic start up problems and their resolution
7. MANAGEMENT OF SMALL BUSINESS IN INDIA

Planning and organizing

Financial planning and execution
Marketing Management
HR issues
8. MANAGEMENT OF GROWTH
Stabilisation strategies
Growth strategies; crises of business growth
Information technology and small business
REQUIRED READINGS:
ROBERT D HISRICH AND DEAN A SHEPHARD: Entrepreneurship (Mc Graw
Hills: Latest edition)
RAJEEV ROY: Entrepreneurship (OUP): Chs. 4,7,15 and 18
BUSINESS WORLD: The SME White Book 2012/13 (BW Publications:2012) All
Chapters (Mandatory reading)
MACRO ECONOMICS

COURSE CREDITS: 2
1. INTRODUCTION TO MACROECONOMICS
1.1 Definition & Scope: Dimensions of macroeconomics; Income and its measurement;
Interpretation of various measures
1.2 Circular flow of Income, Output, and Spending: Concept and its relevance
1.3 National Income and Allied measures for India
1.4 Firm Level Implication of the Income Concepts
2. INCOME DETERMINATION IN SHORT RUN: 4 SECTOR MODEL
2.1 Aggregate spending: Meaning; Determinants; Equilibrium; Changes in Income
2.2 Basic Concepts: Unemployment; Inflation; Multiplier; Business cycle, etc.
2.3 Spending Palterns in India: Consumption, investment, imports, etc; Their implication for
business firms.
3. AGGREGATE DEMAND-AGGREGATE SUPPLY FRAMEWORK
3.1 Aggregate Demand: Meaning; Components; Deficiency & Surplus and implications for the
economy and for the firm
3.2 Aggregate Supply: Meaning; Components; Deficiency & excess and implication for the
economy and for the firm
3.3 Equilibrium: AD-AS equilibrium; Changes in income and price level
4. INCOME DETERMINATION IN LONG RUN
4.1 Induced Change in Input Prices
4.2 Aggregate Demand Shocks and Their Consequences on Income
4.3 Income in Short Run and in Long Run
4.4 Business Cycle and Fiscal Operations; Business Cycles in India
4.5 Fiscal Policy in India and its Implications
5. MONEY AND MONETARY POLICY
5.1 Introduction: Definition; Nature; Role; Function of money
5.2 Money and Credit
5.3 Banking System: A preliminary idea about credit creation
5.4 Working of Monetary and Credit Policy in India
5.5 Demand of Money: General and in India
5.6 Supply of Money: General; Monetary aggregates in India
5.7 Macroeconomic Cycles and Aggregate shocks
6. MACROECONOMIC POLICY IN AN OPEN ECONOMY
6.1 Open Economy: Meaning of openness and open economy
6.2 Macroeconomics Policy with International Capital mobility
6.3 Capital mobility in India and Macroeconomic Policy
6.4 Implications of an Open Economy: Indian case
6.5 Firm level lessons on account of openness of the economy

7. MACROECONOMIC ISSUES: UNEMPLOYMENT
7.1 Introduction: Meaning; Types; Characteristics
7.2 Unemployment in India: Nature; Causes; Consequences
7.3 Cyclical and Structural Unemployment; Indian Case
7.4 Policies to Reduce Unemployment: General; India specific; Their implications for
firms/business enterprises
8. MACROECONOMIC ISSUES: PRICES
8.1 Inflation: Meaning; Causes; Control; Inflation in India
8.2 Inflation-Unemployment Trade Off: Philips Curve and its implications
8.3 Impact of Inflation on Individual Business and Coping Up
REQUIRED READINGS:
LIPSEY AND CHRYSTAL: Economies (OUP: 12th Edition): Chs. 15-25
MINISTRY OF FINANCE: Economic Survey (OUP: Latest edition) All chapters
IMPORTANT NOTES
The above 2 references complement each other. In addition, the faculty must tell the
students about relevant articles, etc. in the pink newspaper to have an informed view
about Indian macroeconomic developments.
The questions in the examination will be application (of macroeconomic concepts) based
and pertaining to Indian scenario
The focus, while teaching, must be pointedly on two dimensions: (a) business enterprise
level implications of development in macro variables (eg. Phase of business cycle in
India and suitable response of an Indian firm); and (b) Macroeconomics as it applies to
India
EXECUTIVE COMMUNICATION: MENTORING

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

senior excom faculty, and a member of SMG team.

Excom faculty will provide feedback on students performance. Senior faculty

will inturn assess the performance of excom faculty. The SMG team member will
provide employability/placement index for the individual student.
NOTES:
An average PG level student at IIPM is expected to participate in the following exercises:

- Individual Presentation
- Debates
- Practice interviews
- Group discussion exercises
- Miscellaneous sessions covering group based written, verbal, and non verbal
communication exercises.
* Every student will be given a CD recording of his performances in sessions (meant to be

recorded) during trimesters I & II. This will enable him to see his own transformation as a
speaker. Besides, alongwith this CD, by the end of trimester II all the students will be
provided personalized written feedback on their progress.
REQUIRED READINGS
This course is 100% hands on practice oriented one. Hence the students dont have to
refer to any texts. However, the students are strongly advised to consult their mentor to
obtain tips on how to further improve their presentation skills.
Interested students may like to consult the book: Business Communication (by)
LEHMAN, DUFRENE and SINHA (Cengage Publishing) for self enhancement in the
field of Business Communication.
ORGANISATION DEVELOPMENT

COURSE CREDITS: 01
1. OVERVIEW
Introduction to OD
Nature of planned change
2. PROCESS OF ORGANIZATION DEVELOPMENT
Diagnostic organizations
Diagnosing groups and jobs
Collecting and analyzing diagnostic information
Feeding back diagnostic information
Designing intervention
O.D. Interventions evaluation
REQUIRED READINGS:
CUMMINGS AND WORLEY: Organization Development and Change
(Cengage:2005): Chs 1,2,5,6,7,8,9,11
BHUPEN SRIVASTAVA: Organization Design and Development (Biztantra) (Mainly
for Indian case studies)
IMPORTANT NOTES
The faculty is advised to use the prescribed texts and give the teaching Indian orientation.
In the examination the questions will pertain to Indian organizations.
The end term examination will be divided into 2 sections. Section A will have Q1, case
based, which will have to be compulsorily answered. Q2 in this section will ask about 15
definitions/ concepts and again will be compulsory. Section B will have 5 questions
which will be set from units 1 2. The student will have to answer any 3.
BUSINESS POLICY AND COMPETITIVE STRATEGY


COURSE CREDITS: 02
1. BUSINESS POLICY AND STRATEGIC MANAGEMENT: INTRODUCTION
Nature and purpose of business policy
Objectives of business policy
Strategy: Definition; levels of operations
Strategic decision making
Process of strategic management
2. STRATEGIC INTENT: HIERARCHY
Meaning
Hierarchy: Vision, mission, business definition, goals, and objectives
3. ENVIRONMENT APPRAISAL
Concept and classification
External environment scanning
Appraisal of external environment
Internal environment: Dynamics, factors, and appraisal
4. CORPORATE LEVEL STRATEGIES
Levels and choices in strategy
Grand strategies:
- Stability strategies
- Expansion strategies
- Retrenchment strategies
- Combination strategies
Corporate restructuring
5. BUSINESS LEVEL STRATEGIES
Foundations of business level strategies
Meaning and scope of business level strategies
Generic business strategies: cost leadership, differentiation, and focus
Tactical moves
6. COMPETITIVE GAMING STRATEGIES
Meaning and framework
Structure of the marketplace
Rules of engagement the three elements: Time frame, information content, and level
playing
Behaviour of the players
7. STRATEGIC ANALYSIS AND CHOICE

Process of making choice

Corporate level strategic analysis
Business level strategic analysis
Subjective factors influencing choice
Contingency strategies
Strategic plan
8. IMPLEMENTATION: ACTIVATING STRATEGIES

Interrelationship between formulation and implementation
Pyramid of strategy implementation
Project implementation
Procedural implementation
Resource allocation
9. IMPLEMENTATION: ORGANIZATIONAL DESIGN
Organizational structure: Meaning and various aspects
Organizational design and change
Organizational systems
10. IMPLEMENTATION: FUNCTIONAL AND OPERATIONAL
Functional strategies, plans, and policies
Financial, marketing, personnel, IT, and other plans and policies
Integration of functional plans and policies
Operational implementation
11. STRATEGIC EVALUATION & CONTROL
Overview
Strategic and operational control
Techniques available
REQUIRED READINGS:
AZHAR KAZMI: Business Policy and Strategic Management (TMH: Latest Edition):
All chapters, except Ch-11
VIPIN GUPTA, KAMALA GOLLA KUTA, AND R. SRINIVASAN: Business Policy
& Strategic Implementation (PHI: 2007) Chs. 1-8,10,20
BUSINESS PAPERS (At least one daily) and BUSINESS MAGAZINES (At least one
every week)

IMPORTANT NOTES
The teaching here shall be tilted towards business policy and strategy as adopted by
Indian Businesses. Hence the students are required to rely heavily on pink papers and
business magazines for sourcing relevant case studies.
In the examination questions asked will be application oriented and Indian business
centric.

MARKETING SPECIALIZATION
SERVICES MARKETING
COURSE CREDITS: 02
1. INTRODUCTION TO SERVICES MARKETING
Understanding services
Nature of services marketing
2. SERVICES MARKETING AND CUSTOMER EXPERIENCE
Consumer behaviour & search, experience, and credence traits
Consumer decision making process; implications for service provider
Customer expectation and perceptions
Marketing research and customer needs identification
3. STRATEGIC ISSUES IN SERVICES MARKETING
Market segmentation and targeting
Differentiation and positioning of services
Management of demand and capacity
4. MARKETING MIX FOR SERVICES
Marketing mix elements
Product: Service packaging
Pricing of services
Promotion of service
Role of people factor
Service processes
Physical evidence and marketing
5. MAXIMIZATION OF SERVICES MARKETING POTENTIAL
Relationship marketing
Internal marketing
Service recovery
REQUIRED READINGS
LOVELOCK, WIRTZ, AND CHATTERJEE: Services Marketing (Pearson:
South Asian Edition)
HARSH V. VERMA: Services Marketing (Pearson)
IMPORTANT NOTES:
The faculty is advised to use both the books for teaching purposes.

Questions shall be application based, not merely theoretical.
MARKETING STRATEGY
COURSE CREDITS: 02
1. INTRODUCTION
Marketing and the concept of planning and strategy
Strategic marketing
2. STRATEGIC ANALYSIS
Corporate appraisal
Understanding competition
Focussing on customer
Scanning the environment
3. STRATEGIC CAPABILITIES AND DIRECTION
Measuring strengths and weaknesses
Developing marketing objectives and goals
4. STRATEGY FORMULATION
Strategy selection
Portfolio analysis
5. MARKETING STRATEGIES
Market strategies
Product strategies
Pricing strategies
Promotion strategies
Placement strategies
6. STRATEGIC IMPLEMENTATION AND CONTROL
Organizational structure
Strategic tools
REQUIRED READING:
SUBHASH C. JAIN: Marketing Strategy (Cengage: 2004)
IMPORTANT NOTE

The faculty should feel free to use an alternative book as long as the coverage is same as in
SC Jains book.
INTERNATIONAL MARKETING
COURSE CREDITS: 03
1. INTERNATIONAL MARKETING: AN OVERVIEW
The Scope and challenge of International Marketing
The dynamic environment of international marketing
Constituents of international environment
2. ASSESSING GLOBAL MARKET OPPORTUNITIES
Developing global vision through market research
Emerging markets and scope for marketing
Multinational market regions & market groups
Ranking of markets in terms of relative opportunities
3. DEVELOPING GLOBAL MARKET STRATEGIES
Global marketing management: Planning and organization.
Creating products for consumers in global markets
Marketing Industrial products and services
International distribution systems
International Retailing
Exporting and Logistics: Special issues for the smart
business
The global advertising and promotion effort.
Personal selling and sales management
Pricing for international markets
4. IMPLEMENTING GLOBAL MARKETING STRATEGIES
Negotiating with international customers, partners, and regulator
Organisational structure, system, and processes for delivering marketing program
REQUIRED READINGS:
CZINKOTA & RONKAINEN: International Marketing (Cengage:2007)
JUSTIN PAUL & RAMNEEK KAPOOR: International Marketing (TMH, 2010)
R. SRINIVASAN: International Marketing (PHI, 2008)

IMPORTANT NOTE
The faculty should feel free to use any other text book as long as it covers the complete
syllabus.
SUSTAINABLE DEVELOPMENT AND GREEN MARKETING

COURSE CREDITS: 03

HR & PERSONNEL MANAGEMENT ELECTIVES

TRAINING AND DEVELOPMENT
COURSE CREDITS: 02
SECTION A: TRAINING FOR DEVELOPMENT
1. TRAINING AND DEVELOPMENT: OVERVIEW
Training and teaching
Learning about management issues and concepts
Principles of learning and development basic idea
Stakeholders in training: Roles and expectations
2. ADULT LEARNING
Concept of adult learning
Transfer of learning: Mechanics, facilitators, hurdles, overcoming obstacles.
3. TRAINING NEEDS
Training needs classification; individual, occupational, and organizational level needs
Identification of training needs
4. EFFECTIVE LEARNING
Trainers skills: Conducting sessions, handling, participants; questions
Role of management trainer in transfer of learning
Role of trainer as a change agent.
5. DESIGN OF A TRAINING PROGRAM AND ITS EXECUTION
Training objectives
Decision about content of training; training modules
Training methods and choice of appropriate aids
Parameters for assessment of training effectiveness
Steps involved in conducting an effective training program
Facilities Planning
Training sessions management

6. EVALUATION OF TRAINING
Why evaluate?
Methods for evaluation
Criteria for evaluation
7. MARKETING OF TRAINING ACTIVITY
Marketing in house (internal customer)
Marketing to external customers
SECTION B: TRAINING METHODS
8. INVENTORY OF TRAINING METHODS
Lecture
Case analysis
Role plays
Business / management games & simulations
Experiential learning, including outdoors
Organizing / preparing training material, including A.V. aids
(Note: This module has a long duration because the faculty is required to engage students in
delivering mock training sessions in the class itself)
NOTE: Ideally the faculty should conduct session like training workshops for this course, rather
than merely lecturing the students. In any case, the students must be involved in experiential
learning as for as the training methods are concerned.
REQUIRED READINGS:
UDAY PAREEK: Training Instruments for OD & HRD
ROLF P LYNTON & UDAI PAREEK: Training For Development (Sage: 2nd edition)
GOLDSTEIN & FORD: Training in Organizations (Cengage: Latest edition)


GROUP DYNAMICS
COURSE CREDITS: 03
FOUNDATION OF GROUP BEHAVIOUR
Defining and classifying groups
Difference between groups and teams
Sociometry: analysis of group interaction
Stages of group Development
Five stages of group dynamics
Functions of groups
Adaptive advantages of groups
Individual behaviour and its impact
Types of group behaviour and explanations for the same
Group member resource competency and its consequences
External conditions imposed on groups and changing dynamics.
GROUP STRUCTURE
Leadership
Roles-norms-status-size-composition-cohesiveness.
Attraction, respect and communication Sociograms to identify social relations networks in
groups.
UNDERSTANDING DYNAMICS OF WORK GROUPS AND WORK TEAMS
Definition of work teams
Importance of work teams
Difference between work groups and work teams
Types of work teams
Effectiveness of work teams.
Work groups: from the Hawthorne studies to work teams of the 1990s and beyond.
Characteristics of work teams and essential requirements for the same
Teams and Total quality management
Diversity and teams

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

Culture, Subculture, and cross culture
Cross cultural HR issues in mergers and acquisitions
Management of cross cultural teams
REQUIRED READINGS:
DONCLSON FORSYTH: Group Dynamics (Woodworth)
RODNEY W. NAPIER AND MATTI K. GERSTEND FELD: Groups: Theory and
Practice (AITBS / Houghton Miffin)

COMPENSATION MANAGEMENT
COURSE CREDITS: 03
1. COMPENSATION PLANNING
Introduction, Basic concept of compensation
Classical theories on wages
Elements of labour economics
Establishing pay rates, Importance of an ideal compensation plan
Broad branding
Compensation plan and business strategy
Devising a compensation plan
Challenges affecting compensation
2. INTERNAL ALIGNMENT
Defining internal alignment
Job Analysis
Job evaluation
Person based structure
3. WAGE POLICY & PAY PACKET
Concept of wage
Wage policy in India; determinants of wage policy
Impact of income tax on wage and salary administration
Tools used for fixation on wages
Pay packet constituents
4. PAY-FOR-PERFORMANCE & FINANCIAL INCENTIVES
Meaning and definitions; Background and trends

Pre-requisites of effective incentive system

Scope of incentive schemes
Types of incentives- group incentive plan, for indirect workers, for operations employees
of managers and professionals, for sales persons
Total compensation programs.
5. BENEFITS & SERVICE

Why benefits and services?
Types of employee benefits and service insurance, retirement, employee services
benefit and others
Principles of Fringes, Significant benefits and services, the future of fringe benefits
Guidelines to make benefit program more effective
Benefits and employee leasing.
6. RECENT TRENDS IN COMPENSATION MANAGEMENT
Recent trends in compensation management and the use of information technology.
Compensation for special groups
7. COMPENSATION & LEGISLATIVE FRAMEWORK
Labour legislations- over view and aspects covered by payment of wages Act, payment of
Bonus Act, Equal remuneration Act, ESI Act, maternity benefit Act, Payment of Gratuity
Act, Minimum wage Act, Industrial Employment (Standing Orders) Act, Industrial
Disputes Act, PF Act.
Role of unions in wages and salary administration
Wage boards and pay commissions
REQUIRED READINGS:
RICHARD I. HENDERSON: Compensation Management: Rewarding Performance
(PHI)
MILKOVICH, NEWMAN, & VENKATRATNAM: Compensation (TMH: 2009)
B.D. SINGH: Compensation and Reward Management (Excel: Latest edition)


STRATEGIC HR
COURSE CREDITS: 02
1. OVERVIEW OF SHRM
Concept of people as strategic assets; value chain and role of HR
Strategy and HR planning the linkages between the two
HRM challenges of the 21st century
2. ALIGNMENT OF HUMAN RESOURCES TO STRATEGY
Migration from HRM to SHRM; comparison and contrast between the two
Barriers to SHRM
Roles of SHRM
Economics of HRM: Cost benefit analysis; employee value; human capital accounting
3. HRM AND ORGANIZATIONAL STRATEGIES
Corporate strategy and HR
Business strategy and HR
Environmental (external and internal) context of HR: PEST, diversity, demographics,
internal resources, etc. as factor dictating HRM
4. WORK SYSTEMS
Designing of work systems: Approaches
Redesigning work systems and organizations
O.D: Processes; dimension; influencing factors
Organizational structure: Types of structures and their relevance and shortcomings.
Emerging trends: Telecommuting; contract working; temps, etc
5. FORECASTING H.R. DEMAND AND SUPPLY

Forecasts of external and internal H.R. supplies: Meaning; techniques available;

limitations of forecasts
Strategic considerations involved: develop or procure; investment in training
Demand forecasting: Methods; strategic issues involved; limitation of forecasts
6. STRATEGIC ISSUES IN LEADERSHIP

Management of workforce diversity (age, gender, culture)
Succession planning
Family owned and professional businesses
Influx of technology and leadership issues
7. MAINTENANCE OF HUMAN RESOURCES
Employee safety and health: Building organizational effectiveness related to safety and
health; implementation of safety and health controls
Training strategies for health and safety
Financial implications of health and safety issues: compensation, production loss,
employee turnover, product safety, and marketing issues.
8. EMPLOYEE SEPARATION AND DOWNSIZING
Concept, types, and management of separation
Downsizing: Meaning, kinds, and process
Downsizing vs. outsourcing
Termination strategies, redeployment, and retraining
9. SHRM ISSUES IN M&A
Management of HR during M&A: Due diligence, manpower plan, communication,
retention
Integration: HR integration, cultural integration
Organizational culture and M&A: Significance of culture during mergers; role of HR
department
10. OUTSOURCING
Concept; outsourcing vs. consulting; outsourcing vs. jobbing; types of outsourcing
Reasons for outsourcing: Strategic, tactical, and transformational
Criteria for outsourcing
Practising outsourcing
11. HR AND INFORMATIONAL TECHNOLOGY
Linkage between HR & IT: Impact
Various technologies affecting HRM: Interactive voice recording, CD-ROM, Laser disc,
networks, www, RDBMS, groupware, etc.
Human resource information systems
Application softwares for HRM

REQUIRED READINGS: (Select chapters from each book)
CHARLES P. GREER: Strategic Human Resource Management A General
Managerial Approach (Pearson)
TANUJA AGARWALA: Strategic HRM (OUP)
PULAK DAS: Strategic HRM (Cengage:2010)
MILLMORE, LEWIS, SAUNDERS, THORNHILL & MORROW: Strategic HRD
(PHI)
IMPORTANT NOTES
Ideally, SHRM includes Recruitment, Staffing, T&D, Compensation, Performance related
issues as well. These dont find a mention here since they have been covered elsewhere.
The faculty is free to follow any text book(s) as long as the entire prescribed course is
covered.
The end term examination will be divided into three sections. Section A will have Q1,
case based, which will have to be compulsorily answered. Q2 in this section will ask
about 15 definitions/ concepts and again will be compulsory. Section B will have 3
questions which will be set from units 1 6. The student will have to answer any 2.
Finally, section C will have 3 questions from units 7 - 11 out of which 2 will have to be
answered. In all he will answer 1+1+2+2(=6) questions.
The end term examination questions shall necessarily be applications oriented. Thus the
students are likely to be asked to:
Schedule hiring procedure for supervisory/middle management/ top management

positions
Design a training program
Prepare job description and job specification for a job
Give the format and context of an exit interview
Design an orientation program for new joinees

The list is illustrative, not exhaustive.

FINANCE ELECTIVES
SECURITIES ANALYSIS AND PORTFOLIO MANAGEMENT
COURSE CREDITS: 03
1. INTRODUCTION TO INVESTMENT MANAGEMENT
Investment Settings
- Meaning of investment?
- Measures of Risk and Return
- Determinants of required rate of returns
- Relationship between Risk and Return; variance and S.D
The Asset Allocation Decision
- Individual Investor Life Cycle, goals, and constraints
- Standards for evaluating portfolio performance
- Importance of Asset Allocation
Global Investment
- U.S. and Europe Financial Markets
- Rate of returns of securities world-wide
- Individual Country Risk and Return.
- Global Investment Choices in Fixed investments, international bonds,
equity, derivatives including swaps, real estate and low - liquidity
investments, arts and antiques
- Covariance and Correlation
Securities Markets Worldwide: Organization, functioning, and regulatory environment:
- Developed economies: USA, EU
- Emerging economies: China, Russia, and Brazil
2. PORTFOLIO MANAGEMENT THEORIES
Markowitz Portfolio Theory

- Estimation of efficient frontier and investor utility in a three-assets
portfolio
Asset Pricing Models
- Capital Market Theory
- The Capital Asset Pricing Model (CAPM)
Security Market Line (SML)
Empirical Tests of CAPM
- Arbitrage Pricing Theory (APT)
Empirical Tests of APT
Market Portfolio Theory vs. Practice
3. PORTFOLIO CONSTRUCTION
Portfolio Investment Process
Portfolio Management Strategies: Active and passive
Asset Allocation Strategies
- Integrated Asset Allocation
- Strategic Asset Allocation
- Tactical Asset Allocation and
- Insured Asset Allocation
4. STOCKS SELECTION USING FUNDAMENTAL INDICATORS
Equity Valuation
- Economic Analysis
- Industry Analysis
- Company Analysis (focusing study of global companies)
- Estimation of stream of cash-flows
- Estimation of required rate of return and identification of growth
companies, cyclical companies, defensive companies, and speculative stocks
for investment
- Comparison of intrinsic value and current market price and decision to
buy or sell.
5. STOCKS SELECTION USING TECHNICAL INDICATORS
Dow Theory
Japanese candlesticks
Oscillators
Moving averages
MACD, RSI etc.
6. INTRODUCTION TO BOND VALUATION

Bond Fundamentals
Global Bond Market Structure (Issuers, investors, bond ratings)
Bond Valuation
- Present Value Model
- Yield Model
Computing Bond Yields
Determinants of Bond Price Volatility focusing interest rate movements
Analysis of Yield Curve
7. REAL-ESTATE INVESTMENT
Understanding Investment characteristics, constraints and determinants of value of real
estate assets
Real Estate Valuation
- The Cost Approach,
- The Comparative Sales Approach and
- Income Approach
8. MONEY MARKET INVESTMENTS
Global Commercial Papers, Repo, Commercial Bill Market their risk and return
dynamics
9. EVALUATION OF PORTFOLIO PERFORMANCE
Portfolio performance: Required rate as benchmark
Measures of evaluating performance
- Treynor Portfolio Performance Measure
- Sharpe Portfolio Performance Measure
- Jensen Portfolio Performance Measure
- Peer Group Comparison
Factors affecting use of performance measures.
10. REPORTING INVESTMENT PERFORMANCE
REQUIRED READINGS:
DONALD E FISCHER & RONALD J. JORDAN: Security Analysis and Portfolio
Management (PHI)
P. CHANDRA: Investment Analysis and Portfolio Management (TMH: 2008)
F. K. REILLY AND K.C. BROWN: Investment Analysis and Portfolio Management
(Cengage: Latest Edition)

FINANCE ELECTIVES
INSURANCE AND BANKING
COURSE CREDITS: 02
SECTION A: INSURANCE
1. THE CONCEPTS OF INSURANCE
Classification of Insurance
Types of Life Insurance: Pure and Terms
Types of General Insurance: Fire, Marine, Motor, Engineering, Aviation and Agricultural
Insurance Professionals, Intermediaries and IRDA
2. BASIC PRINCIPLES OF INSURANCE
Utmost good faith
Insurable Interest
Material facts
Indemnity
Proximate cause
Subrogation
Contribution
3. ACTUARIAL PRINCIPLES AND WORKING
Mortality Tables
Physical and Moral Hazard
Representations

Warranties
Risk appraisal & Risk Selection
Underwriting
4. LIFE INSURANCE PRACTICES IN INDIA
Life Insurance Organization Important Activities in the Indian Context, Internal
Organization Systems, The Distribution System, Appointment of Agent, Functions of
Agents, Remuneration to Agents, Trends in Distribution Channels.
Plans of Life Insurance Need Levels, Basic Elements, Some Popular Plans, Limited
Payment Plans, Participating Policies, Convertible Plans, Joint Life Policies, Childrens
Plans, Educational Annuity Plans, Variable Insurance Plans, Riders, For the
Handicapped, Miscellaneous.
Annuities Nature of Annuities, Types.
Reinsurance - Concept and Methods.
5. GENERAL INSURANCE IN INDIA
Health Insurance and Medical Insurance
Fire & Marine Coverage
Standard Policies
Reinstatement Value Policies
Floating Policy
Marine Insurance Coverage
Types of Marine Policies
6. CLAIMS PROCEDURE
Investigation & Assessment Role of Surveyors & Loss Assessors
Arbitration
Settlement of Claims and Discharge Vouchers.
SECTION B: BANKING
7. OVERVIEW OF INDIAN BANKING SYSTEM
Structure of Indian Banking Sector
Central Banking: Functions, New Developments and Changing Scenario
Banking Sector Reforms Suggestions and implementation
Monetary and credit policy, including the latest announcement
8. BASIC BANKING CONCEPTS
Negotiable Instruments
Bank Rate; repo rate; reverse repo rate
Prime Lending Rate
Deposit Rates
Credit-deposit ratio

Non-Performing Assets
Capital Adequacy Ratio
Cash Reserve Requirements
Statutory Liquidity Ratio
Low vs. high interest rates
International Scenario of interest Rate Movement
9. FINANCIAL STATEMENTS ANALYSIS OF BANKS

Key Performance Indicators for banks such as efficiency and expenses control ratio,
liquidity, risk and profitability
Assessment of:
- Bank Liabilities
- Bank Assets
- Loan and Advances
- Income Statement
- CAMELS ratings
10. CREDIT PROCESS IN INDIAN BANKS
Types of Credit
- Short-term loans
- Long-term loans
- Revolving credits
Financial Appraisal for Credit Decision
- Financial Ratio Analysis
- Cash Flow Analysis
Standard Practices in appraisal process for working capital, capital expenditure,
agriculture loans
Loan Syndication
Loan Pricing
11. CREDIT RISK AND LOAN LOSSES
Defining Credit Risk
Credit Derivatives
Treatment of Credit Risk in India with reference to the Indian Securitization Act
12. RISK MANAGEMENT IN BANKS
Basic Concepts
- Basel Norms
- Capital Adequacy Ratio
- Asset Liability Management
- Interest Rate risk
Operational Risk Management in Global Banks

13. INNOVATION IN PRODUCTS AND SERVICES IN INTERNATIONAL
BANKING
REQUIRED READINGS:
VIJAY RAGHVAN IYENGAR: Introduction to Banking (Excel: 2007)
G. KOTRESHWAR: Risk Management Insurance and Derivatives (HPH: 2007)
FINANCE ELECTIVES
ADVANCED ACCOUNTING
(CORPORATE ACCOUNTING)
COURSE CREDITS: 03
1. CONCEPTUAL FRAMEWORK FOR PREPARATION AND PRESENTATION
OF FINANCIAL STATEMENTS
2. ACCOUNTING STANDARDS AN OVERVIEW; STANDARDS SETTING
PROCESS
Working knowledge of:
AS 1 to AS 29 (With IFRS to AS 42)
3. LIMITATIONS AND CRITICISM OF FINANCIAL STATEMENTS
(3a) LIMITATIONS
Limitations of P&L a/c
Limitations of balance sheet
Understanding how income statements are manipulated
Ethical conduct in accounting profession
(3b) CRITICISM OF FINANCIAL STATEMENTS
Criticism; Forms in which accounts are drawn up; Reliability of information
Critical appreciation

Presentation
Single column or vertical statements
Method of preparing such statements
Common measurement statements
4. HOLDING & SUBSIDIARY

P&L consolidated
Balance sheet consolidated
Treatment of intergroup company borrowings
Treatment of intergroup company receivables
Treatment of intergroup liabilities
5. ACCOUNTING FOR AMALGAMATION
Amalgamation
Types of Amalgamation
Purchase Consideration
Methods of Accounting for Amalgamation
Accounting Entries in the Books of Transferor Company
Accounting Entries in the books of Transferee Company
Dissenting Shareholders
Inter-Company Owing
Inter-Company Holding
6. ACCOUNTING FOR RECONSTRUCTION
External Reconstruction
Internal Reconstruction or Capital Reduction
7. INFLATION ACCOUNTING
Meaning; Need of IA
Limitation of historic accounting
Current purchasing power method
Current cost accounting method
Evaluation of CCA
8. ACCOUNTING FOR HUMAN RESOURCES OF AN ORGANISATION AND
SOCIAL RESPONSIBILITY
Introduction
Cost and replacement cost methods
Value approaches
A suggested approach
The two sides of the account
Value added statement

9. FINANCIAL FORECASTING
Need for forecasting
Proforma financial statements
Other Proforma statements
REQUIRED READING:
SHUKLA, GREWAL, AND GUPTA: Advanced Accounts, Vol. II (Sultan Chand)
IMPORTANT NOTES:
The end term examination will be divided into three sections. Section A will have Q1,
case based, which will have to be compulsorily answered. Q2 in this section will ask
about 15 definitions/ concepts and again will be compulsory. Section B will have 3
questions which will be set from units 1 5. The student will have to answer any 2.
Finally, section C will have 3 questions from units 6 - 9 out of which 2 will have to be
answered. In all he will answer 1+1+2+2(=6) questions.
At least 50% of the questions shall be numerical based.
FINANCE ELECTIVES
MANAGEMENT OF INDIAN FINANCIAL SYSTEMS
COURSE CREDITS: 02
1.
INTRODUCTION
Financial system: Definition, constituents, functions
Role of financial intermediaries in conduct and development of economy
Financial institutions and markets
Forces (local and international) affecting growth of financial system
Positive features and short comings of IFS
2. VENTURE CAPITAL AND PRIVATE EQUITY

Functions, significance and revenue streams for venture capitalists
Trends in Venture Capital financing world-wide, and in India
Role of private equity in financing of business
Issues affecting PE
Existing players, their functions and revenue steams
3. CORPORATE ADVISORY MERCHANT BANKING, M&A , RAISING OF
CAPITAL
Services and leading players

Revenue streams and trends

Primary market: Activities; participants (merchant bankers/lead managers, underwriters,
primary dealers)
Issues in primary market: IPOs performance; financing pattern in business cycle phases,
book building vs. fixed pricing; green shoe option
Regulatory framework for the segment
Stock exchange: Role & functions; trading; clearing and settlement
Issues involved: Demutualization; dematerialization; frauds; major innovations
Indian debt market
SEBI: Role; performance; effectiveness
4. CREDIT RATING AND ASSET MANAGEMENT

Ratings and their importance
Process of Ratings
Rating agencies: Credibility and reliability issues
Mutual funds: Meaning; types; role in mobilization of funds; functioning; regulations
Investment Banking: Basics; issues involved
Hire purchase
5. FOREIGN CAPITAL
Portfolio investment by FIIs
Foreign direct investment
External commercial borrowings
Indian investments abroad
Global financial crisis and India
REQUIRED READINGS:
V. K. BHALLA: Management of financial services (Anmol publications: 2009)
F.S. MISHKIN & F.S. EAKINS: Finacial Markets and Institutions (Pearson education:
2009)
J. MADURA: Financial Markets and Institutions (Cengage:2009)


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PGP-IIPM - III SEMESTER_2013-15

RELEASE DATE: JULY 14

Entrepreneurship & Small Business Management

Sustainable Development and Green Marketing

HR & PERSONNEL MANAGEMENT ELECTIVES (OPTIONAL)

ENTREPRENEURSHIP & SMALL BUSINESS MANAGEMENT

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

Planning and organizing

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

EXECUTIVE COMMUNICATION: MENTORING

PGP-IIPM - III SEMESTER_2013-15

This session will be judged by a 3 member panel consisting of excom faculty,

PGP-IIPM - III SEMESTER_2013-15

Excom faculty will provide feedback on students performance. Senior faculty

An average PG level student at IIPM is expected to participate in the following exercises:

* Every student will be given a CD recording of his performances in sessions (meant to be

PGP-IIPM - III SEMESTER_2013-15

BUSINESS POLICY AND COMPETITIVE STRATEGY

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

Process of making choice

8. IMPLEMENTATION: ACTIVATING STRATEGIES

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

Questions shall be application based, not merely theoretical.

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

SUSTAINABLE DEVELOPMENT AND GREEN MARKETING

PGP-IIPM - III SEMESTER_2013-15

HR & PERSONNEL MANAGEMENT ELECTIVES

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

HR & PERSONNEL MANAGEMENT ELECTIVES

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

HR & PERSONNEL MANAGEMENT ELECTIVES

PGP-IIPM - III SEMESTER_2013-15

Pre-requisites of effective incentive system

5. BENEFITS & SERVICE

PGP-IIPM - III SEMESTER_2013-15

HR & PERSONNEL MANAGEMENT ELECTIVES

PGP-IIPM - III SEMESTER_2013-15

Forecasts of external and internal H.R. supplies: Meaning; techniques available;

6. STRATEGIC ISSUES IN LEADERSHIP

PGP-IIPM - III SEMESTER_2013-15

Schedule hiring procedure for supervisory/middle management/ top management

Design a training program

Prepare job description and job specification for a job

Give the format and context of an exit interview

Design an orientation program for new joinees

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

9. FINANCIAL STATEMENTS ANALYSIS OF BANKS

PGP-IIPM - III SEMESTER_2013-15

PGP-IIPM - III SEMESTER_2013-15

4. HOLDING & SUBSIDIARY