VIVEKANANDA

GLOBAL UNIVERSITY
arise. awake. achieve

(Established by Rajasthan State Legislature and covered u/s 2(f) of the UGC Act, 1956)

FACULTY OF MANGEMENET STUDIES

SCHEME & SYLLABUS

FOR

MASTERS OF BUSINESS ADMINISTRATION (MBA)

I & II Semesters (As Per CBCS Guidelines)

(Implemented from Academic Session 2016-17 and also for students Admitted to Ist Year in
2015-16)

Semester I II III IV Total

Credits

SESSION: 2016-17
VIT Campus, Sector-36, NRI Road, Sisyawas, Jagatpura, Jaipur (Raj.)-303012
Ph.: 0141-4077999 Fax: 4077900; Email: info@vgu.ac.in Website: www.vgu.ac.in

Management Concept and Organizational Behavior

Course code: MBA 101 L-T-P Structure: 4-0-0
Maximum Marks: 100
Course Type: Core Course

Module I : Management and Nature of Organization Introduction: Nature, purpose and

functions, level and types of Managers, Managerial Roles, Essential Managerial Skills, Key personal
characteristics for Managerial success. Evolution and various schools to management thoughts.

Module II : Planning and Decision Making Meaning and nature of planning, types of plans, steps
in planning process; Objectives: meaning, setting and managing objectives MBO method; Planning
premises: concept, developing effective planning premises; Decision making, steps in decision
making, approaches to decision making, types of decisions and various techniques used for decision
making, Nature and process of controlling, Techniques of controlling.

Module III : Organizing: Organizing as Managerial Function organization structure, formal and
informal organization.Traditional Organization Structures Functional, Divisional and Matrix
Structure. Directions in organizational Structures Team structure, network structure, boundary
less structure. Organizing Trends and Practices Chain of command, Moduley of command, span
of control, delegation and empowerment, decentralization and use of staff, organizational design and
organizational configuration. Leading as a function of management, Leadership and vision,
Leadership traits, classic Leadership styles, Leaders behaviour Likerts four systems, Managerial
Grid. Overlapping role of leader and managers.

Module IV Organisational Behaviour : History - evaluation, Challenges & opportModuleies.

Personality - Determinents, structure, behaviour, assessment, psycho-analytical social learning, job-
fit, trait theories. Emotions and Emotional Intelligence as a managerial tool. Attitudes, values,
Perception. Learning - classicial, operant and social cognitive approaches. Implications of learning
on managerial performance

Module V. Stress - Nature, sources, Effects, influence of personality, managing stress. Conflict -
Management, Levels, Sources, bases, conflict resolution strategies, negotiation. Foundations of group
behaviour : linking teams and groups, Stages of development Influences on team effectiveness, team
decision making. Issues in Managing teams Organisational change - Managing planned change.
Resistance to change - Approaches to managing organisational change - Organisational Development
- values - interventions, change management. Organisational politics - Political behaviour in
organisation, Impression management, Self monitoring. Organisational culture - Dynamics, role and
types of culture and corporate culture, ethical issues in organisational culture, creating and sustaining
culture.

References :
1. Koontz & Weirich, Essentials of Management, Tata McGraw Hill.
2. VSP Rao, V Hari Krishna Management: Text and Cases, Excel Books, I Edition, 2004
3. Stoner & Wankai, Management, PHI.
4. Robert Krcitner, Management, ATTBS.
5. Weirich & Koontz, Management - A Global perspective, McGraw Hill.
6. Helliregarl, Management, Thomson Learning, 2002.
7. Robbins.S.P., Fundamentals of Management, Pearson, 2003.
8. Robbins.S. Organisational Behaviour, X edn., Prentice-Hall, India.
9. Hellinegal Slocum, Woodman, Organisational Behaviour, IX edn., Thomson learning.
10. Umasekaran, Organisational Behaviour, Tata McGraw Hill.
11. Robbins S.P., Concepts contrivances and applications, Prentice Hall
12. Umasekaran, Organisational Behaviour.
13. Helliregal.et.al, Organisational Behaviour, Thomson Learning.
14. McShane & Glinow, Organisational Behaviour, Tata McGraw Hill. 8. Harris & Hartman,
Organisational Behaviour, Jaico, 2003

Managerial Economics
Course code: MBA 102 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course
MODULE I : Managerial Economics - meaning, nature and scope - Managerial Economics and
business decision making - Role of Managerial Economist - Fundamental concepts of Managerial
Economics. Demand Analysis - meaning, determinants and types of demand - Elasticity of demand.
MODULE II : Supply meaning and determinants - production decisions - production functions -
Isoquants, Expansion path - Cobb-Douglas function, Cost concepts - cost - output relationship -
Economies and diseconomies of scale cost functions.
MODULE III : Market structure - characteristics - Pricing and output decisions - methods of pricing
- differential pricing - Government intervention and pricing.
MODULE IV: Profit - Meaning and nature - Profit policies - Profit planning and forecasting - Cost
volume profit analysis - Investment analysis.
MODULE V : National Income - Business cycle - inflation and deflation - balance of payments -
Monetary and Fiscal Policies

References :
1. Joel Dean - Managerial Economics, Prentice Hall/Pearson.
2. Rangarajan - Principles of Macro Economics, Tata McGraw Hill.
3. Atmanand, Managerial Economics, Excel, 2001.
4. Athmanand.R., Managerial Economics, Excel, 2002, New Delhi.
5. Mankar.V.G., Business Economics, Macmillan, Business Book, 1999

6. Managerial Economics, Geetika Ghosh, Roy Choudhury, (2 nd Edition)TMH.

7. Managerial Economics, Keat, Young, Banarjee, Pearson.
8. Managerial Economics, Theory & Applications, D.M. Mithani, HPH.
9. Managerial Economics, An Integrative Approach, Mark Hirschey, Cengage.
10. Managerial Economics, Salvatre/Srivastava, Oxford.
11. Managerial Economics, analysis of managerial decisionmaking, H.L. Ahuja, S. Chand.
12. Managerial Economics, D.N. Dwivedi, Vikas.
13. Managerial Economics, PL Mehta, Sultan Chand and Sons

Quantitative Methods for Management

Course code: MAT153 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course
Module 1 Linear, Non-Linear functions graphical representation of functions, Constants, Variables
notion of Mathematical models- concept of Interest. Basic Concept of differentiation integration
Optimization concepts use of differentiation for optimization of business problem- Optimization
Module 2 Data Analysis Uni-Variate ungrouped and grouped data measures of central
Tendencies, measures of dispersion C V percentages (problem related to business applications).
Bivariate correlation and regression problems related to business applications
Module 3 Probability definitions addition and multiplication Rules (only statements) simple
business application problems probability distribution expected value concept theoretical
probability distributions Binomial, Poison and Normal Simple problems applied to business.
Module 4 Index numbers Types of Index numbers, uses of index numbers, Construction of price,
Quantity and volume indices : Fixed base and Chain base methods. Fisher ideal index number,
proportion, Percentage, Interval and ratio.
Module 5 Hypothesis testing of Proportion and Mean single and two tailed tests errors in
Hypothesis Testing Measuring the power of Hypothesis test. Chi-Square Tests

References :
1. Statistics for Management Richard L Levin & Daid S Rubin
2. Statistical Methods S P Gupta 3. Statistics for Business and Economics R P Hoods
MacMillan India Limited
4. David M.Levine, Timothy C.Krehbiel and Mark L.Berenson Business Statistics: A First Course
, Pearson Education Asia
5. Amir D. Aczel, Complete Business Statistics, 5th edition, Irwin McGraw-Hill. Questions : 80% of
the questions shall be problems 20% of the questions shall be theory based.

Accounting for Managers

Course code: MBA 103 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course
MODULE I Financial Accounting - Definition - Accounting Principles - Concepts and conventions -
Trial Balance Final Accounts (Problems) - Depreciation Methods-Straight line method, Written
down value method, Sinking fund method.

MODULE II Financial Statement Analysis - Objectives - Reorganizing the Financial Statement

Information - Techniques of Financial Statement Analysis: Comparative Statements, Common - Size
statement, Trend Percentage - Accounting Ratios: construction of balance sheet using ratios
(problems)-Dupont analysis.

MODULE III Fund Flow Statement - Statement of Changes in Working Capital - Computation of
Fund from Operations - Workings for Computation of various sources and uses - Preparation of Fund
Flow Statement - Cash Flow Statement Analysis- Computation of Cash from Operations Problems -
Distinction between Fund Flow and Cash Flow Statement. Problems

MODULE IV Cost Accounting - Meaning - Distinction between Financial Accounting and Cost
Accounting - Cost Terminology: Cost, Cost Centre, Cost Module - Elements of Cost - Cost Sheet
Problems. Budget, Budgeting, and Budgeting Control - Types of Budgets - Preparation of Flexible
and fixed Budgets, master budget and Cash Budget - Problems -Zero Base Budgeting.

MODULE V Marginal Costing - Definition - distinction between marginal costing and absorption
costing - Break even point Analysis - Contribution, p/v Ratio, margin of safety - Decision making
under marginal costing system-key factor analysis, make or buy decisions, export decision, sales mix
decision-Problems

References:

1. Advanced Accountancy - R.L.Gupta and Radhaswamy

2. Management Accounting - Brown and Howard

3. Management Accounting - Khan and Jain

4. Management Accounting - S.N.Maheswari

5. Management Accounting - Antony and Recece

6. Management Accounting - J.Batty Questions :

80% of the questions shall be problems 20% of the questions shall be theory based.

Communicative English
Course code: ENG 109 L-T-P Structure: 3-0-0
Maximum Marks: 100
Course Type: Core Course
Module I: Communication Skills- Process, Purpose , Types and Importance of Communication,
Effective Speaking- Paralinguistic Features, Barriers to Speaking, Types of Speaking, Persuasive
Speaking, Public Speaking

Module II: Listening and Speaking- Introduction, Conversations, Telephonic Conversations

and Etiquettes, Dialogue Writing, Case Study Method of Learning- Discussion & Presentation

Module III: Building Advanced Vocabulary- Word Formation, Synonyms, Antonyms,

Homonyms, Homophones, Words often Confused, One Word Substitution, Phrasal Verbs,
Idiomatic Expressions, Developing Technical Vocabulary, Eponyms

Module IV: Writing Skills- Writing reviews, Writing Reports- its Process, Structure, Kinds,
Objectives and Layout, Writing Research Paper, Dissertation and Thesis

Module V: Soft Skills- How Communication Skills and Soft Skills are inter-related, Leadership
Skills, Group Dynamics, Negotiation Skills

Text/Reference Books:

1. K Bhardwaj, Professional Communication, IK Int Pub House, New Delhi

2. Krizan, Merrier, Logan and Williams, Effective Business Communications, New Delhi

3. Penrose, Business Communication for Managers, Cengage, New Delhi

4. Business Communication Today, Bovee et al, Pearson

5. Business Communication, Lesiker, et al, McGraw Hill

 Legal Aspects of Business
Course code: MBA 104 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course

MODULE I MERCANTILE AND COMMERCIAL LAW 15 THE INDIAN CONTRACT ACT 1872
Essential of a valid contract, Void Agreements, Definition of contract, Formation of a contract, performance of
contracts, breach of contract and its remedies, Quasi contracts THE SALE OF GOODS ACT 1930 Sales
contract, Transfer of title and risk of loss, Guarantees and Warranties in sales contract, performance of sales
contracts, conditional sales and rights of an unpaid seller. NEGOTIABLE INSTRUMENTS ACT
1881Nature and requisites of negotiable instruments. Transfer of negotiable instruments and liability of parties,
enforcement of secondary liability, holder in due course, special rules for Cheque and drafts, discharge of
negotiable instruments AGENCYNature of agency Creation of agency, types of agents, Agents authority
and liability of principal and third party: Rights and duties of principal, agents and Third party, liability of
agents torts, termination of agency
MODULE II COMPANY LAW Major principles Nature and types of companies, Formation,
Memorandum and Articles of Association, Prospectus, Power, duties and liabilities of Directors, winding up of
companies, Corporate Governance.
MODULE III INDUSTRIAL LAW An Overview of Factories Act, Payment of Wages Act, Payment of
Bonus Act, Industrial Disputes Act.
MODULE IV INCOME TAX ACT AND VAT Corporate Tax Planning (Basics) Right to Information Act
Value Added Tax Concepts, Scope, Methods of VAT Calculation, Practical Implications of VAT
MODULE - V CONSUMER PROTECTION ACT AND INTRODUCTION OF CYBER LAWS
Consumer Protection Act Consumer rights, Procedures for Consumer greivances redressal, Types of
consumer Redressal Machinaries and Forums, Cyber cvimes, IT Act 2000 and 2002, Cyber Laws, Introduction
of IPR Copy rights, Trade marks, Patent Act.

Text Books.
1. N. D. Kapoor, Elements of mercantile Law, Sultan Chand and Company, India, 2006.
2. P. K. Goel, Business Law for Managers, Bizentra Publishers, India, 2008.
Reference Books.
1.P. P. S. Gogna, Mercantile Law, S. Chand & Co. Ltd., India, Fourth Edition, 2008.
2. Dr. Vinod, K. Singhania, Direct Taxes Planning and Management, 2008.
3. Akhileshwar Pathack, Legal Aspects of Business, 4th Edition, Tata McGraw Hill, 2007.
4. Richard Stim, Intellectual Property- Copy Rights, Trade Marks, and Patents, Cengage Learning, 2008.
5. V. S. Datey, Taxman Publication, 21st Edition, 2008.
 Business Ethics & Corporate Social Responsibility
Course code: MBA 105 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course

Objective: To make students realize the need and importance of ethical

issues and how business should be led based on ethical principles and an ethical mindset.

Module I: Ethics and Corporate Governance: Definition, Concept of: Righteousness,

Fairness, Honesty, Integrity, Human Dignity, Intellectual Honesty.

Module II: Principles and Values: - Concept and Difference. Concept of Ordinary Justice,
Distributive Justice. Principles for Managerial Ethics, Rights of a common citizen, Corruption in
Business and Administration.

Module III: Independent Directors on the Board, independent roles of Chairman and Managing
Director, Transparent Managerial Appraisal System, Transparency in Audits, Audit Standards to
be followed. Full compliance of regulations in Letter and Spirit. What is mindset and how
principle driven Leadership should be followed for ethical running of business.

Module IV: Corporate Social Responsibility (CSR): Who is responsible? Conflict of Interest,
Conduct of Individuals and organizations, Role of Corporation/Business vis--vis Society,
Difference between charity & Philanthropy.

Module V: Provide Safe Working Condition, Safety Standards in Organization, Safety Standard
Implementation, Implementation of proper grievance procedure for Safety Issues. Ensuring clean
environment and no discharge of unsafe effluents in atmosphere. Complete compliance with
safety and effluent regulations. Provide education for safety, health and environment in the
organization.

Suggested Readings:
1) Business Ethics CVS, Murthy (Himalaya Publishing House)
2) Business Environment Bedi, Suresh (Excel Book)
3) Bhagwat Gita
4) Times of India - Editorial columns, Sunday columns, Sunday Mind over Matter
5) Manual of Business Law Maheshwari, S.N.(Himalaya Publishing)
 MANAGER LIKE QUALITIES (MLQ)

Course code: MBA 106 L-T-P Structure: 0-0-2

Maximum Marks: 0 Course
Type: Skill Enhancement (SEC)

Outline
The objective of this course is to develop communication skills, discover what business
communication is all about and learn how to adapt your communication experiences in life
and college to the business world.
Module 1
Verbal Communication
Module2
Non-Verbal communication
Module 3
Phonetics
Module 4
Group Discussion & Presentation
Module5
Business Etiquettes

Suggested Readings
1. Developing Communication Skills , Krishmohan and Meera Banerjee ,Macmilan India Ltd,
2. Communication Skills- Sanjay Kumar &PushpLata, Oxford University Press
3. The Most Comman Mistakes in English Usage ,Thomas Elliott Berry- TMH Publication
Effective Business CommunicationAshaKaul -prientice, Hall of India Pvt Ltd
4. Effective technical Communication-M.AshrafRizvi ,TMH Publication
5. Business Communication- HorySankar Mukherjee, Oxford University Press
 Orientation program in Entrepreneurship

Course code: MGT201 L-T-P Structure: 2-0-2

Maximum Marks: 100 Course Type: Skill
Enhancement (SEC)

OBJECTIVE: The goal of this programme is to inspire students and help them imbibe an
entrepreneurial mindset. Student will learn what entrepreneurship is and how it has impacted the
world and their country. They will introduce to the key traits and the DNA of an entrepreneur.
This certificate program focuses on a specific Entrepreneurial knowledge or skill requirement
such as creative thinking, communication, risk taking and resilience.

Module 1:
Entrepreneurship; Concept, functions, Need, Characteristics and competency. How has
entrepreneurship change the world? Process of Entrepreneurship development , Idea Generation
exercises.

Module 2:
Entrepreneurial DNA, Traits Gaps and Gap Analysis. Relevance of Entrepreneurship in Socio-
Economic development. Barriers to Entrepreneurship. Case studies.

Module 3:
Entrepreneurial Pursuits and Human Activities; nature, purpose and pattern of Human activities:
Economic and non-economic, need for innovation. Creativity. Case studies

Module 4:
Entrepreneurial Values, Attitudes and Motivation-Meaning and concept. Developing
entrepreneurial Motivation -concept and process of achievement motivation. Leadership,
Communication and influencing ability. Success stories.

Module 5:
Enterprise and Environment : Environmental function, Critical factors for launching of a new
enterprise, Understanding a market, Competitive analysis of the market.

Suggested Readings:

Online course through massive open online classes (MOOC), classroom learning through an
experienced facilitator/faculty on campus (games, video, and practical experience
Vasanta Desai: Dynamics of entrepreneurial development and management;
2. Vasanta Desai: Entrepreneurial development;
3. Peter F. Drucker: Innovation and development;
4. M.V. Deshpande: Entrepreneurship of small scale industries;
5. Balakrishnan, G. Financing of small scale industries.
 FLIP -EXCEL

Course code: MGT301 L-T-P Structure:0-0-2

Maximum Marks:0 Course Type: Skill
Enhancement (SEC)
This course covers -

Excel Basic- Sort & filter, mathematical & logical functions, creating charts (bar, line,
pie charts etc.)
Excel Advanced Key formatting functions, Goal seek, V-lookup & H-lookup and Pivot
table.
Excel Finance- Calculation of simple interest, compound interest, PV, NPV, IRR, Loan
repayment schedules and loan amortization, using scenarios relevant to a bank.
 Human Resource Management
Course code: MBA 201 L-T-P Structure: 4-0-0
Maximum Marks: 100
Course Type: Core Course

Module I : Human Resource Function Human Resource Philosophy - Changing environments of

HRM - Strategic human resource management - Using HRM to attain competitive advantage -
Trends in HRM - Organisation of HR departments - Line and staff functions - Role of HR Managers.

Module II : Recruitment & Placement Job analysis : Methods - IT and computerised skill inventory -
Writing job specification - HRand the responsive organisation. Recruitment and selection process :
Employment planning and forecasting - Building employee commitment : Promotion from within -
Sources, Developing and Using application forms IT and recruiting on the internet. Employee
Testing & selection : Selection process, basic testing concepts, types of test, work samples &
simulation, selection techniques, interview, common interviewing mistakes, Designing & conducting
the effective interview, small business applications, computer aided interview.

Module III : Training & Development Orientation & Training : Orienting the employees, the training
process, need analysis, Training techniques, special purpose training, Training via the internet.
Developing Managers : Management Development - The responsive managers - On-the-job and off-
the-job Development techniques using HR to build a responsive organisation. Management
Developments and CD-Roms - Key factor for success. Performance appraisal : Methods - Problem
and solutions - MBO approach - The appraisal interviews - Performance appraisal in practice.
Managing careers : Career planning and development - Managing promotions and transfers.

Module IV : Compensation & Managing Quality Establishing Pay plans : Basics of compensation -
factors determining pay rate - Current trends in compensation - Job evaluation - pricing managerial
and professional jobs - Computerised job evaluation. Pay for performance and Financial incentives :
Money and motivation - incentives for operations employees and executives - Organisation wide
incentive plans - Practices in Indian organisations. Benefits and services : Statutory benefits - non-
statutory (voluntary) benefits Insurance benefits - retirement benefits and other welfare measures to
build employee commitment.
Module V : Labour relations and employee security Industrial relation and collective bargaining :
Trade unions - Collective bargaining - future of trade unionism. Discipline administration -
grievances handling - managing dismissals and separation. Labour Welfare : Importance &
Implications of labour legislations - Employee health Auditing HR functions, Future of HRM
function.

References: 1. Gary Dessler, "Human Resource Management", Seventh edition, Prentice-Hall of

India P.Ltd., Pearson.
2. H.John Bernardin & Joyee E.A.Russel, Human Resource Management - An experientialapproach,
4th Edition, McGraw-Hill International Edition., 2007
 Financial Management
Course code: MBA 202 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course

MODULE I
Objectives and functions of Financial Management - Role of Financial Management in the
organisation - Risk-Return relationship- Time value of money concepts - Indian Financial system -
Legal, Regulatory and tax framework. Sources of Long term finance - Features of Capital market
development in India - Role of SEBI in Capital Issues.
MODULE II
Capital Budgeting - methods of appraisal - Conflict in criteria for evaluation - Capital Rationing -
Problems - Risk analysis in Capital Budgeting.
MODULE III
Cost of Capital - Computation for each source of finance and weighted average cost of capital - EBIT
-EPS Analysis - Operating Leverage - Financial Leverage - problems.
MODULE IV
Capital Structure Theory - Net Income Approach - Net Operating Income Approach - MMApproach -
Dividend Policy - Types of Divided Policy - Dividend Policy and share valuation -CAPM.
MODULE V
Working Capital Management - Definition and Objectives - Working Capital Policies Factors
affecting Working Capital requirements - Forecasting Working Capital requirements (problems)-
Cash Management - Receivables Management and - Inventory Management - Working Capital
Financing - Sources of Working Capital and Implications of various Committee Reports.

References :
1. Richard A.Brealey, Stevart C.Myers, Principles of Corporate Finance McGraw Hill, New York.
2. James C.Van Horns, Financial Management & Policy Prentice Hall of India (P) Ltd., New
Delhi. 3. John J.Hampton, Financial Decision Making Concepts, Problems and Cases Prentice
Hall of India (P) Ltd., New Delhi (1994).
4. Prasanna Chandra,Financial ManagementTheory&Practice,Tata McGraw Hill, New Delhi
1994).
5. B J Camsey, Engene F.Brigham, Introduction to Financial Management, The Gryden Press.
6. I.M.Pandey, Financial Management, Vikash Publishing, New Delhi.
 Marketing Management
Course code: MBA 203 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course

Module I Marketing Concepts and Tasks, Defining and delivering customer value and satisfaction -
Value chain - Delivery network, Marketing environment, Adapting marketing to new liberalised
economy - Digitalisation, Customisation, Changing marketing practices, e-business - setting up
websites; Marketing Information System, Strategic marketing planning and organization.

Module II Buyer Behaviour, Market Segmentation and Targeting, Positioning and differentiation
strategies, Product life cycle strategies, New product development, Product Mix and Product line
decisions, Branding and Packaging, Price setting - objectives, factors and methods, Price adapting
policies, Initiating and responding to price changes.

Module III Marketing channel system - Functions and flows; Channel design, Channel management
- Selection, Training, Motivation and evaluation of channel members; Channel dynamics - VMS,
HMS, MMS; Market logistics decisions.

Module IV Integrated marketing communication process and Mix; Advertising, Sales promotion and
Public relation decisions. Direct marketing - Growth, Benefits and Channels; Telemarketing;
Salesforce objectives, structure, size and compensation

Module V Identifying and analysing competitors, Designing competitive strategies for leaders,
challengers, followers and nichers : Customer Relationship marketing - Customer database, Data
warehousing and mining. Attracting and retaining customers, Customerism in India, Controlling of
marketing efforts. Global Target market selection, standardization Vs adoptation, Product, Pricing,
Distribution and Promotional Policy.

References :

1. Marketing Management - Philip Kotler - Pearson Education/PHI 12th Edition, 2006.

2. Marketing Management - Rajan Saxena - Tata McGraw Hill, 2002.
3. Marketing Management: Planning, Implementation and Control: Global Perspective Indian
Context VS Ramasamy & S. Namakumari - Macmilan India, 2007.
4. Marketing Management: A South Asian Perspective Philip Kotler and Kevin Lane Kotler,
Pearson Education, 11th Edition, 2007.
5. Basic Marketing - Perreault and McGarthy - Tata McGraw Hill, 2002.
6. Case and Simulations in Marketing - Ramphal and Gupta - Golgatia, Delhi.
7. Case Studies in Marketing - R.Srinivasan - PHI.
Research Methods in Management
Course code: MBA 204 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course

Objective: The objective of this course is to equip the students with the basic understanding of
the research methodology and to provide an insight into the application of modern analytical
tools and techniques for the purpose of management decisionmaking

Module I: Meaning and Importance of Research Types of Research- Exploratory

Research Descriptive Research Casual Research - Research Approaches-
Research Process Defining Research Problem- Selection and necessity of
defining the problem.

Module II: Research Design meaning, need and features of good research design-
Important concepts related to research design. Experimental research designs:
Before and After without control design, After only with control design, Before
and after with control design, Completely randomized design (C.R Design) .
Sampling and Sampling Design Sampling Methods Simple Random
Sampling Stratified Sampling Systematic Sampling Cluster Sampling
Multistage Sampling, NonProbability Sampling Convenience Sampling
Judgment Sampling Quota Sampling- Snowball sampling.

Module III: Data Collection Primary and Secondary Data Designing of Questionnaire
Measurement and Scaling Nominal Scale Ordinal Scale Interval Scale
Ratio Scale Guttman Scale Likert Scale Schematic Differential Scale.
Descriptive statistics- Measures of central tendency- Dispersion- Skewness
-Correlation and Regression Analysis.

Module IV: Editing Coding Classification of Data Tables and Graphic Presentation
Basics of inferential statistics- Types of Errors- Hypothesis testing -Parametric
test - T-test, Z test, Chi Square test- ANOVA Test. Introduction of SPSS.
Module V: Non Parametric Tests Kolmogorov Smirnov Test Runs Test for
Randomness. Sign Test Median Test Factor Analysis.
Preparation and Presentation of Research Report- Types of reports- Layout of
Research Report- Bibliography-References writing- Precautions for writing
Research Report.

Suggested Books:
1. Mark Saunders, Philip Lewis, Adrian Thornbill, Research Methods for Business Students,
Pearson,ND
2. Churchill, Iacobucci & Israel, Marketing Research: A South Asian Perspective, Cengage, New
Delhi
3. C.R. Kothari, Research Methodology, New Age International.
4. Carver & Nash, Data Analysis with SPSS, Cengage, New Delhi
5. Alan Bryman & Emma Bell, Business Research Methods, Oxford University Press.
6. Donald R. Cooper & Pamela S. Schindler, Business Research Methods 8th Edition, Tata
McGraw Hill.
7. K.V.S. Sarma, Statistics made sample, do it yourself on PC, Prentice Hall.
8. V P Michael, Research Methodology in Management, Himalaya, Mumbai
 Production and operation Management and Optimization
Course code: BME716 L-T-P Structure: 3-1-0
Maximum Marks: 100
Course Type: Core Course

Objective: The objective is to get the students acquainted with the design aspects of operations and
material management and to develop relevant skill.

UNIT I : Operations Management Meaning Importance historical

contributions System view of OM - Operation strategy and competitiveness -
Functions of OM types of production systems
UNIT II: Product design and process selection Evaluation and Selection of
appropriate Production and Operations technology, Product Design and process
selection, Types of layout analysis and selection of layout Product and / or
Process layout, Transportation, Transshipment and Assignment problems.
UNIT III : Production planning and control meaning functions aggregate
planning master production schedule (MPS) Material requirement planning (MRP)
BOM Capacity requirement planning (CRP) Techniques problems in MRP and
CRP an introduction to MRP II and ERP Business Process Re-engineering - Total
Productive Maintenance (TPM)
UNIT IV : Materials management functions material planning and budgeting
Value Analysis - purchase functions and procedure - inventory control types of
inventory safety stock order point service level inventory control systems
Deterministic and Stochastic Inventory Models: Single and multi period models with
continuous and discrete demands, Service level and reorder policy.
UNIT V : Simulations: Simulation Versus mathematical modelling, Monte Carlo simulation,
simulation language ARENA, Example and cases.
Decision Theory: Decision under various conditions. Total Quality Management
Concept (Case studies are compulsory)

References :

1. Production and Operations Management Everest E Adam & Ebert PHI publication forth edition.
2. Operations Management (Theory and Problems ) Joseph G Monks McGraw Hill Intl.
3. Production and Operations Management S N Chary TMH Publications
4. Production and Operations Management Pannerselvam, PHI
5. Lee J. Krajewski and Larry P. Ritzman, Operations Management: Process and value Chains, 7th
Edition, PHI, 2007
6. Hunawalla and Patil production and Operations Management, Himalaya.
7. Modern Production and operations management E.S Buffa.
8. Lee J. Krajewski and Larry P. Ritzman, Operations Management: Strategy and Analysis, Addison
Wesley.
9. Chase, Aquilano & Jacobs Production and Operations Management,Tata McGraw Hill..
10. Operations Research: Hira & Gupta, S. Chand. Publications
 Management Information System

Course code: BCS 517 L-T-P Structure: 3-1-0

Maximum Marks: 100
Course Type: Core Course

Module I Foundations of Information Systems: A framework for business users - Roles of

Information systems - System concepts - Organisation as a system - Components of Information
Systems - IS Activities - Types of IS.
Module II
IS for operations and decision making: Marketing IS, Manufacturing IS, Human Resource IS,
Accounting IS and Financial IS - Transaction Processing Systems- Information Reporting System -
Information for Strategic Advantage.
Module III
DSS and AI: DSS models and software: The decision making process - Structured, Semi Structured
and Unstrcutured problems; What if analysis, Sensitivity analysis, Goal-seeking Analysis and
Optimizing Analysis. Oberview of AI, Neural Networks, Fuzzy Logic Systems, Genetic Algorithms -
Expert Systems.
Module IV
Managing Information Technology: Managing Information Resources and technologies - IS
architecture and management - Centralised, Decentralised and Distributed - EDI, Supply chain
management & Global Information technology Management.
Module V
Security and Ethical Challenges: IS controls - facility control and procedural control - Risks to online
operations - Denial of service, spoofing - Ethics for IS professional - Societical challenges of
Information technology.
TEXT BOOKS
1. James A O'Brien,"Management Information Systems",Tata McGraw Hill, 4 th Edition, 1999.
2. Effy Oz, "Management Information Systems", Vikas Publishing House, Third Edition, 2002.
3. Kenneth C Laudon and Jane P Laudon, Management Information System, 9th Edition, PHI,
New Delhi, 2006.
4. Waman S Jawadekar , "Management Information System Text and cases", Third Editions, Tata
McGraw-Hill ,2007.
5. R.Srinivasan, Strategic Management IInd edition, Prentice Hall of India, New Delhi.
6. M.Senthil, Management Information System, 2003.
 Strategic Management

Course code: MBA205 L-T-P Structure: 3-1-0

Maximum Marks: 100
Course Type: Core Course
Course Outline
The Course structure gives an insight into the strategic planning process done by
organizations. The student is required to learn basics of that how a strategy is formed and
finally implemented by organization .
Module 1
An overview of Strategic Management
Concept, evolution of strategic management as a discipline, characteristics of strategic
management, defining strategy The objectives of strategic management, strategic decision -
making, School of thought on strategy formation, strategy formulation, stakeholders in business,
vision, mission and purpose, goals and objectives of business organization
Module 2
Environmental Appraisal
Concept, environment appraisal, importance of environmental appraisal, Strategic analysis and
choice, environmental threat and opportunity profile (ETOP), organization al capability profile,
strategic advantage profile, corporate portfolio analysis, SWOT analysis, porter's five forces
model of competition, mc kinsey's 7s framework, GE nine cell model, distinctive
competitiveness, selection of matrix,
Module 3
Corporate level strategies
Grand strategies, stability strategies, expansion strategies, retrenchment strategies, combination
strategies, restructuring of business, issues related with all these strategies,
Module 4
Strategic implementation
Issues in implementation, project implementation, procedural implementation, resource
allocation, budgets, organization structure, matching structure and strategy, behavioural issues,
leadership style, corporate culture, values, power, social responsibilities, ethics, bu ilding a
capable organization, functional issues, functional plans and policies, financial, marketing,
operations and personnel plans and policies, Strategy Evaluation-Importance, symptoms of
malfunctioning of strategy, organization anarchies, operations control and strategic control,
measurement of performance, analyzing variances, role of organizational systems in evaluation
Module 5
Strategic Analysis and Choice
Process of strategic choice, corporate -level strategic analysis, business -level strategic analyses,
subjective factors in strategic choice, contingency strategies, strategic plan, New Business
Models, E-commerce business model and strategies, internet strategies for traditional business,
key success factors in E-commerce
Minimum 5 cases to be discussed.
Suggested Readings
1. Business policy and strategic Management, Azhar Kazmi, Tata McGraw -Hill
2. Strategic management and business policy, William F. Glueck, Tata McGraw -Hill
3. Strategic Management, Michael Porter, Prentice hall of India
4. Cases in Strategic Management, S.B . Budhiraja & Atheya, Excel Books
 Leadership Lab

Course code: MBA206 L-T-P Structure: 0-0-2

Maximum Marks: 0
Course Type: SEC

Leadership Lab is designed to help students in the MBA Programs to develop skills
that are important for working with and managing people, and therefore for
lifelong employability and growth.
The Leadership Lab is a hands-on, experiential, action learning workshop that
exposes students to three different contexts:
Observation: Small student groups go on field trips and company visits to
meet with some of the nations most remarkable leaders, teams, and companies.
Students will shadow these frontline innovators on the job and interview them
about their challenges and practices.
Sense-making: Having synthesized their observations and various lines of
inquiry, they can engage in dialogue with remarkable leaders about those
leaders journeys.
Creating: Generate ideas, form project teams, and develop prototypes of
practical innovations that serve the needs of a local community.
 MGT 202 Basic Programe in Entrepreneurship

Course Code : MGT 202 L-T-P Structure:2-0-2

Maximum Marks: 100 Course Type: Skill Enhancement

(SEC)

Objective: The goal of this Program is to provide a space and platform for discovery, both self
discovery and opportunity discovery. Students will discover their strengths in terms of an
entrepreneurial founding team and learn basics such as opportunity discovery, prototyping,
business plans, challenges etc.

Module 1: Identification and classification of ideas. Entrepreneurial opportunities, environment

scanning, Market assessment.

Module 2: Clarifying the Value Proposition, Product and Service; Market segmentation,
Product Life cycle; BCG Matrix.
Module 3: Environmental Scanning and SWOT analysis; Components of an ideal business plan
market plan, financial plan, operational plan, and HR plan.

Module 4: Concept to Creation, Teething Problems of startup, Organizing and Marketing a

Startup Selling on the web, launching e-commerce , Starting and growing an Enterprise, Growth
Path

Module 5: Students have to prepare a detailed business plan selecting a product(s), Presentation
of such business plans and submission after necessary corrections suggested by subject faculty

References:

Online Courses through MOOC, Classroom learning through an experienced

Facilitator/Faculty on campus (Games, Exercises, Videos, and Practical
Experiences)

1. Tendon ,C: Environment and Entrepreneur; Cliugh Publications, Allahabad.

2. Siner A David: Entrepreneural Megabuks; John Wiley and Sons, New York.
3. Srivastava S. B: A Practical Guide to Industrial Entrepreneurs; Sultan Chand and
Sons, New Delhi.
4. Prasanna Chandra: Protect Preparation, Appraisal, Implementation; Tata McGraw
Hill. New Delhi.
5. Paudey I.M: Venture Capital - The Indian Experience; Prentice Hall of India. New
Delhi
6. Holt: Entrepreneurship-New Venture Creation; Prentice Hall of India. New Delhi
 FLIP - Retail Banking Operations with Finacle

Course code: MGT302 L-T-P Structure:0-0-2

Maximum Marks:0 Course Type: Skill Enhancement
(SEC)

It Gives business overview and key concepts needed for thebanking

business. Detailed study of domestic & NR products & process; cash,
clearing, trade desk and retail forex processes; including Finacle hands on
simulations; fee based products; asset products.