New MBA Detailed Syllabus for Sem IV GTU-2013

Gujarat Technological UniversitySyllabus for New MBA Program effective from Academic Year 2011-12 (Also applicable to 2nd Year Students of 2010-12 Batch MBA Program) COMPULSORY COURSES MBA-II Semester-IV Sub Name: - Comprehensive Project Report – Industry Defined Problem (CP-IDP) Sub Code: - 2830004 In addition to Major Specializations, there will be over sixty Sectorial / Industry Areas for Practical studies in which theoretical papers / books are not to be taught in regular classroom sessions, but the teachers and students are free to use any available books, publications and online material to understand and guide the students for various sectors. Ideally, a teacher should study and specialize in at least TWO Sectors, so four teachers can guide 60 students in a class. (Reference: Appendix 1: List of Sectorial Areas for Comprehensive Project study given in Sem III Syllabus). This report is similar to the Grand Project, which was the part of earlier syllabus. The Comprehensive Project Report is based on the research methodology and students have to prepare the research report by using appropriate scientific statistical research tools for preparation of the CP in consultation with the faculty guide. (Please also refer the Guidelines for CP in MBA Semester III, as the same Project Title continues in Semester IV). A student has to opt for any ONE of the Sectorial Areas and study it thoroughly. The students may undertake the CP based on the selection of an Industry Defined Problem (IDP), if possible for conducting his/her Project. The work of the CP report is divided in Semester -III and Semester -IV and students have to undertake the work as per the guidelines of GTU under the guidance of the Internal Guide and submit the Progress Report in Semester -III for evaluation. The final report is to be submitted by the students at the end of Semester IV. Ideally, Weekends including Saturdays and holidays can be spared for the practical visits to the organizations for Project Work. The objective of CP is to enable the student to study the practical working and the management issues of an organization / sector / industry / business / NGO / Government organization and develop an insight into management practices in different functions, sectors and regions, as also to exchange ideas to promote Innovation and Skills in Industry and Academia for mutual benefits. A Comprehensive Project Report (CPR) shall be prepared by the student as a part of MBA curricula. Separate Guidelines have already been issued by GTU for CP Report. GTU / Syllabus –MBA IV / 1 MBA – II Semester – IV Sub Name: - Global / Country Study and Report (GCR) Sub Code: - 2830003 The student shall also study the company / sector or overall economy of a foreign country and prepare a Global / Country Report in Semester III (identify the Country and Company/Product etc) and collect basic data in Sem-III and prepare a report. In Semester IV the students are required to complete the Report under the guidance of faculty. The objective is enable the student and teaching faculty learn about the socio-economic aspects of at least ONE foreign country, and learn about present and potential area of business with that country. It will also enable to learn about how to do business / export / import with / within that country, and prepare and submit a final Global / Country Report by end of Semester IV as a part of MBA curricula. Partial Credits shall be given for both Projects - CP and Global – in Semester III and IV as per the Guidelines given in the Detailed Syllabus of Semester III. Separate Guidelines and FAQ have already been issued for Global / Country Study Report. GTU / Syllabus –MBA IV / 2 MBA –II Semester - IV Sub Name: - Business Ethics & Corporate Governance (BE&CG) Sub Code: - 2840003 1. Course Objective: To prepare men and women with character by sensitizing them to fundamental principles of Ethics in general and Business Ethics in particular in such a way that it makes permanent imprints in the minds of the students so that ‘Ethical Mindset’ becomes a crucial filter for future decision making process as is necessary for a transparent and a fair Corporate Governance System. 2. Course Duration: The course duration is of 36 sessions of 75 minutes each, i.e. 45 hours Marks (70 External exam) 17 Module No: Module Content No. of Sessions Introduction to Business Ethics: Nature of Ethics; Ethical Concepts and Theories; I 1 to 2 Case Studies on Ethics, Morals and Values. Managerial Ethics: Managerial & Ethical Dilemmas at work; Managing Ethical Problems; Managerial Ethics and Individual Decisions; Creative Accounting-Its Role in Business II Scandals; Corporate Ethical Leadership and Corporate Social Responsibility and Social Reporting and Ethics of Whistle Blowing. 1to 2 Case Studies. Business Ethics and Corporate Goverence: Corporate Governance-Global Practice, Sarbanes Oxley Act of 2002; Reports of Various Committees III (1.Narayanmurthy 2.Ganguly 3. Naresh Chandra 4. CII OECD) and their recommendations on corporate Governance. 1 to 2 Case studies Model working of corporate governance: Board Structure, role and responsibilities of directors, Rights IV and responsibilities of shareholders, ownership of independent directors – Indian Scenario, corporate governance summary, corporate governance rating Practical Module: The students may be given a term paper either V individually or in group of 2 to 3 students on topic like: 1. Important tenets important religions (any one of them) and their implication for social and GTU / Syllabus –MBA IV / 7 7 17 7 18 7 18 8 (20 Marks) of CEC Internal Evaluation 3 spiritual implications. 2. Significance of V alu es con tain ed in Sc r ipt ur es like Ramayana, Mahabharat, Bible, Quran, etc., for Social and Spiritual Welfare. 3. Important Values subscribed by great Leaders like, Akbar the Great, Maharana Pratap, Mahatma Gandhi, Mother Teressa, etc., and their significance in guiding Human Behaviour. 4. Relevant values as practiced by corporate leaders like Lala Shree Ram, Seth Jamnalalji Bajaj, Sir Jamshetji Tata, and their role in empire building. 5. Relevant Values of present Business Leaders like, Azim Premji, Narayanmurthy, Rahul Bajaj, Ratan Tata, Kumar Mangalam Birla, Mukesh Ambani, Anil Ambani and their role models of corporate governance 6. The students may also be asked to conduct the survey of 3 to 4 organizations to study the Ethical practices pursued by them and the way Ethical Dilemmas ,if any, are resolved and also the system of corporate governance in those organizations 4. Teaching Method: 1. Lectures to explain the concepts with live examples followed by a case study. 2. Presentation of Term Paper by a student or a group of students. 3. Question - answer and Class Discussions 5. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) GTU / Syllabus –MBA IV / 4 a Global and Managerial Perspective Business Ethics : Managing Corporate Citizenship and Sustainability in the Age of Globalization Corporate Governance Values & Ethics Business Ethics and Business Communications Business Ethics Business Ethics: Principles and practice Publisher McGraw-Hill Irwin.V. Text Books: Sr. Press Latest Edition R5 R6 Latest Edition Latest Edition GTU / Syllabus –MBA IV / 5 . No. R1 Author David J.6. No. Fernando Rupani Riya Name of the Book Ethics in Business and Corporate Governance Business Ethics and Corporate Governance Business Ethics Business Ethics and Corporate Governance Publisher Tata McGraw Hill Himalaya Publishing Pearson Himalaya Publishing Edition 2011 or Latest 2009 or Latest Edition Latest Latest Edition 7. Albuquerque Daniel Taxmann 2010 R4 Taxmann Himalaya Publishing Oxford Uni.S. Singapore Edition Latest Edition R2 Andrew Crane & Dirk Matten Oxford University Press Latest Edition R3 Neeru Vasisth Namita Rajput Nadhani Ashok K Murthy C.Fritzsche Name of the Book Business Ethics.S. Reference Books: Sr. T1 T2 T3 T4 Author S K Mandal Murthy C.V. Ownership of Independent DirectorsIndian Scenario Corporate Governance Summary. 1to 2 Case Studies. 1 to 2 Case Studies. Issue 1 January 2012.Sarbanes Oxley Act of 2002 Reports of Various Committees ( 1. Volume 1. IBA Journal of Management & Leadership published by Indus Business Academy. Administering and Reporting of Corporate Governance Report. Bangalore.Naresh Chandra and 4.Ganguly 3. Ethical Concepts and Theories.8. Managing Ethical Problems Managerial Ethics and Individual Decisions. Ethics. Kolkata. Corporate Governance Rating. List of Journals/Periodicals/Magazines/Newspapers. etc. Issue 2 July 2011. Managerial Ethics: Managerial & Ethical Dilemmas at work. Model Working of Corporate Governance : Board Structure. Special Issue September 2011. 1-2 3-4 5-7 8-9 10-11 12-14 Introduction to Business Ethics: Nature of Ethics. Kalyan Kalpataru published by Geeta Press Gorakhpur. • • • 9. Topic 15-16 17-18 19-21 22-23 24-25 26-28 GTU / Syllabus –MBA IV / 6 . Creative Accounting-Its Role in Business Scandals. Session Plan: Session no. Issue 1 January 2011. Corporate Ethical Leadership and Corporate Social Responsibility and Social Reporting and Ethics of Whistle Blowing.Narayanmurthy 2. 1 to 2 Case Studies. and Volume 2.CII OECD ) and their Recommendations on Corporate Governance in India. Role and Responsibilities of Directors Right and Responsibilities of Shareholders. • SANKALPA: Journal of Management and Research (ISSN: 2231-1904). Morals and Values. published by C K Shah Vijapurwala Institute of Management. Vadodara Journal of Human Values published by Indian Institute of Management. Volume 1. Business Ethics and Corporate Governance: Corporate Governance-Global Practice . and their significance in guiding Human Behaviour. etc. Kumar Mangalam Birla. etc. Rahul Bajaj.. etc. Ratan Tata. Relevant Values of present Business Leaders like. Mahabharat. Sheth Jamanlalji Bajaj. Maharana Pratap. Azim Premji. GTU / Syllabus –MBA IV / 7 .. The students may also be asked to conduct the survey of 3 to 4 organizations to study the Ethical practices pursued by them and the way Ethical Dilemmas . 3.if any. 5. Bible.29-36 Practical Module: The students may be given a Term Paper either individually or in a group of 2 to 3 students on topics like : 1. and Sir Jamshetji N. Akbar the Great. Anil Ambani. Quran. Important Tenets of different Religions (any one of them) and their implications for social and spiritual welfare. and their Role Models for Corporate Governance 6. Mahatma Gandhi. Mother Teressa. for Social and Spiritual Welfare. 2. Important Values subscribed by great Leaders like. are resolved and also the system of Cor p o r a t e Governance in those organizations. Signifcance of Values contained in Scriptures like Ramayana. Relevant Values as practiced by Corporate Leaders like. 4. Tata and their Role in Empire Building. Mukesh Ambani. Narayanmurthy. Lala Shree Ram. 45 hours. selection of ERP software. tolerance of ambiguity.2840004 1. Teaching Methods: • Case discussion • Discussion on concepts and implementation issues on ERP. 2. Enable the student to practice critical leadership thinking. i. • Compulsory class presentation with live experiences of ERP modules or BPR. d. To learn principles of leading very large change initiatives by focusing on the rational and emotional aspects of organizational transformation.e. e. SCM and CRM • Case discussion covering a cross section of gaining strategic advantage by applying BPR and ERP. • Projects/ Assignments/ Quizzes/ Class participation etc • Projects will require working in the organizations to study ERP implementation (or different modules) in a group of 4-6 students. Groups are responsible for identifying the organization that they wish to study for ERP applications. 3. Course Objective: a. communication and interpersonal skills. GTU / Syllabus –MBA IV / 8 . articles and working in teams. b. and integration of processes and transactions in the ERP system. Course Duration: The course duration is of 36 sessions of 75 minutes each. T o introduce the student to the rationale for acquiring and implementing ERP systems.Enterprise Resource Planning (ERP) Sub Code: . To develop the student’s organizational and analytical skills through the use of business cases studies. Implementation of global Supply Chain ERP software with an emphasis on leadership and managerial implications/actions. To enable the student to understand the challenges associated with the successful c.ELECTIVE COURSES MBA-II Semester-IV Sub Name: . Groups that do not identify an organization on their own will have an organization assigned to them. creativity and general business instincts. Origin. Business Process Re engineering. SAP AG. Integrating ERP into organizational culture. Marketplace Dynamics. ERP and Internet. Critical success and failure factors. Evolution and Structure: Conceptual Model of ERP. A Comparative Assessment and Selection of ERP Packages and Modules. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) GTU / Syllabus –MBA IV / 9 . Introduction. Practical Module: ERP & E-Commerce. Supply *ERP Marketplace and Marketplace Dynamics: Market Overview. Vendors and Employees. Introduction. Online Analytic Processing (OLAP). of Sessions Marks (70 External exam) Module Content ERP Introduction. Object Oriented Architecture. * ERP functional Modules. Product Life Cycle Management(PLM). and The changing ERP Market.LAP. Data ware Housing. Scenario and Justification of ERP in India. Using ERP tool: either SAP or ORACLE format for a case study. Various Modules of ERP. Inc. JD Edwards World Solutions Company.4.in ERP. People Soft.Functional Modules: Introduction. (SSA) QAD. Finance. Benefits. Advantage of ERP. Quality Management. Oracle Corporation. System Software Associates. Materials Management. *ERP. Plant Maintenance. Role of SDLC/SSAD. Supply chain and Customer Relationship Applications. Integration of ERP. Baan Company. Human Resource Management 5. Functional Modules of ERP Software. Data Mining. Future Directives. ERP Implementation Life Cycle. ERP Implementation Basics. Course Content: Module No: No. Consultants. I 7 18 II 7 17 III 7 18 IV 7 17 V 8 (20 Marks of CEC Internal Evaluation) Note: *ERP marketplace . GTU / Syllabus –MBA IV / 10 . Robert Jacobs and D. Clay Whybark Mahadeo Jaiswal. etc. No. Sadagopan F.S. Text Books: Sr. T1 T2 T3 Author Alexis Leon David L. Reference Books: Sr. Murthy Name of the Book ERP-A Managerial Perspective Why ERP? A primer on SAP Implementation ERP Enterprise Resource Planning Enterprise Resource Planning (ERP) Text and Case Studies Publisher Tata McGraw Hill McGraw-Hill Higher Education Macmillan India Ltd Himalaya Publication Himalaya Publication Edition Latest Edition Latest Edition Latest Edition Latest edition Latest edition 8. R1 R2 R3 R4 R5 Author S. No. ERP Software for SMEs. List of Journals/Periodicals/Magazines/Newspapers.: Journals relating to ERP. Olson Jill O'Sullivan and Gene Caiola Name of the Book ERP Managerial Issues of Enterprise Resource Planning Systems Enterprise Resource Planning Publisher Tata McGraw Hill McGraw-Hill Higher Education Tata McGraw Hill Edition ISBN: 9780070656802 Latest Edition Latest Edition 7.V. C. SAP etc may be used. Ganesh Vanapalli Jyotindra Zaveri Mr. Tally ERP software.6. ERP related technologies. Evolution and Structure. Hidden costs ERP success inhibitors and accelerators. Evolution and Retirement phases. Common Myths and Evolving realities. ERP Customization Critical success and failure factors for implementation. Critical Factors guiding selection and evaluation. Use & Maintenance. vendors and users in ERP implementation. Management concern for ERP success. Conceptual Model of ERP. ERP Modules. Scenario and Justification of ERP in India.Applications of AHP in evaluating ERP Selection of Weights. Relevance to Data Warehousing. Role of consultants. Advantages of ERP.in ERP. ERP Drivers. Future Directives. Acquisition. Options of various paradigms Evaluation criterion for ERP product. ERP Life Cycle: Adoption decision. Model for improving ERP effectiveness. Decision support system. Need of BPR. 1-2 3-4 5-7 8-9 10-11 12-13 14-15 16-17 18-19 20-21 22-23 24-25 26-28 Topic Introduction to ERP . Framework for evaluating ERP acquisition. ERP Market. Learning and Emerging Issues 29-36 GTU / Syllabus –MBA IV / 11 . ERP implementation strategies. ERP and Internet. ERP and BPR Supply Chain Management. ROI of ERP implementation. Session Plan: Session no. SCM and CRM Practical Module: Case Studies Development and Analysis of ERP Implementations in focusing the various issues discussed in above units through Soft System approaches or qualitative Analysis tools. Implementation. Integrating ERP into organizational culture ERP & E-Commerce. Strategic Grid: Useful guidelines for ERP Implementations.Benefit. Analytical Hierarchy Processes (AHP). Technologies in ERP Systems and Extended ERP. Implementation approaches and methodology. Various Modules of ERP Business Process Re-engineering – Introduction to BPR. Data Mining and OLAP. ERP implementation life cycle.9. Implementation vendors evaluation criterion. e. Distribution Networks Managing Material Flow: Inventory Management. 45 hours. Pricing and Revenue Management . Course Duration: The course duration is of 36 sessions of 75 minutes each. of Sessions Marks (70 External exam) I 7 17 II 7 17 III 7 18 IV 7 18 (20 Marks of CEC Internal Evaluation) V (Project Work/Assignment/Presentation on Supply Chain of Selected Industry/Firm) 8 GTU / Syllabus –MBA IV / 12 .2840005 1. Course Objective: The main aim of the course is to acquaint students to basics of supply chain management on planning. Network Design and Operations. Global Supply Chain Practical Module: No. Supply chain strategy and performance measures. Supply Chain Drivers and Metrics. Distribution Networks Managing Information Flow: Demand Forecasting. Network Design and Operations. It emphasizes on understanding the contemporary and cutting edge supply chain management practices by study of fundamentals of Supply Chain Management. Role of supply chain management. i. 2.MBA-II Semester-IV Sub Name: . Production Planning and Scheduling. Information Technology in Supply Chain Management Supply Chain Innovations: Supply Chain Integration. Transportation. Supply Chain Restructuring.Supply Chain Management (SCM) Sub Code: . Outsourcing – Make or Buy Managing Material Flow: Inventory Management. Transportation. The approach of this course is practical and contemporary in nature. Course Content: Module No: Module Content Introduction and Strategic View: Meaning. Production Planning and Scheduling. replenishment and execution. Supply Chain Data Management. Agile Supply Chains. V. Supply Chain Logistics Dand J Closs. T1 T2 Author Shah Janat Name of the Book Supply Chain Management: Text and Cases Publisher Pearson Education Tata McGraw Hill Pearson Education Edition Latest edition 2011 Fourth Edition 2011 Sinha Amit. Teaching Methods: Following pedagogical tools will be used for teaching the course: a) Case discussions. R1 R2 Author Sarika Kulkarni Coyle. Supply Chain Management: Strategy Planning and Operation T3 7. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6. Longley Name of the Book Supply Chain Management The management of Business Logistics – A supply Chain Perspective Publisher Tata McGraw-Hill Thomson Press Tata McGraw-Hill Thomson Press Edition Latest Edition Latest Edition R3 R4 Donald J Bowersox. Reference Books: Sr.Keong Leong Management A Balanced and Keah-Choon Tan Approach Latest Edition Latest Edition GTU / Syllabus –MBA IV / 13 . No. Meindle Peter and Kalra D. Text Books: Sr.4. Herbert Supply Chain Management Kotzab Chopra Sunil. 5. M Bixby Management Coluper Principles of Supply Chain Wisner. Bardi. b) Discussion on issues and techniques c) Projects/Assignments/Quiz/Class Participation. No. etc. Global Supply Chain Practical Module: (Project Work/Assignment/Presentation on Supply Chain of Selected Industry/Firm) GTU / Syllabus –MBA IV / 14 . etc. Session Plan: Session no. Supply Chain Journals and Articles published in India and internationally may be referred 9. Role of supply chain management Supply chain strategy and performance measures Supply Chain Drivers and Metrics Outsourcing – Make or Buy Inventory Management Production Planning and Scheduling Transportation Network Design and Operations.8. List of Journals/Periodicals/Magazines/Newspapers. 1 2-3 4-5 6-7 8-9 10 11-12 13-14 15-17 18-19 20-21 22-23 24 25 26-28 29-36 Topic Meaning. Distribution Networks Demand Forecasting Supply Chain Data Management Information Technology in Supply Chain Management Supply Chain Integration Supply Chain Restructuring Agile Supply Chains Pricing and Revenue Management . • Increase the student's ability to function effectively as a project manager. of Sessions Marks (70 External exam) Module Content Concept of project – classifications – project risk – scope Project management – definitions – overview – project plan – management project management life cycles and uncertainty I Project planning – scope – problem statement – project goals – objectives – success criteria – assumptions – risks – obstacles – approval process – projects and strategic planning Project implementation – project resource requirements – Types of resources – men – materials– finance Project monitoring – evaluation – control – project II network technique –planning for monitoring and evaluation – project audits – project management information system – project scheduling – PERT & CPM – project communication – post project reviews Project team management – recruitment – organizing – human resources – team operating rules – project organization – various forms of project organizations – project organization charting – project contracts – principles – III compilation of contracts – practical aspects – legal aspects – global tender – negotiations – insurance Closing the project – types of project termination – strategic implications – project in trouble – termination strategies – evaluation of termination possibilities – termination procedures 7 17 7 17 7 18 GTU / Syllabus –MBA IV / 15 . Course Contents: Module No: No. Objectives: • To develop an awareness of the need for project planning and management • To apply professional attitudes and techniques to managing a project • Provide students with a basic understanding of project management principles and practices. 45 hours 3.(2840006) 1. • Increase the student's ability to function effectively on a project team. i. Course Duration: The course duration is of 36 sessions of 75 minutes each.Project Management (PM) Sub Code: . 2.MBA-II Semester-IV Sub Name: .e. Financing of Infrastructure Projects Practical Module: Prepare a project of your choice using the theoretical V fundamentals in above modules and also prepare a project report under the guidance of your subject teacher. T1 T2 T3 Author Khatua Bhavesh Patel Harry-Maylor Name of the Book Project Management and Appraisal Project Management Project Management Publisher Oxford Publication Vikas Publication Pearson Publication Edition Latest Edition Latest Edition Latest edition GTU / Syllabus –MBA IV / 16 . Text Books: Sr. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6. IV convertible bonds. Project Financing In India – SBI Guidelines. Teaching Method: The following pedagogical tools will be used to teach this course: (1) Lectures and Discussions (2) Role Playing (3) Assignments and Presentations 5. deferred shares) Types of Debt Securities: Term loans. Financing of small scale units. debentures and bonds Hybrid Securities: Preference Shares. Preference Shares. No. Financing of Export oriented units. Types of ownership Securities (Equity Shares. 7 18 8 (20 Marks of CEC Internal Evaluation) 4.Project Financing : Rights and obligations of Fund providers. bonds with warrants. lease. R1 Clifford F Gray. GTU / Syllabus –MBA IV / 17 . Mantel Jr Managerial Approach” R5 David I Cleland R6 Gopalakrishnan R7 John M Nicholas Project management Project Management John Wiley and Sons Latest edition Mcgraw Hill Latest edition International Edition Mcmillan India Ltd Latest edition Latest edition “Project Management For Prentice Hall Business And Technology” Of India Pvt Ltd 8. etc.A Samuel J. Project. use of Software like M. SAP. “Project Management. is encouraged.7. etc.S. List of Journals/Periodicals/Magazines/Newspapers. Erik W Larson R2 P K Joy R3 Prasanna Chandra R4 Pinto Name of the Book “Project Management-The Managerial Process” Total Project ManagementThe Indian Context Project Planning Concept Project Management Publisher Edition Mcgraw-Hill Latest edition Publishing Co Ltd Macmillan India Ltd Latest edition TMH Publication Pearson Latest Edition Latest Edition R5 Jack Meredith. Reference Books: Sr. Project Management Journals and Articles published in India and internationally. Author No. deferred shares) Types of Debt Securities: Term loans. lease.project management information system – project scheduling – PERT & CPM project communication – post project reviews Project team management – recruitment organizing – human resources – team operating rules – project organization – various forms of project organizations project organization charting – project contracts – principles – compilation of contracts – practical aspects – legal aspects – global tender – negotiations – insurance Closing the project – types of project termination – strategic implications – project in trouble termination strategies – evaluation of termination possibilities – termination procedures Project Financing : Rights and obligations of Fund providers. 26-28 29-36 GTU / Syllabus –MBA IV / 18 . Financing of Export oriented units. Financing of Infrastructure Projects Practical Module: Prepare a project of your choice using the theoretical fundamentals in above modules and also prepare a project report under the guidance of your subject teacher. bonds with warrants. Types of ownership Securities (Equity Shares. debentures and bonds Hybrid Securities: Preference Shares. convertible bonds. Project Financing In India – SBI Guidelines.9. Preference Shares. 1-2 3-4 5-6 7 8-9 10-11 12-13 14 15-16 17-18 19-21 22-23 24-25 Topic Introduction – Definitions – classifications – project risk – scope Project management – definitions – overview – project plan management principles applied to project management – project management life cycles and uncertainty Project planning – scope – problem statement – project goals – objectives – success criteria – assumptions – risks – obstacles – approval process projects and strategic planning Project implementation – project resource requirements-types of resources – men – materials – finance Project monitoring – evaluation – control-project network technique planning for monitoring and evaluation – project audits. Session Plan: Session no. Financing of small scale units. performance m e a s u r e m e n t . the main objective of this course is to equip the students with the skills for effective implementation of strategies and resolving the attendant problems. Thus.MBA-II Semester-IV Sub Name: .e. Definition. 2. The process of implementation of the strategies and the dilemma faced by managers are the main focus of this course. Measures and Controls of Assets. The Nature of Management Control. It envisages strategic p l a n n i n g . 7 17 II 7 17 III 7 18 GTU / Syllabus –MBA IV / 19 . 45 hours.Management Control Systems (MCS) Sub Code: . Responsibility Centres. and reward/ responsibility centre allocation.Behavior Aspects of Organizations. Types – Revenue & Expense Centres. Well though t-out s tr ategies are being implemented for this purpose. Course Contents: Marks (70 External exam) Module No: Module Content No. Basic Concepts. The Structure of Management Control Systems. Goal Congruence and Factors Influencing the Congruence. Management control systems are designed in order to implement these strategies successfully. evaluation.2840007 1. Divisional performance and Responsibility accounting. Engineered and Discretionary Expense Centres – Profit Centres. Various Measures of Profits. Execution of these strategies assumes as much importance as formulation itself. i. Transfer of Goods & Services between Divisions and its Pricing. of Sessions I Introduction to Management Control Systems and the Environment of Management Control. Course Duration: The course duration is of 36 sessions of 75 minutes each. 3. Course Objectives: Every organization is meant for achieving pre-set goals and objectives. r e s o u r c e a l l o c a t i o n . Various Control issues. Administration of Transfer P r i c e s – I n v e s t m e n t Centres. b u d g e t i n g . Analysis of Performance through Variance. 5. Budgeting. along with discussion. Discussion of cases. Service organization b. 2. Teaching Method: The following pedagogical tools shall be used for teaching the subject: 1. Defining control variables and check point for event management. The suggested method is chalk and talk. Strategic Planning. Balance Score Card. Projects d. Planning of Existing and Proposed Programs. 8 (20 Marks of CEC Internal Evaluation) 4. Its Process and Techniques. Performance Analysis and Rewarding. and practical applications should be undertaken. manufacturing & service organizations. Budget Preparation. Developments in Performance Measurement System (PMS).IV The Process Part of Management Control:Planning. and/or discussions on peculiarity of MCS in industry. The practical assignment shall to be carried by field work. Non-profit organization c. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) GTU / Syllabus –MBA IV / 20 . Compensation for Management Staff – Different Compensations Plans for Corporate Officers and SBU Managers Practical Module: 7 18 V Application of MCS in the following: a. Reading : The Nature of MCS ( AG: Chap –1) or any other book Case: Nucor Corporation (A) (AG: 1. Cases are selected from that book 3-4 The Nature of Control Systems. Boundaries of Management Control. Journal of Marketing Channels. Text Books: Sr. Different Levels of Planning and Control. However. Strategy Implementation aspects. Reading: For reading the theory Chapters of any text book is suggested.1) GTU / Syllabus –MBA IV / 21 . T-1 is suggested. Journal of Personal Selling & Sales Mgmt. Ghosh Name of the Book Management Control Systems Management Control Systems Management Control Systems Publisher Tata McGraw Hill Excel PHI Edition Latest Edition Latest Edition Latest Edition 7. Maciariello and Calvi J. Reference Books: Sr. Basic Concepts. Pradip Kumar Sinha N.6.. Professional selling. Journal of Supply Chain Mgmt. Interfaces of Various Disciplines. etc 9. Kirby Ravindhra Vadapalii Name of the Book Management Control Systems Management Control Systems Publisher PHI Edition Latest Edition R2 Excel Latest Edition 8. etc. T1 T2 T3 Author Robert Anthony and Vijay Govindarajan. List of Journals/Periodicals/Magazines/Newspapers. No.. R1 Author Joseph A. as a base reference book. No.. Session Plan: Session No. International Journal of Retail and Distribution Mgmt. 1-2 Topic Introduction to Management Control Systems. Structure of Organisations. Various types of budget. Issues of Goal Congruence. Inc. budget preparation of various centres. Strategic planning. revenue centre. the process part of MCS.5-6 Behaviour in Organisations. ( AG: Chap 5. Measurement of various assets. 6) or any other book Case: Birch Paper Company (AG :6. Role of Controller Reading : Behaviour in Organizations ( AG: Chap –3) or any other book Case: Rendell Company (AG 3. Expense. Classification of responsibility centres. Discretionary Expense Centers.2) 16-17 Investment Responsibility Centre: investment centre as responsibility centre.7) or any other Book The Management Control Process Reading: Strategies.8) or any other book Budgeting & Control Reading: Budget Preparation. Expense. The process part of budget preparation(AG : Chap. 5) or any other book Case: North Country Auto. Factors affecting Human Behaviour. revenue centre. Responsibility Centers: Revenue and Expense Centres. Functional v/s SBU. budgeting for short term and long term. discretionary v/s engineered.3 ) Responsibility Centers: Revenue and Expense Centres. Administration of transfer prices.1) 18-19 GTU / Syllabus –MBA IV / 22 . EVA v/s ROI Reading : Measuring and Controlling Assets Employed(AG : Chap. The structural part of MCS. 9) or any other book Case : New York Times (AG 9. The structural part of MCS. Various methods of fixing transfer prices. Ideal situations of having good Transfer prices to be set. capital and operation budgets. Behavioral aspects of Systems. Discretionary Expense Centers.2) 7-9 10-11 12-13 14-15 Transfer Prices: Objectives. Classification of responsibility centres. discretionary v/s engineered. basic principles. Profit Responsibility Centre: Conditions for making a profit centre. Reading :Transfer Pricing (AG : Chap. Internal and external analysis of strategic planning(AG : Chap. Various depreciation method and its implications. Various measures of profits and its implications Reading : Profit Centres (AG : Chap. budget preparation of various centres. Constraints for Profit centres. Differentiated Strategies. Reading: AG Chap. Innovative and competitive strategies.3) Practical Module: 22-23 24-25 26-28 29-36 Application of MCS in following a. Characteristics for a good compensation plans.13 or any other book Case: Texas Instruments and Hewlett-Packard (AG 13. Types of incentive plans. Reading : AG Chap. controls for systems for different strategies. 12 or any other book. and also a reading of Variance analysis from Cost Accounting Book Performance Reports Reading : AG :Chap :11 Case: Analog Devices. Non-profit organization c. Performance of the organisation. (A) Management Compensation: compensation for management staff. Defining control variables and check point for event management GTU / Syllabus –MBA IV / 23 . Inc. AG 10(or any other book). Service organization b. Variances. Key success factors Reading: Chap. Balance score card.20-21 Analyzing the Financial Performance: evaluation of performance. Projects d. i.Technology & Business (T&B) Sub Code: .e. Identifying i n f o r m a t i o n a n d u s e o f t e c h n o l o g y for Business Initiatives.: KMS Ethics and Information. 45 hours. 8 (20 Marks of CEC Internal Evaluation) GTU / Syllabus –MBA IV / 24 . Management and future of BI. ERP An overview ERP-Selection. Emerging trends and technologies Security management of Information technology Practical Module: I 7 17 II 7 18 III 7 17 IV 7 18 V Prepare a project of your choice using the theoretical fundamentals in above modules and also prepare a small presentation / project report under the guidance of your subject teacher. steps involved and prerequisites. Knowing about the creation of alliances and partnerships that include electronic linkages. Ethical issues related to Information Technology. Knowledge Management through technology i. Understanding the role of technology in under the current scenario of collaborations and clusters. of Sessions Marks (70 External exam) Module Content Introduction: Understand the role of information Technology in an organization. Strategic initiatives for technology in business organizations Business Intelligence: Introduction. Kinds. ES for SME’s and MSME’s Creating and enhancing collaborative partnerships: An Overview.. Technologies Enabling BI. Enterprise Systems.MBA-II Semester-IV Sub Name: .2840008 1. 2. SCM. Course Duration: The course duration is of 36 sessions of 75 minutes each. and make public presentation. Knowledge Management: Strategic Knowledge Management.CRM. Objectives: The objective of the course is to understand the use of information technology to design and structure the organization. Course Contents: Module No: No. Outsourcing: Concept. 3.e. Fundamental of Computers. latest trends. Execution and future directions and trends. 4. Teaching Method: The following pedagogical tools will be used to teach this course: (1) Lectures and Discussions. (2) Use of ICT in classroom / outside. (3) Assignments and Presentations 5. Evaluation: A B C Projects/Assignments/Quiz/Class Participation, etc. Mid-Semester Examination End-Semester Examination Weightage (50 Marks) (Internal Assessment) Weightage (30 Marks) (Internal Assessment) Weightage (70 Marks) (External Assessment) 6. Text Books: Sr. No. T1 Author Efraim Turban Dorothy Leidner Ephraim Mclean James Wetherb Haag, Philips S. A. Kelkar Name of the Book IT for Management- Transforming organization in the digital economy Business Driven Technology Strategic IT Management: A concise study Publisher Edition Wiley Latest edition T2 T3 McGraw Hill PHI Publication Latest edition Latest edition 7. Reference Books: 8. List of Journals/Periodicals/Magazines/Newspapers, etc. Technology, ICT and Computer Application Journals and Articles published in India and internationally, use of ICT for Conference and Seminars, Multi-location collaborative working for projects etc. is encouraged. GTU / Syllabus –MBA IV / 25 9. Session Plan: Session no. 1-3 4-6 7-8 9-11 12-13 14-16 17-19 20-22 22-24 25-27 28-36 Topic Introduction: Understand the role of information Technology in business organisation Fundamental of Computers, Strategic initiatives for technology in business organisations Business Intelligence: Introduction, Technologies Enabling Business Intelligence, Management and future of Business Intelligence Knowledge Management: Strategic Knowledge Management through technology i.e.: KMS Management, Knowledge Ethics and Information, Ethical issues related to Information Technology Enterprise Systems- CRM, SCM, ERP An overview ERP-Selection Execution and future directions and trends, ES for SME’s and MSME’s Creating and enhancing collaborative partnerships-steps involved and prerequisites Outsourcing: Concept, Kinds, latest trends Emerging trends and technologies Security management of Information technology Practical Module: Prepare a project of your choice using the theoretical fundamentals in above modules and also prepare a small presentation / project report under the guidance of your subject teacher, and make public presentation. GTU / Syllabus –MBA IV / 26 MBA-II Semester-IV Sub Name: - Investment Banking (IB) Sub Code: - 2840601 1. Course Objectives: To make the students aware about investment banking, valuation of companies, financial markets and restructuring of business. 2. Course Duration: The course duration is of 36 sessions of 75 minutes each, i.e. 45 hours. 3. Course Contents: Module No: Module Content No. of Sessions Marks (70 External exam) The businesses of investment banking : Investment banks’ role and function; The trends in investment banking; History and Emergence of investment banking; Types of I investment banks; Raising capital: Equity and Debt; Raising Terms loans and working capital and appraisal thereof; Raising funds through using other debt instruments; including international funding; rating of instruments Valuation of companies and business: Equity and Bond Valuation, Equity Research in investment banks; Business Valuation Models, Stock price and equity research; Investment II Banking Perspective in Corporate Restructuring and M&A ; The role of investment banks in structuring M&A transactions, due diligence Financial Markets: Understanding of Primary Market (IPO) and Secondary Market; Fund Raising through Private Equity, Venture Capital and Private Placement; III Regulatory Aspects of Investment Banking, Ethics and compliance Differences in corporate governance between corporate clients and investors Issue Management: Role of Investment Banking in Primary Market (IPO); Functions of Merchant Banker in Issue Management; Underwriting and Bought Out Deals; Buybacks and Delisting IV Restructuring of business and ARCs: Restructuring – Financial and organizational restructuring, BIFR, Corporate Debt Restructuring, SARFAESI Act, ARCs, Re-schedulement and Restructuring; GTU / Syllabus –MBA IV / 7 17 7 17 7 18 7 18 27 Practical Module: Prepare a project of your choice using the V theoretical fundamentals in above modules and also prepare a project report under the guidance of your subject teacher. 8 (20 Marks of CEC Internal Evaluation) 4. Teaching Method: The following pedagogical tools will be used to teach this course: (1) Lectures and Discussions (2) Role Playing (3) Assignments and Presentations 5. Evaluation: A Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) B Mid-Semester Examination C End –Semester Examination 6. Basic Text Books: Sr. No. T1 Author Pratap G Subramanyam Name of the Book Investment Banking Investment Banking Project Management & Appraisal Publisher TATA McGraw Hill Wiley Publication Oxford Publication Edition 2011 Latest edition Latest edition Latest edition T2 Ranjan Rakesh T2 Khatua 7. Reference Books: Sr. No. R1 R2 R3 R4 Author Dr R P Rustogi Ashwarath Dampdaran Candra Finnery Name of the Book Working Capital Management Damodaran On Valuation Corporate Valuation Project Financing Publisher Taxmann Publication Wiley Publication TMH publication Wiley Publication Edition Latest edition Latest edition Latest edition Latest edition 28 GTU / Syllabus –MBA IV / Buybacks and Delisting Restructuring – Financial and organizational restructuring. including international funding. ARCs Practical Module: Prepare a project of your choice using the theoretical fundamentals in above modules and also prepare a project report under the guidance of your subject teacher. Journal of Finance and Economics. BIFR.R5 R6 Bhattacharya Prasana Chandra Working Capital Management Project Planning. SARFAESI Act. Re-schedulement and Restructuring. Business Valuation Models. The role of investment banks in structuring M&A transactions. Raising capital: Equity and Debt Raising funds through using other debt instruments. The trends in investment banking. 29-36 GTU / Syllabus –MBA IV / 29 . Equity and Bond Valuation. Venture Capital and Private Placement Regulatory Aspects of Investment Banking.: Journal of Finance. Due diligence Financial Markets: Understanding of Primary Market (IPO) and Secondary Market Fund Raising through Private Equity. Session Plan: Session no. etc. Stock price and equity research. rating of instruments Raising Terms loans and working capital and appraisal thereof Valuation of Companies and Business. History and Emergence of investment banking Types of investment banks. 1-2 3-4 5-6 7 8-9 10-11 12-13 14-15 16-17 18-19 20-21 22-23 24-25 26-28 Topic Investment banks’ role and function. Journal of Banking and Finance 9. Ethics and compliance Differences in corporate governance between corporate clients and investors Issue Management: Role of Investment Banking in Primary Market (IPO). Functions of Merchant Banker in Issue Management Underwriting and Bought Out Deals.concepts PHI publication TMH Publication Latest edition Latest edition 8. Equity Research in investment banks Investment Banking Perspective in Corporate Restructuring and M&A . Corporate Debt Restructuring. List of Journals/Periodicals/Magazines/Newspapers. Buybacks and Delisting Underwriting and Bought Out Deals. i. Course Duration: The course duration is of 36 sessions of 75 minutes each. product portfolio Product Management & New Product Development: 7 II New product development process New product strategy. theories. Using Brand Elements to create brand equity. Product life cycle. 45 hours 3.Product and Brand Management (PBM) Sub Code: . implementing. Brand P o s i t i o n i n g a n d B r a n d Associations.2840101 1. managing Growth. Creating brands in a competitive m a r k e t . commercialization. To understand the latest developments and cultivate an understanding of the adjustments to be made in branding strategies over time and geographic boundaries to maximize brand equity. Managing the mature Product Branding & Brand Management 7 17 III The concepts of Brand Equity. To acquaint the students with the appropriate concepts. Course contents: Module No: No of Sessions Marks (70 External exam) 17 Module Content The Theoretical Foundation: I Competition & Product Strategy. 7 18 GTU / Syllabus –MBA IV / 30 . 2.FUNCTIONAL AREA: MARKETING (MM) MBA-II Semester-IV Sub Name: . To increase the understanding of the important issues in planning. and evaluating brand strategies. Leveraging Secondary Brand Associations. models and other tools to make better brand decisions. the concept of brand equity. product in theory & in practice.e. To make the students aware about the role of brands. Objectives: The objectives of the course are: • • • • • To develop an understanding of the basic branding principles and their exposure to classic and contemporary branding applications. and the advantages of creating strong brands. Developing a new product considering all stages of new product development Comparative analysis of brand extensions done by various competing brands. Practical Module: Secondary and Primary data study on brand audit. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) GTU / Syllabus –MBA IV / 31 . Measuring Sources of Brand Equity and Brand Equity measurement approaches. Managing brands overtime and Geographic bound aries. Discussions on issues and techniques of Marketing. Developing a Brand Equity Management System.IV Growing and Sustaining Brand Equity: Designing and Implementing Branding Strategies. Launching Brand Extensions Products. Comparative Analysis of same Brands managed in different countries Comparative Analysis of Brand Positioning of close competitors Comparative Analysis of Products Life Cycle of various competing brands Any other application 7 18 V 8 (20 Marks of CEC Internal Evaluation) 4. etc. c. Teaching Methods: The course will use the following pedagogical tools: a. 5. b. Case discussion covering a cross section of decision situations. knowing association of consumers with various brand. Projects/ Assignments/ Quizzes/ Class participation etc. 6. No. M. Marketing Concepts & Strategies Product Management Product Management in India Brand Management. R1 Author S. Harvard business review. Isaac Jacob Kirti Dutta Name of the Book Strategic Brand Management Brand ManagementPrinciples and Practices & Product Strategy and Management Publisher Pearson Education Oxford University Press Pearson Education Edition Third Edition T2 First T3 Michael Baker Susan Hart Second Edition 7. GTU / Syllabus –MBA IV / 32 . Reference Books: Sr. Rameswaram. No. List of Journals/ Periodicals/ Magazines/ Newspapers: The economic times (brand equity). Ramesh Kumar Name of the Book Managing Indian Brand.G. The Indian Context Publisher Vikas Tata McGraw Hill PHI EEE Edition Latest Edition R2 R3 Lehman and Winer Ramanuj Majumdar Fourth edition Latest Edition R4 YLR Moorthi Vikas Latest Edition 8. Brand Reporter. T1 Author Kevin Lane Keller. Text Books: Sr. Indian journal of marketing. Indian management. Comparative Analysis of same Brands managed in different countries Comparative Analysis of Brand Positioning of close competitors Comparative Analysis of Products Life Cycle of various competing brands Any other application 29-36 GTU / Syllabus –MBA IV / 33 . commercialization Managing Growth. product portfolio product in theory & in practice Product life cycle product portfolio New product development process New product strategy. Launching Brand Extensions Products. knowing association of consumers with various brand. Managing brands overtime and geographic boundaries. Managing the mature Product The concepts of Brand Equity. product in theory & in practice. Brand Positioning and Brand Associations. Developing a new product considering all stages of new product development Comparative analysis of brand extensions done by various competing brands. Measuring Sources of Brand Equity and Brand Equity measurement approaches. Leveraging Secondary Brand Associations Designing and Implementing Branding Strategies. Product life cycle. etc. Developing a Brand Equity Management System. Using Brand Elements to create brand equity. Creating brands in a competitive market.9. 1-2 3-4 5-6 7 8-10 11-14 15-16 17-18 19-21 22-23 24-25 26-28 Topic Competition & Product Strategy. Practical Module: Secondary and Primary data study on brand audit. Session Plan: Session no. and Information-Processing.MBA-II Semester-IV Sub Name: . of Sessions Marks (70 External exam) Module Content Basics of Services Marketing: What are Services? .such as intangibility (inability to inventory). difficulty in controlling quality and retaining customers.Services and Relationship Marketing (SRM) Sub Code: . Course Contents: Module No: No. 2. Distinctions between Services and Goods. 3. 45 hours. Customer Decision Making – Pre-purchase Stage. The course is designed to develop insights into emerging trends in the service sector in a developing economy and tackle issues involved in the management of services on a national basis. Mental-Stimulus Processing. difficulty in synchronizing demand and supply. Customer Behaviour in Service Encounter: Four Categories of Services – People-Processing.. Course Duration: The course duration is of 36 sessions of 75 minutes each i. Why Study Services? . emergence of self service. Role of services in the economy. The course intends to supplement basic marketing and marketing strategy courses by focusing on problems and strategies specific to marketing of services. Internet services. With increasing competition and discerning buyers. It deals with the problems commonly encountered in marketing services -. it has become inevitable for the marketers to go for relationship management to attract. Services and Technology technology in service encounter. retain and grow customers. automation in services. Services Marketing Mix. Possession-Processing. Service-Encounter Stage and PostEncounter Stage. Customer Expectations and Perceptions of Services – Zone of Tolerance I 7 17 GTU / Syllabus –MBA IV / 34 .e. . Objective: Services are becoming a dominant economic driver in the Indian economy.2840102 1. Strategies used by successful services marketers to overcome these difficulties are addressed to by the course contents. Branding Service Products . 8 (20 Marks of CEC Internal Evaluation) 4. Place – Service Distribution. Managing Capacity and Demand: Understanding Capacity. Service Process Redesign Physical Evidence . Electronic Channels. Strategies for reducing Customer Defections. • Gap analysis in Various services including Public • Transport and public services with respect to India. Service Leadership and Culture. Service Environments. Price – Role of Non-monetary Costs. Internal Relationships Relationship Marketing: Customer Retention. Pricing Strategy Pricing and Revenue Management. Role of Customers in Service Delivery. Demand Patterns.Servicescape. Any other application. Relationship Management: Defining Customer Relationships. Customer Loyalty. Delivery through Intermediaries. External Relationships. Yield Management. Measuring and Improving Service Quality. Teaching Methods: The following pedagogical tools will be used to teach this course: (1) Lectures (2) Case Discussions and Role Playing (3) Audio-visual Material (Using CDs/ Clippings) (4) Assignments and Presentations GTU / Syllabus –MBA IV / 35 . Expanded Marketing Mix: People – Employees’ Role in Service Delivery. The Basics. Franchising. Supplier Relations. Promotion – Role of Marketing Communication. and Customer Relationship Management (CRM) 7 17 7 18 IV 7 18 V Practical Module: • Service Blue Prints.II III Services Marketing Mix: Product – Core and Supplementary Elements. Process – Service Blueprinting. Strategies for Matching Capacity and Demands Service Quality and Relationship Management: Services Quality: Gaps Model. Self-Service Technologies. L.5. 2007 Publisher Edition Pearson Prentice Seventh Edition. E. Srinivasan R2 Fitzsimmons J. Technology. 2003 Third Edition. Marketing: Integrating Customer Focus Across the Firm T3 Nargundkar Rajendra Services Marketing: Text and Cases 7. and Management Publisher PHI Tata McGraw-Hill Biztantra Edition Second Edition. R3 R4 Wiley R5 Jauhari Vinnie and Dutta Kirti Oxford First Edition. 2009 Fifth Edition.J. Bitner M. Jayanta Strategy T2 Zeithaml V. Clow K. and Pandit A. 2009 GTU / Syllabus –MBA IV / 36 . Management. Wirtz Services Jochen and Chatterjee Marketing: People. Text Books: Sr. McGraw Hill Third 2010 Edition. R1 R. Reference Books: Sr.. Information Technology Services Marketing: Operations. Operations.. 2006 Second Edition. Author No. T1 Lovelock Christopher. Services Gremler D. Gronroos Christian Name of the Book Services Marketing Service Management: Operations. Strategy. and Fitzsimmons M.D. Author Name of the Book No. and Strategy Service Management and Marketing: Customer management in Service Competition Services: Marketing.J. Hall 2011 Tata Hill McGraw Fifth 2011 Edition. A.. And Kurtz D. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6.A. 1 What are Services? . Pricing Strategy Pricing and Revenue Management. Internet services 3 Distinctions between Services and Goods 4 Services Marketing Mix 5 Four Categories of Services – People-Processing. External Relationships. Integrated Services Marketing Communication 15-16 People – Employees’ Role in Service Delivery. Possession-Processing. Strategies for Matching Capacity and Demands 23 Services Quality: Gaps Model. Service Leadership and Culture.technology in service encounter. Journal of Marketing. Session Plan: Session Topic no. Branding Service Products 9-10 Price – Role of Non-monetary Costs. 8 Product – Core and Supplementary Elements. and Information-Processing 6-7 Customer Decision Making – Pre-purchase Stage. Service Process Redesign 19-20 Physical Evidence . Measuring and Improving Service Quality 24 Relationship Management: Defining Customer Relationships. Marketing Communication Mix. Service Environments 21 Understanding Capacity. Role of Customers in Service Delivery. emergence of self service. ICFAI Journal of Service Management. Yield Management 11-12 Place – Service Distribution. Why Study Services. Internal Relationships 25 Customer Retention 26 Customer Loyalty 27 Strategies for reducing Customer Defections 28 Customer Relationship Management (CRM) 29-36 Practical Module: • Service Blue Prints • Gap analysis in Various services including Public Transport and public services with respect to India • Any other application GTU / Syllabus –MBA IV / 37 . Supplier Relations. Electronic Channels. 2 Services and Technology . Customer Expectations and Perceptions of Services – Zone of Tolerance. Mental-Stimulus Processing. Demand Patterns. Service-Encounter Stage and Post-Encounter Stage. Franchising. automation in services. Journal of Services Research.8. 9. Delivery through Intermediaries. NB: The Instructor/s (Faculty Member/s) will be required to guide the students regarding suggested readings from Text(s) and references in items 6 and 7 mentioned above.Servicescape. List of Journals / Periodicals/Magazines/Newspapers: Journal of Services Marketing. The Basics. Role of services in the economy. Self-Service Technologies 13-14 Promotion – Role of Marketing Communication. 17-18 Process – Service Blueprinting. SEBI’s rules & regulations for M&A. Tax implications. Valuation of Brands. I 8 15 II 8 17 III 8 20 GTU / Syllabus –MBA IV / 38 . Mergers & acquisitions concept. Share Buyback guidelines. Course Objective: To develop the perspective of financial policy as a subset of corporate strategy and to have an insight into financial decisions In addition. and valuation methods and their application used by corporate in real life. 2. i. Due diligence for M&A. Taxation & legal aspects of M&A Accounting for Mergers & Demergers. Calculations of exchange ratio. Different approaches of valuation – Comparable company & transaction analysis method. Valuation Aspects of M&A Fundamental and methods of valuation. Formula approach for valuation and other important methods of valuation. Competition Act for M&A. 3. Funding Options for M&A.Mergers & Acquisition (M & A) Sub Code: . 45 hours. motives & applications of corporate restructuring. To develop an understanding of Mergers and Acquisitions (M&A) as a significant economic activity taking place in today’s economy. Course Duration: The course duration is of 36 sessions of 75 minutes each. Real Option method. of Sessions Marks (70 External exam) Module Content Introduction to Corporate Restructuring Fundamental concept of corporate restructuring. the course aims to familiarize students with various techniques of corporate restructuring.2840201 1. Calculations of financial synergy and return.e. process. DCF.FUNCTIONAL AREA: FINANCE (FM) MBA-II Semester-IV Sub Name: . different forms. Take-over and Defense Tactics Accounting. Course Content: Module No: No. T1 T2 T3 Author Bhagvandas Aurora. Case Analysis 5. & Divestiture.Hill Edition Latest Edition Latest Edition Latest Edition GTU / Syllabus –MBA IV / 39 .IV Dimensions of Corporate Restructuring Corporate Restructuring including buy-back of shares. Evaluation: A Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) B Mid-Semester Examination C End –Semester Examination 6. (For preparing this case report. Assignments & Presentations 3. Delisting of Securities 8 18 Practical Module: Various Case Studies in Mergers & Acquisitions. Teaching Methods: The following pedagogical tools will be used to teach this course: 1. Employee Stock Ownership. Alliances & Joint Ventures. any sector and any deal pertaining to that sector can be taken as per choice and discretion) 8 (20 Marks of CEC Internal Evaluation) 4. Shetty. De-Merger. Lectures & Discussions 2. Kala P. Going Private & Leveraged Buyouts Cross-Border Mer g er s & Acquisitions. Financial Restructuring. No. A case report correlating the theories and valuation model must be prepared by using the data V and example of M&A deals occurred in the past. Rajesh Kumar Name of the Book Corporate restructuring Mergers and Acquisitions Mergers & Acquisitions Publisher Himalaya Oxford Tata McGraw. Text Books: Sr. Chartered Financial Analyst 5. Arora Shard Kale Kavita Sethi Sudi Sudarshan Nishikantha Jha Machiraju James J.: The students will have to refer to past issues of the following journals in order to get relevant topic/information pertaining to the subject. R1 Prasant Godbole R2 R3 R4 R5 R6 Rajinder S. and Corporate Governance Mergers. 2003 TMH PHI 8. Fred Weston. J. Sage Publication TMH. CFA Reader 7. Business India 9. Reference Books: Sr. Financial Express 4. Acquisitions & Corporate restructuring (4th Edition) Value Creation From Mergers And Acquisitions Merger Acquisitions & Corporate Restructuring Mergers Restructuring for Growth Merger & Acquisitions-Strategy. Kamal Goshray Patrick Gaughan Name of the Book Mergers. Business Today 8. Mark L. Acquisition and Valuations Mergers. Journal of Applied Finance 6. List of Journals / Periodicals / Magazines / Newspapers etc. Author No. Finance India GTU / Syllabus –MBA IV / 40 . Michelson R12 Ray Wiley India (P) Ltd. The Economic Times 3. Business Standard 2. Restructuring. 1.7. Valuation Publisher Vikas Publication OXFORD Publication Pearson Himalaya New Age Pearson Education R7 PHI Wily Publication R8 R9 Arzak Chandrashekar Krishna Murthy R10 Ramanujam et al R11 John C. Acquisitions and Corporate Mergers & Acquisitions Creating Value through Merger and Acquisitions Merger and Acquisitions Mergers And Acquisitions Takeovers. Business World 10. Mitchell. Funding Options for M&A Corporate Restructuring & Divestiture. different forms. Going Private & Leveraged Buyouts Cross-Border Mergers & Acquisitions Practical Module: Various Case Studies in Mergers &Acquisitions. SEBI’s rules & regulations for M&A. any sector and any deal pertaining to that sector can be taken as per choice and discretion) 6-12 13-21 22-28 29-36 GTU / Syllabus –MBA IV / 41 . 1-5 Topic Fundamental concept of corporate restructuring. (For preparing this case report. Different approaches of valuation – Comparable company & transaction analysis method. motives & applications of corporate restructuring. Formula approach for valuation and other important methods of valuation. Share Buyback guidelines. Calculations of financial synergy and return. Calculations of exchange ratio. Fundamental and methods of valuation. Valuation of Brands. Real Option method. A case report correlating the theories and valuation model must be prepared by using the data and example of M&A deals occurred in the past. DCF. Session Plan: Session no. Alliances & Joint Ventures. process. Mergers & acquisitions concept. Employee Stock Ownership. Competition Act for M&A. Due diligence for M&A Accounting for Mergers & Demergers.9. Financial Restructuring. Tax implications. options and combination of both. Course Duration: The course duration is of 36 sessions of 75 minutes each. analysis and application for hedging. Greek Letters and VAR 5 15 II 8 20 III 8 20 GTU / Syllabus –MBA IV / 42 .e. Spot v/s Future Market. Open interest positions etc. Mechanics of Forward & Future Market. future. Arbitrageur & Speculation. Pricing of Forward & Future Markets-how to read quotes. At the end of the course. valuation and trading strategies of derivative market. speculation and arbitrage. Spreads and Combinations. Put call ratio & Open Interest in relation to the price and volume. Trading Strategies-Index Arbitrage. i. hedging using futures.An Overview Basic Market Concepts & Mechanics of Cash Market. Stock Futures & Stock Index Futures in India. Students are apprised of the recent innovations in derivatives in India unlike other countries. ITM. Intrinsic Value & Time Value. Regulatory Framework. Growth of Derivative Markets in India-History & Background. spreads etc . ATM & OTM. Arbitrage. Course Objective: The course intends to equip students with the ability to apply stock market basics to Indian Derivative market. they are expected to have learnt the mechanics. Arbitrage restriction on option prices. Option & swaps. Option Markets Types of option markets. Cost of Carry Models & Basis-Cash Price v/s Future price. Meaning & types of Derivative Instruments. Speculation. Types of Traders. Various Indices of the world . 3. European & American.2840202 1.Risk Management (RM) Sub Code: . Option Calculator.Hedger. Forward & Future Markets Introduction. They are also required to frame their own trading strategies in the volatile market 2. Forward.MBA-II Semester-IV Sub Name: . 45 hours. Margins. Option Trading Strategies-Naked and Hedge. (70 of External Sessions exam) Module No: Module Content I Introduction to Cash & Derivative Market. Put-call parity relationship. Option Pricing Models-Black schools & Binomial Model. Factors affecting option pricing. Standardization of Derivative Contracts & other basic concepts. hedging & Speculation. Financial Derivatives are discussed in terms of their valuation. Course Content: Marks No. Exotic Options and Credit Derivatives 7 15 Practical Module: • Analyzing Various Derivative Contract Specifications from Exchanges • Mark to Market Margin Calculation on Real time data from Exchanges • Understanding the trading and settlement process and other documentary requirements at Brokers’ office to open the trading account V • Calculating the futures and options price with cost of carry. Evaluation: A Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) B Mid-Semester Examination C End –Semester Examination 6. Teaching Methods: The following pedagogical tools will be used to teach this course: 1. binomial and BS Models on real time data from Exchange & analyzing them with current market price • Forming of different futures and options trading strategies with the real time data from Exchange • Forming of Hedging with real time data from commodities and currency Exchanges 8 (20 Marks of CEC Internal Evaluation) 4. Assignments & Presentations 3. Currency & Interest rate Swaps. Case Analysis 4. No. Numerical Problems Solving 5. Introduction to Interest rate Derivatives in India. T1 Author Sundaram Janakiramanan Rajiv Srivastava Varma Name of the Book Derivatives and Risk Management Derivatives & Risk Management Derivatives & Risk Management Publisher Pearson Education Edition Latest Edition T2 T3 Oxford University Latest Edition Tata McGraw hill Latest Edition GTU / Syllabus –MBA IV / 43 .IV Innovations in Indian Derivative Market Introduction to Commodity and Currency Derivatives v/s OTC Derivatives-Foreign currency market & currency contracts in India. T-bill market in India. Bond Futures. Lectures & Discussions 2. Basic Text Books: Sr. Miler Name of the Book Futures and Option Markets Risk Management & Derivative Derivatives Valuation and Risk Management Financial Derivatives and Risk Management Futures and Options Derivatives & Risk Management Publisher Pearson Education Cengage Oxford University Press Himalaya Edition Latest Edition Latest Edition Latest Edition R4 O. Dubofsky and Thomas W. ICFAI journal of Derivative Market 6.: The students will have to refer to past issues of the following journals and websites in order to get relevant topic/information pertaining to the subject. Meaning & types of Derivative. Business Standard 2. Clearing and Settlement System 2 3 GTU / Syllabus –MBA IV / 44 . Business India 8.Agrawal Latest Edition R5 R6 Vohra & Bagri Madhumati and Ranganatham Tata McGraw hill Pearson Latest Edition Latest Edition 8.7. Reference Books: Sr. 1 Topic Basic Market Concepts & Mechanics of Cash and Derivative Market. Finance India 10. SEBI. Financial Express 4. Participants of Derivatives What is Risk? Types of Risk. RBI Websites 5. Financial Risk Management 9. R1 R2 R3 Author John C. No. Hull Rene M. Session Plan: Session no. 1. NSE & BSE. Business World 9. Stulz David A.P. FMC. The Economic Times 3. Risk Management. List of Journals / Periodicals / Magazines / Newspapers / Websites etc. Treasury Management 11. Business Today 7. Evolution and growth of Derivative. Risk in Derivative trading The Derivative Market in India: Trading. 4-5 6-7 8 9 10-11 12-13 14 15 16-17 18 19 20 21 22 23-24 25-26 27 28 29-36 The regulation of Derivative Trading in India: Role of SEBI. Interest Rate and Interest Rate Futures (Ch-3 and Ch-8-T1 and Ch-6 T-2) Currency & Interest rate Swaps (Ch-7-T-2) Exotic Options and Credit Derivatives (Ch-13-14 – T2) • • • • Practical Module: Analyzing Various Derivative Contract Specifications from Exchanges Mark to Market Margin Calculation on Real time data from Exchanges Understanding the trading and settlement process and other documentary requirements at Brokers’ office to open the trading account Calculating the futures and options price with cost of carry. Specifications. Margins and MTM. Types of Orders. Forwards Vs Futures. Concept of VAR (T3) Introduction to Commodity Futures contracts in India (Ch-3-T2) Introduction to Currency Derivatives contracts in India (Ch-5 T2 and Ch-9 T1) Introduction to Interest rate Derivatives in India. Volume and Open Interest. Visiting the websites of these regulatory bodies and explain their functions Forward Contracts: Meaning. Cost of Carry Models & Basis-Cash Price v/s Future price Hedging Strategies using Futures (Ch-6-T1) Stock Futures & Stock Index Futures (Ch-7-T1 and Ch-4-T2) Fundamentals of Options (Ch-11-T1) Call and Put Options(Ch-12-T1) Option Trading Strategies-Arbitrage (Ch-13-T1) Put-call parity relationship (Ch-14-T1) Option Pricing Models-Binomial Model (Ch-15 -T1) Option Pricing Models-Black scholes Model (Ch-16 -T1) Greek Letters (Ch-18-T1). FMC and RBI. Futures Contracts: Meaning. binomial and BS Models on real time data from Exchange & analyzing them with current market price Forming of different futures and options trading strategies with the real time data from Exchange Forming of Hedging with real time data from commodities and currency Exchanges Understanding the Moneyless of Options with real time data from stock and commodities exchanges Playing the stock market games with the real time data with the software of few financial websites • • • • GTU / Syllabus –MBA IV / 45 . Pricing of Forward & Future Markets. Limitations. Settlement. Mechanics of Futures. Closing out positions. Price. Purpose. How to read Newspaper Quotes. training and experiences. Implementing the Training Programs. Computer based training programme. Strategic/Organizational Analysis. Ethical issues concerning Evaluation Management Development and skills and technical training: Management education. The main purpose is to assist the students in developing skills – soft and hard. i. HRD and HRM. Selecting the Trainer.FUNCTIONAL AREA: HUMAN RESOURCE MANAGEMENT (HRM) MBA – II Semester – IV Sub Name: . coaching and performance management No.e. HRD Functions. Preparing a lesson Plan. interpersonal skills. technical training. professional developments and education. Definitions. Course Objective: The objective of the course is to acquaint the students with Human Resources Management and to develop in them the ability to acquaint them in the corporate world. Evolution of HRD. Selecting training methods. Course Duration: The course duration is of 36 sessions of 75 minutes each. Levels of Need analysis. Mapping and Career Management. Task analysis. Accessing impact of HRD Programs. Framework for HRD Process. Preparing training materials. 45 hours. Scheduling HRD Programs Training Delivery methods. Prioritizing HRD Needs Competency . basic workplace competencies. Models and frameworks of evaluation. Challenges to organizations and HRD. and decision making in the organisations. Purpose of HRD Evaluation. of Sessions Marks (70 External I 8 18 II 8 18 III 8 17 IV 8 17 GTU / Syllabus –MBA IV / 46 .Human Resources Development (HRD) Sub Code: . 2. Professional. Defining the objectives of the HRD interventions. Designing Effective HRD programs. 3. Purpose of Needs. On-Job Training methods. Course Contents: Module No: Module Content Introduction.2840301 1. Definitions of HRD. Role of HRD. Person analysis. Professionals. Classroom Training approaches. Undertake evaluation of existing training conducted by company for skill and competency level before and after training and development programme conducted.Practical Module: 1.Rao Mankin Name of the Book Human Resource Development Designing and Managing Human Resource Systems Human Resource Development Publisher Cengage Learning Oxford Edition Latest Latest Edition Latest Edition Oxford 7. Reference books: GTU / Syllabus –MBA IV / 47 . Cost benefits analysis of any training and Development programme. V 4 (20 Marks of CEC Internal 4. Text Books: Sr. 2. No. 5.V. 4. T1 T2 T3 Author Werner & Desimone Udai Pareekh & T. Thus they will learn through practical exercise. We can specifically focus. where student can undertake practical projects/assignments as a part of CEC. 3. The technique of designing actual training programme for skill development. Teaching Methods: The following pedagogical tools will be used to teach this course: (1) Lectures and Discussions (2) Assignments and Presentations (3) Case Analysis 5. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6. Undertake training impact analysis in any company. Vikalpa. 1-4 Topic Introduction. Task analysis. Session plan: Session no. On-Job Training methods. Person analysis. 9.IIM Banglore. Career management Defining effective HRD programs. R1 Author Pareekh Udai & TV Rao Noe Name of the Book Understanding HRD System Publisher Edition Tata McGraw-Hill Latest Edition R2 Human Resources Development Human Resource Development & Management Tata McGraw-Hill Latest Edition R3 R4 Biswanath Ghosh Vikas Berrett-Koehler Latest Edition Latest Edition Richard A Swanson Foundations of Human and PhD Elwood F. Prioritizing HRD Needs. Preparing a lesson Plan. Management Review. Definitions of HRD. Resource Development Holton P. defining the objectives of the HRD interventions. Competency Mapping. Levels of Need analysis.Sr. HRD and HRM. HR Functions. Human Capital NB: The Instructor/s (Faculty Member/s) will be required to guide the students regarding suggested readings from Text(s) and references in items 6 and 7 mentioned above.IIM Ahmedabad. Lists of Journals/ Periodicals/ Magazines/ Newspapers: Journal of Human Resource Development. Programs (Cases as applicable) Training Delivery methods. Selecting training methods. Scheduling HRD . Challenges to organizations and HRD Professionals. Implementing the Training Programs (Cases as applicable) 48 5-8 9 10-14 15-16 17-20 21-23 GTU / Syllabus –MBA IV / . Framework for HRD process (Cases as applicable) Definitions. Purpose of Needs. Rao Training and Development R5 Excel Latest Edition 8. Selecting the Trainer. Evolution of HRD. No. Class-room Training approaches Computer based training programme. Strategic/Organizational Analysis. Role of HRD Professional. Preparing training materials. L. The technique of designing actual training programme for skill development. 3. Accessing impact of HRD Programs. 4. We can specifically focus. coaching and performance management (Cases as applicable) Practical Module: 1. 5. Models and frameworks of evaluation. Undertake training impact analysis in any company. technical training and interpersonal skills Professional developments and education. 29 30-32 33-36 GTU / Syllabus –MBA IV / 49 . 2. training and experiences (Cases as applicable) Basic workplace competencies. Ethical issues concerning Evaluation (Cases as applicable) Management education.24-28 Purpose of HRD Evaluation. where student can undertake practical projects/assignments as a part of CEC. Thus they will learn through practical exercise. Undertake evaluation of existing training conducted by company for skill and competency level before and after training and development programme conducted. Cost benefit analysis of any training and development programme. 3. outsourcing and its HR implications. 2. Course Contents: Module No: I Module Content No. Course Objective: • This course presents a thorough and systematic coverage of issues related to strategic human resource management and its application. Course Duration: The course duration is of 36 sessions of 75 minutes each.its macro and micro dimensions. of Sessions 7 Marks (70 External exam) 17 Strategic management of Human resources: An introduction. Business strategy. Mergers and acquisitions and HRM Practical Module: • Strategic approach to use Golden Handshake with live Company experiences • Strategic approach to handle retrenchment with live company experiences • VRS scheme as an instrument of strategic change in any organization with live company experiences II 7 17 III 7 18 IV 7 18 V 8 20 Marks of CEC (Internal Evaluation) GTU / Syllabus –MBA IV / 50 . Strategic approach to management structure. job design and work system.An introduction to market driven strategy. Strategic approach to manpower acquisition –recruitment and selection Strategic development of human resources. Strategic management of performance Strategic approach to compensation and benefits. • This course will help the students to think strategically and integrate the activities of HR with the organizations goals. Resource driven strategy Human resource system. Strategic HR planning.2840302 1. Strategic approach to Industrial relations.MBA – II Semester – IV Sub Name: .Strategic Human Resource Management (SHRM) Sub Code: . No. Greer Jeffrey A Mello Name of the Book Strategic Human Resource management Strategic Human resource management Strategic HRM Cengage Publisher Cengage Learning Pearson Cengage Learning Edition 2011 Latest Edition Latest edition Latest edition 7.4. R1 R2 R3 Author Tanuja Agarwala James Baron and David Kreps Schuler and Jackson James N. No. Baron and David M. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6. Reference Books: Sr. Text Books: Sr. Author T1 Das. Kreps Name of the Book Strategic HRM Strategic Human resources Strategic Human resource management Publisher Oxford Wiley Wiley Edition Latest edition Latest edition Latest edition R4 Strategic Human Resources: Wiley Frameworks for General managers Latest edition GTU / Syllabus –MBA IV / 51 . Teaching Method: (a) Case analysis & discussion (b) Projects/ Assignments/ Quizzes/ Class participation etc (c) Compulsory class presentation with live experiences 5. Pulak T2 T3 Charles R. Business India / Business World . Jon Resource Management. and Mary Anne Devanna Graeme Salaman. Managing Knowledge for Angelo DeNisi.R5 R6 R7 R8 R9 R10 R11 R12 Susan E. Jackson. • • • • • • International Journal of strategic human management Asian Journal of Management Cases Harvard Business Review Global Business Review South Asia Economic Journal Economic & Political Weekly. and Huselid. Noel M. Mint GTU / Syllabus –MBA IV / 52 . Strategic Human John Storey. The HR scorecard: Becker. linking people. and Sustained Competitive Michael A. Billsberry Theory and Practice Michael Strategic Human Resources Armstrong Management A Guide to Action Christopher Strategic Human Mabey Graeme Resource Management Salaman and John Storey Christopher Human resource management: a strategic Mabey. Resource Management Tichy. List of Journals/Periodicals/Magazines/Newspapers. David performance Ulrich Jossey – Bass Latest edition Wiley Latest edition Sage Latest edition Kogan Page Latest Edition Sage Latest Edition Blackwell Business Latest Edition ButterworthHeinemann Harvard Business Latest Edition Latest Edition 8. strategy. etc. Strategic Human Fombrun. Graeme introduction Salaman. Hitt Advantage: Designing Strategies for Effective Human Resource Management Charles J. John Storey Chris Hendry Human resource management: a strategic approach to employment Brian E. Mark A. its macro and micro dimensions Strategic HR planning Strategic approach to manpower acquisition –recruitment Strategic approach to manpower acquisition –selection Strategic development of human resources Strategic approach to management structure. job design and work system Strategic management of performance Strategic approach to compensation and benefits Strategic approach to Industrial relations Outsourcing and its HR implications Mergers and acquisitions and HRM Practical Module: • • • Strategic approach to use Golden Handshake with live Company experiences Strategic approach to handle retrenchment with live company experiences VRS scheme as an instrument of strategic change in any organization with live company experiences GTU / Syllabus –MBA IV / 53 . 1-2 3-5 6-7 8-9 10 11-12 13-14 15-16 17-19 20-21 22-23 24 25-26 27-28 29-36 Topic Strategic management of Human resources: An introduction Business strategy.9. Session Plan: Session no.An introduction to market driven strategy Resource driven strategy Human resource system. Course Contents: Module No: I II Module Content No. • Projects/ Assignments/ Quizzes/ Class participation etc • Projects will require working in the organizations to perform a general audit in a group of 4-6 students.Information System Audit & Control (ISA & C) Sub Code: . To understand some of the basic theory underlying computer security policies. 45 hours. resources. placement. Assess the design. Course Objective: To understand the role of the IS auditor and the IS audit function. Teaching Methods: • Case discussion • Discussion on concepts and issues on ISA & C use of in an organization. Operations Management Controls. 3. models. Course Duration: The course duration is of 36 sessions of 75 minutes each. and data can be controlled. Groups are responsible for identifying the organization that they wish to audit and for making arrangements with that organization.2840401 1. Systems Development Management controls. 2. i. of Sessions 7 Marks (70 External exam) 17 Introduction: Information systems and auditing. Quality Assurance Management Controls 7 17 GTU / Syllabus –MBA IV / 54 . Conducting an information system audit The Management Control Framework Top Management Controls.FUNCTIONAL AREA: INFORMATION SYSTEMS MANAGEMENT (ISM) MBA-II Semester-IV Sub Name: . • Case discussion covering a cross section of gaining strategic advantage by applying ISA & C tools and techniques. • Compulsory class presentation with live experiences of world economies 2. Programming Management Controls. Learn models for dealing with risk. Understand the purpose of controls in an information systems environment. Groups that do not identify an organization on their own will have an organization assigned to them. Data Resource Management Controls.e. Learn how access to systems. and quality of controls. Understand the basic issues in auditing computer security policies and mechanisms. and problems. Security Management Controls. Audit Software . Processing Controls. Database Controls.Code Review. Input Controls.Performance Measurement Tools . Evaluation: A Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) B Mid-Semester Examination C End –Semester Examination 6.Evaluating System Efficiency and Effectiveness Information System Audit and Management Managing the Information systems audit function 7 18 7 18 V 8 (20 Marks of CEC Internal Evaluation) 5. Questionnaires.Concurrent Auditing Techniques . and Code Comparison .Interviews. Communication Controls. and Control Flowcharts . Text Books: Sr.Evaluating Asset Safeguarding and Data Integrity . Output Controls Evidence Collection and Evaluation . T1 Wendy Robson T2 Mohan Bhatia T3 Author Ron Weber Name of the Book Information Systems Control and Audit Strategic Management & Information Systems Auditing in Computerized Environment a Publisher Pearson Education Pearson Education Edition Latest Edition ISBN:9788131704721 Latest Edition ISBN13: 9780273615910 ISBN10: 0273615912 Tata Latest Edition Mcgraw Hill GTU / Syllabus –MBA IV / 55 . Test Data. No.III IV The Application Control Framework Boundary Controls. Dataquest.* Latest Edition R4 Gallegos F. Computer Shopper.ifac. 8. List of Journals/Periodicals/Magazines/Newspapers. R1 R2 * Author * Name of the Book Information Technology Management. Computer Express. R2 and R4 material is available internet.: Computer world. Digi-chip. Reference Books: Sr.7. PC World. Audit and Control Study Text and Revision Series Information Technology Management Audit & Control Publisher ICAP Edition Latest Professional Business Publications Latest R3 Mohammad Amjad Bhatti & Muhammad Qaiser Sheikh . No. GTU / Syllabus –MBA IV / 56 . Byte Magazine. Students can also visit their respective websites. etc. Audit & Control Student Study Guide & Revision Material Information Technology Management. etc.org Auerbach Publications ISBN :084932032-1 Latest Edition Latest Edition IT Auditing: Using Controls to Protect McGraw-Hill Information Assets Osborne Media The Management System Auditor's Pearson Handbook Note: * R1. R5 R6 R7 Chris Davis Joe Kausek International Information Technology Guidelines developed by IFAC’s IT Committee Information technology control and audit IFAC’s website www. Code Review. Questionnaires. and Code Comparison Evidence Collection . and Control Flowcharts . Security Management Controls The Management Control Framework: Operations Management Controls.Concurrent Auditing Techniques . 1-2 3-5 6-8 9-10 11-12 13-14 15-16 17-19 20-22 23-24 25-26 27-30 Topic Introduction: Understand the role of information technology in an organization Introduction: Understand the role of information technology in an organization Introduction: Understand the role of information technology in an organization The Management Control Framework: Top Management Controls.9. Quality Assurance Management Controls The Application Control Framework: Boundary Controls. Database Controls. Input Controls The Application Control Framework: Communication Controls The Application Control Framework: Processing Controls. Systems The Management Control Framework: Data Resource Management Controls. Output Controls Evidence Collection .Performance Measurement Tools Evidence Evaluation Evaluating Asset Safeguarding and Data Integrity Evidence Evaluation Evaluating System Efficiency and Effectiveness Information System Audit and Management Managing the Information systems audit function 31-32 33-34 35-36 GTU / Syllabus –MBA IV / 57 . Test Data.Interviews. Security Management Controls The Management Control Framework: Data Resource Management Controls.Audit Software . Session Plan: Session no. MBA-II Semester-IV Sub Name: . Course Content: Module No: Marks (70 External exam) Module Content Organizational Transformation with IT.Assessing the Value of Investing in IT: The Productivity Paradox. i. 2. Enterprise Systems i. Implementing IT. ERP.2840402 1. No. Management Control of Information Technology. Knowledge Management: Benefiting from Core Competencies.Computer The Database. SCM.e.: CRM. Develop the ability to get insights/use the latest enterprise solutions and applications meaningfully towards development of organisations.e. Powerful Networks. 2.Strategic Information Technology Management (SITM) Sub Code: . Components of System. 3. of Sessions I 7 17 II 7 17 III E-business and E-commerce. The Legacy Environment. system. 45 hours. Course Objective: 1. ES for SME’s and MSME’s Decision support system and Intelligent systems. Structuring and Managing The IT Function. Develop an understanding as to how information technology t o o l /systems use strategically for the betterment of the organisation and 3. SRM. Ethical Issues Practical Module: Preparation of Practical Case Study on SITM in any organisation 7 18 IV 7 18 V 8 (20 Marks of CEC Internal Evaluation) GTU / Syllabus –MBA IV / 58 . Course Duration: The course duration is of 36 sessions of 75 minutes each. Understand the role of information technology (IT) function in an organisation. No. B. Evaluation: A B Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) C End –Semester Examination 6. Reference Books: Sr. Lucas. Strategic Decision-Making for T1 Jr. Managers T2 S. Author Name of the Book Publisher Wiley Publication PHI Publication Edition Information Technology: Henry C. Case discussion covering a cross section of gaining strategic advantage by applying IT tools and techniques. No. Discussion on concepts and issues on Strategic use of IT in organization. 5. R1 R2 Author Name of the Book Publisher Edition IT for Management: Efraim TurbanI improving Performance in the Linda Volonino Digital Economy Alexis Leon Enterprise Resource Knowledge Management IT for Managers Wiley TM Hill Wiley Oxford Latest Edition Latest Edition Latest Edition Latest Edition 59 R3 Shelda Debowski R4 Dr. c. b. Textbooks: Sr. Projects/ Assignments/ Quizzes/ Class participation etc. Teaching Methods: The course will use the following pedagogical tools: a.4. Muthukumaran GTU / Syllabus –MBA IV / . Kelkar Strategic IT Management: A concise study Latest Edition Latest Edition The Management of Technology Cengage T3 White/ Bruton And innovation: A strategic Publication approach Latest Edition 7. A. Computer Shopper. Digichip. Wagner Fernandez.R5 Motiwalla Luvai Rajiv Sabherwal Enterprise Systems for Pearson Latest Edition R6 Irma BecerraFernandez Jagan Vaman. List of Journals/Periodicals/ Magazines/ Newspapers etc. NB: The Instructor/s (Faculty Member/s) will be required to guide the students regarding suggested readings from Text(s) and references in items 6 and 7 mentioned above. Dataquest etc. Business Intelligence Wiley Latest Edition R7 ERP in practice Enterprise Resource Planning Knowledge Management Knowledge management TATA McGraw Latest Edition Hill Cengage Latest Edition Publication Pearson Pearson Latest Edition Latest Edition R8 R9 R10 Awad & Ghaziri 8. Computer Express. Nathan Ellen Monk. GTU / Syllabus –MBA IV / 60 . PC World. 1-2 Introduction.Computer system. SCM.9. Structuring and Managing The IT Function Management Control of Information Technology The Legacy Environment Components of System.Computer system. Session Plan: Session Topic no. Powerful Networks Components of System. ERP. SRM. The Database.Organizational Transformation with IT 3-5 6-8 9-10 11-12 13-14 15-16 17-19 20-21 22-23 24-25 26-37 28 29-36 Information Systems in the Enterprise Assessing the Value of Investing in IT: The Productivity Paradox Implementing IT. Powerful Networks E-commerce and E-business Enterprise Systems (i.e.: CRM. The Database. ES for SME’s and MSME’s) Decision and Intelligent Systems Knowledge Management: Benefiting from Core Competencies Ethical Issues in Strategic Information Technology Management Practical Module: Preparation of Practical Case Study on SITM in any organisation GTU / Syllabus –MBA IV / 61 . Currency of Payment . International Logistics Infrastructure – Transportation . International Contracts – Lex Mercatoria . export & Import documents. 3. 45 hours. Incoterms . exchange rate forecasting International commercial documents – Invoices .New Major Specializations International Business Management (IB) . Importance of International Logistics. element of International Logistics . Intermodal transportation. International Insurance . Course Contents: Module No: I Module Content No.e. International supply chain Management. 2. CISG. International Trade theories . truck. Utilities. Course Objective: To understand the strategies used by various companies to manage international supply chain management through theoretical framework.Risk management . Terms of Payment.. i. transportation documents.. International Ocean transportation – types of service . services International land and Multi-modal transportation – Rail . international air transportations – Types of aircrafts . International Business Environment. objectives. Course Duration: The course duration is of 36 sessions of 75 minutes each. Customs clearance – duty . customs clearing process. Packaging for export Packaging functional. Non-tariff barriers.International Supply Chain Management Sub Code: . foreign trade zones. Communication. Using International logistics for competitive advantage Practical Module: Study an organisation involved in export / import and prepare a report on its functioning under the guidance of your subject teacher II 7 17 III 7 18 IV 7 18 V 8 (20 Marks of CEC Internal Evaluation) 62 GTU / Syllabus –MBA IV / . drivers . theories of exchange rate determination. International logistics. milestones .2840501 1. ways of Entry into Foreign Markets. of Sessions 7 Marks (70 External exam) 17 International trade growth. size of vessels . case studies and practical / application module.New MBA-II Semester-IV Sub Name: .system of currency exchange rates . Ricardo Ernst. Branch Latest edition 8. Reference Books: Sr. R1 Author Douglas Long Name of the Book International Logistics Global Supply chain Management Global Supply Chain Management and International Logistics Publisher Kluwar Academic Publishers Group Routledge Edition 2004 or Latest R2 Alan E.4. List of Journals/Periodicals/Magazines/Newspapers. Michel Fender. • Supply chain management • International logistics • Global logistics GTU / Syllabus –MBA IV / 63 . Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6. No. Basic Text Books: Sr. Kouvelis Name of the Book International Supply chain Management Global Operations and Logistics Publisher CENGAGE learning -Indian Edition WILEY India Edition Edition 2007 or Latest T2 2008 or Latest 7. No. Teaching Method: (a) Case discussion (b) Projects/ Assignments/ Quizzes/ Class participation etc (c) Compulsory class presentation with live experiences of world economies 5. T1 Author David & Stewart Philippe-Pierre Dornier. etc. International Contracts – Lex Mercatoria . International logistics International supply chain Management. Intermodal transportation Packaging for export . International air transportations – Types of aircrafts . Ways of Entry into Foreign Markets. milestones . International land and Multi-modal transportation – Rail . Communication. Non-tariff barriers. export & Import documents. customs clearing process foreign trade zones. International Trade theories . transportation documents International Insurance . International Ocean transportation – types of service . CISG. International Logistics Infrastructure – Transportation. Importance of International Logistics. Incoterms Terms of Payment Currency of Payment . Utilities. Using International logistics for competitive advantage Practical Module: Study an organisation involved in export / import / International logistics and prepare a report on its functioning under the guidance of your subject teacher GTU / Syllabus –MBA IV / 64 .Risk management . drivers . 1-2 3-4 5-7 8-9 10-11 12-14 15-16 17-19 20-21 22-23 24-26 27-28 29-36 Topic International trade growth.9. objectives.Packaging functional. exchange rate forecasting International commercial documents – Invoices . Session Plan: Session no.. services . element of International Logistics . theories of exchange rate determination. International Business Environment. size of vessels . Customs clearance – duty . truck.system of currency exchange rates . Various methods of payment. Export documentation framework in India Export marketing – communication with foreign customers. Course Objective: The objective of this subject is to acquaint the student with the subject knowledge in understanding policies. Export certification system. Export pricing and various payment terms.Export – Import Policy. Preshipment inspection – notification of commodities. No. 2. International business environment. The course also aims at developing skills on how to export and import from India. Incoterms 2000 and 2010. Types of importers. Role of ECGC. various types of risk.e. Export regulations in India. import clearance procedure Practical Module: Select any organisation / SMSE involved in either import or export and understand the process.2840502 1. Course Content: Module No: Module Content Introduction to Export and Import. Procedures and Documentation Sub Code: . Export contract and various terms. Course Duration: The course duration is of 36 sessions of 75 minutes each. GATT and WTO’s role in cross border transaction. Import license. Concept of Import management. of Sessions Marks (70 External exam) I 7 17 II 7 17 III 7 18 IV 7 18 V 8 (20 Marks of CEC Internal Evaluation) 65 GTU / Syllabus –MBA IV / . i. Export Promotion Councils. Export finance. importance of special economic zones (SEZs) in industrial development. Registration process. Export incentives for Indian exporters. Risk management for exporter. International transport options. Export shipment procedure Export logistics and supply chain. FERA & FEMA. documentation and related aspects and prepare a report on it. The Export Act. Duty free import authorization scheme. 45 hours. import finance. recognition to inspection agencies. 3. procedures and documentation for Export – Import of goods and services between India and various countries. relaxation from compulsory preshipment inspection.MBA-II Semester-IV Sub Name: . Government of India – Export Import Data Bank (Online) GTU / Syllabus –MBA IV / 66 . etc. Teaching Method: a. List of Journals/Periodicals/Magazines/Newspapers. • All the journals of international logistics. R1 D C Kapoor R2 Francis Cherunilam R3 O P Arora Name of the Book Export management International trade and export management Foreign Trade and Foreign Exchange Publisher Vikas Himalaya Edition Latest edition Latest edition Himalaya Latest Edition 8. Basic Text Books: Sr. Reference Books: Sr. T1 Kumar Aseem T2 T3 Paul Justin and Aserkar Rajiv Mahajan M.ETC. Case discussion b.BANKS. 5. d. Name of the Book Export and Import management Export Import management Export policy. Author No.ECGC. Evaluation: Projects/ Assignments/ Quizzes/ Individual or group A Presentation/ Class participation/ Case studies etc B Mid-Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) C End –Semester Examination 6. Projects/ Assignments/ Quizzes/ Class participation etc c. export and Import • Ministry of Commerce. I.4. Author No. Workshop on Export – Import Management by EXIM Consultants / Experts / Port Government officers from DGFT. procedures and documentation Publisher Excel books Oxford Snow White Publications Edition Latest edition Latest edition Latest edition 7. Compulsory class presentation with live experiences of export import management. Export contract and various terms. FERA & FEMA. relaxation from compulsory pre-shipment inspection. various types of risk. Risk management for exporter. Export regulations in India. importance of special economic zones (SEZs) in industrial development. Export documentation framework in India Export marketing – communication with foreign customers. Export pricing and various payment terms. Export certification system. Various methods of payment. Export finance. GTU / Syllabus –MBA IV / 67 .9. Export Concept of Import management. Export shipment procedure Export logistics and supply chain. GATT and WTO’s role in cross border transaction Registration process. documentation and related aspects and prepare a report on it. Duty free import authorization scheme. Types of importers. import finance. International transport options. recognition to inspection agencies Export incentives for Indian exporters. Pre-shipment inspection – notification of commodities. import clearance procedure Practical Module: Select any organisation / SMSE involved in either import or export and understand the process. Session Plan: Session no. Role of ECGC. The International business environment. Import license. 1-3 4-5 6-7 7-8 9-10 11-12 13-14 15-16 17-19 20-21 22-24 25-26 27-28 29-36 Topic Introduction to Export and Import. Incoterms 2000 and 2010. The trends in investment banking. 3. Investment Banking Perspective in Corporate Restructuring and M&A . Venture Capital and Private Placement. Buybacks and Delisting Restructuring of business and ARCs: Restructuring – Financial and organizational restructuring. 2. Underwriting and Bought Out Deals. Stock price and equity research. Regulatory Aspects of Investment Banking. Re-schedulement and Restructuring. 45 hours. History and Emergence of investment banking. i. of Marks (70 Sessions External exam) I The businesses of investment banking : Investment banks’ role 7 17 and function. rating of instruments 7 17 Module Content II Valuation of companies and business: Equity and Bond Valuation. SARFAESI Act.2840601 1. due diligence III Financial Markets: Understanding of Primary Market (IPO) and Secondary Market.Investment Banking (IBK) Sub Code: . Course Duration: The course duration is of 36 sessions of 75 minutes each. Raising funds through using other debt instruments. Raising Terms loans and working capital and appraisal thereof.Banking & Insurance (B&I) – New MBA-II Semester-IV Sub Name: . Ethics and compliance Differences in corporate governance between corporate clients and investors IV Issue Management: Role of Investment Banking in Primary Market (IPO). ARCs. Objectives: To make the students aware about investment banking. BIFR. The role of investment banks in structuring M&A transactions. Raising capital: Equity and Debt. Equity Research in investment banks.e. Corporate Debt Restructuring. 7 18 7 18 GTU / Syllabus –MBA IV / 68 . financial markets and restructuring of business. Functions of Merchant Banker in Issue Management. valuation of companies. Fund Raising through Private Equity. Business Valuation Models. Course Contents: Module No: No. Types of investment banks. including international funding. Reference Books: Sr. Teaching Method: The following pedagogical tools will be used to teach this course: a. No. 8 (20 Marks of CEC Internal Evaluation) 4. Lectures and Discussions b. Text Books: Sr. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6. Role Playing c. Assignments and Presentations 5.V Practical Module: Prepare a project of your choice using the theoretical fundamentals in above modules and also prepare a project report under the guidance of your subject teacher. Author No. R1 R2 R3 R4 Author Candra Finnery Bhattacharya Prasana Chandra Project Management& Appraisal Working Capital Management Damodaran On Valuation Taxmann Publication Latest edition Wiley Publication Latest edition Name of the Book Corporate Valuation Project Financing Working Capital Management Project Planning. T1 Pratap G Subramanyam Name of the Book Investment Banking Publisher TATA McGraw Hill Wiley Publication Oxford Publication Edition 2011 Latest edition Latest edition Latest edition T2 Ranjan Rakesh Investment Banking T2 Khatua T3 Dr R P Rustogi T4 Ashwarath Dampdaran 7. concepts Publisher TMH publication Edition Latest edition Wiley Publication Latest edition PHI publication TMH Publication Latest edition Latest edition GTU / Syllabus –MBA IV / 69 . Business Valuation Models. The trends in investment banking. etc. Buybacks and Delisting Restructuring – Financial and organizational restructuring. including international funding. History and Emergence of investment banking Types of investment banks. Due diligence Financial Markets: Understanding of Primary Market (IPO) and Secondary Market Fund Raising through Private Equity. The role of investment banks in structuring M&A transactions. Venture Capital and Private Placement Regulatory Aspects of Investment Banking. 1-2 3-4 5-6 7 8-9 10-11 12-13 14-15 16-17 18-19 20-21 22-23 24-25 26-28 Topic Investment banks’ role and function. Raising capital: Equity and Debt Raising funds through using other debt instruments. rating of instruments Raising Terms loans and working capital and appraisal thereof Valuation of Companies and Business. BIFR. Equity and Bond Valuation. Stock price and equity research.8. Functions of Merchant Banker in Issue Management Underwriting and Bought Out Deals. Buybacks and Delisting Underwriting and Bought Out Deals. Reschedulement and Restructuring. Journal of Finance and Economics.: Journal of Finance. Ethics and compliance Differences in corporate governance between corporate clients and investors Issue Management: Role of Investment Banking in Primary Market (IPO). Equity Research in investment banks Investment Banking Perspective in Corporate Restructuring and M&A . SARFAESI Act. ARCs. Practical Module: Prepare a Case Study or project report on any topic mentioned above. Journal of Banking and Finance. 9. Corporate Debt Restructuring. 29-36 GTU / Syllabus –MBA IV / 70 . Session Plan: Session no. List of Journals/Periodicals/Magazines/Newspapers. level of risk and insurance. classification of risk. Risk Management Process. kinds of underwriting. motor insurance claim.e. insurance and indemnity. fire insurance claims. i. 45 hours. mediclaim. 3. types of rating.Insurance and Risk Management Sub Code: . Individual and Group Risks. Risk Vs.2840602 1. pricing and premium setting. general guidelines for settlement of claims. Underwriting: Philosophy of underwriting. Risk Management guidelines and responsibilities. No. marine insurance claim. Social and Economic benefits of insurance. underwriting of non-life insurance. claim on consignment by road/rail personal accident. Uncertainty. Government and Controlling Authorities. Risk Management Objectives. Types of Insurance. Course Contents: Module No: Module Content Concept of Risk. insurance as risk transfer mechanism. Financial and Non Financial Risks. Pure and Speculative Risk. Risk Management and derivatives. theft /burglary insurance.MBA-II Semester-IV Sub Name: . Course Duration: The course duration is of 36 sessions of 75 minutes each. 2. Static and Dynamic Risk. Course Objective: The objective of this course is to make students understand the concepts and application of insurance and risk management in insurance. Methods of handling risks. Risk Management Control. Quantifiable and nonquantifiable risk. requisites of good underwriting. underwriting of life insurance. Claim Management: claim settlement in general insurance. Insurance Reforms Element of an insurance risk. Types of Risks. Types of pure risks. tariff/ rate making in general insurance. Insurance and Risk: Introduction to Insurance. of Sessions Marks (70 External exam) I 7 17 II 7 17 III 7 18 GTU / Syllabus –MBA IV / 71 . Technical provision. Role of Re-insurers. Author No. Basic Text Books: Sr. • Insurance and Risk Management. List of Journals/Periodicals/Magazines/Newspapers. Ratio analysis of insurance company. ALM.K. investment by insurance Company.Gupta Name of the Book Insurance and Risk Management Publisher Himalaya Publishing House Macmillan Pearson Edition Latest T2 T3 S. Techniques of reinsurance. Projects/ Assignments/ Quizzes/ Class participation etc c. Case discussion b. Teaching Method: a. Risk Margin. valuation of assets and liabilities. Risk and Return trade off. Reinsurance. suggested by the faculty guides. 7 18 V Practical Module: Preparation of Projects/ Case Studies on insurance company.IV Financial Aspects of Insurance Companies: Financial objective of an insurance Company. Evaluation: A B Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) C End –Semester Examination 6. ICFAI Publication • Insurance Journal • Risk and Derivatives GTU / Syllabus –MBA IV / 72 . 8 (20 Marks of CEC Internal Evaluation) 4. T1 P. responsibilities of finance manager. Hedging. Compulsory class presentation with live experiences of world economies 5.etc. issues and challenges of Indian reinsurance. performance measurement of insurance company. Arunajatesan & T Risk Management and Insurance R Viswanathan George E Rajda Principles of Risk Management and Insurance Latest Latest 7. claim on consignment by road/rail personal accident. Individual and Group Risks. kinds of underwriting. Insurance and Risk: Introduction to Insurance. Ratio analysis of insurance company.8. Methods of handling risks. Types of Risks. Role of Re-insurers. Quantifiable and non-quantifiable risk. Session Plan: Session no. types of rating. tariff/ rate making in general Insurance. Risk Management and derivatives. Static and Dynamic Risk. responsibilities of finance manager performance measurement of insurance company. Insurance Reforms Element of an insurance risk. Hedging. in consultation with faculty guide. Risk Management Control. fire insurance claims. Technical provision Risk Margin. level of risk and insurance. marine insurance claim. Insurance as risk transfer mechanism. Uncertainty. Types of Insurance Social and Economic benefits of insurance. 1-2 3-4 5-7 Topic Concept of Risk. Types of pure risks Financial and Non Financial Risks. Risk Management Objectives. investment by insurance company Practical Module: Practical Assignments: preparation of at least two case studies or minor project report on any topic mentioned above. Government and Controlling Authorities. Pure and Speculative Risk. Risk Management guidelines and responsibilities. Risk Management Process. valuation of assets and liabilities. Risk Vs. theft /burglary insurance Financial Aspects of Insurance Companies: Financial objective of an insurance Company. Claim Management: general guidelines for settlement of claims. ALM. Reinsurance. claim settlement in general insurance . requisites of good underwriting. underwriting of life insurance. 8-9 10-11 12-13 14-16 17-19 20-21 22-23 24-26 27-28 29-36 GTU / Syllabus –MBA IV / 73 . Risk and Return trade off. issues and challenges of Indian reinsurance. underwriting of non-life insurance pricing and premium setting. Techniques of reinsurance. classification of risk. mediclaim. motor insurance claim. Underwriting: Philosophy of underwriting. insurance and indemnity. Importance of Cooperatives in Today’s World. The course aims to help students to understand the strengths and challenges of cooperatives and use their management skill to convert the challenges into opportunities.2840701 1. No. 45hours.e. Course Duration: The course duration is of 36 sessions of 75 minutes each.New MBA-II Semester-IV Sub Name: . Role of State Govt.Cooperative Management (CM) Sub Code: . which will help them to understand special as well as distinguished features of cooperative management. in development of Cooperatives. Processing Cooperative and Service Cooperatives. community management. Credit and Non Credit Cooperatives . A SWOT Analysis of Agricultural Co-operatives. Continuing Relevance and Future Potential of Cooperatives in Indian Agriculture. participatory management. Cooperatives in a Global Perspective. Management of Funds. Agriculture Processing. Overview of Agricultural Co-operatives in India. including collaborative management. of Sessions I 7 17 II 7 18 III 7 17 GTU / Syllabus –MBA IV / 74 . By studying this course the students will be able to understand the role of cooperatives in the agriculture and rural development. joint management. Important Provisions of Cooperative Societies Act relating to Establishment of cooperative society. and stakeholder management. Management of Cooperatives: Introduction to Bye-Laws of Cooperative Society. 3. Agriculture Marketing. Day to day functioning. Role of Cooperative Movement in Socio economic development in India. By studying this course the students will be able to be familiar with about approaches and techniques of management of cooperatives. 2.Rural & Agro-Based Management (RAM) . i. winding up etc. Types of Cooperatives: Agriculture and Non Agriculture Cooperatives. Theoretical Foundations of Co-operatives. Cooperative Structure. Progress of Co-operatives at a Glance. Marketing Cooperatives. Role of Cooperatives in Agriculture Input supply. Course Objectives: The course aims to educate the students about the role of cooperative sector in the socio economic development of India in general and agriculture and rural development in particular. inspection and audit. Course Contents: Marks (70 External exam) Module No: Module Content Philosophical and Theoretical Foundations of Cooperatives. Hajela Samar K Datta Dr S Nakkiran Name of the Book Cooperation Principles.N. ltd IIMA Jain Book Agency Edition 7thLatest Edition Latest Edition Latest Edition T2 T3 GTU / Syllabus –MBA IV / 75 .NNIUM STUDY) Volume 24 : Cooperatives in Agriculture Cooperative Management Principles and Techniques Publisher Ane Books Pvt. Teaching Methods: The following pedagogical tools will be used to teach this course: • Lectures • Case Discussions and Practical Visits to Cooperative organisations • Audio-visual Material (Using CDs/ Clippings) • Assignments and Presentations 5. T1 Author T.Professional Management in Cooperatives. Sugar Factories. Financial Management and Taxation in Co-operatives Sources of Funds. KRIBHCO. No. Problems and Practice State of the Indian Farmer (A MILLI. Taxation of Indian Cooperatives Practical Module: Students have to study some leading Cooperative organisations like IFFCO. AMUL. Constraints to Financing of Co-operatives. Challenges And opportunities for Cooperatives. Evaluation: A B C Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination End –Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) 6. Financing of Co-operatives. and Cooperative Banks/Credit Societies etc and prepare Case Studies / Success stories. IV 7 18 V 8 (20 Marks of CEC Internal Evaluation) 4. Text Books: SR. etc. journals and books published by different authors may be prescribed. Agriculture Situation in India. New Delhi 11. New Delhi 3. Lucknow 12. 8. New Delhi 2.L. Tamilnadu State Cooperative Union. Gandhinagar 5.A. of India.Mathur Rural Development and Cooperation HRD in Cooperatives R6 Dr.Ansari R2 G. Cooperative Perspectives. Working Papers published by Bankers Institute of Rural Development. CAB Calling. Tamilnadu Journal of Cooperatives. Chennai 6. The Cooperator. published by National Cooperative Union of India. Reinventing Cooperatives : 21st Srivastava JN Century Vision Note: Wherever the standard books are not available for the topic appropriate print and online resources. Published by National Institute of Agriculture Marketing. List of Journals/Periodicals/Magazines/Newspapers. Indian Cooperative Review. Agriculture Marketing. National Institute of Cooperative Management.Madan R3 Ramkishan R4 Sammar K Datta Name of the Book Publisher Edition Cooperative Management Pattern Cooperative Movement in India Management Of Co-Operatives Cooperatives in Agriculture Anmol Publication Mittal Publication Jaico Publicaton IIMA Serial Publication RBSA Publishers. Ministry of Agriculture Govt. Reference Books: Sr. New Delhi NICM Gandhinagar Sahanti Prakashan Deep & Deep Publication Deep & Deep Publication Latest Edition Latest Edition Latest Edition Latest Edition Latest Edition 2000 / Latest Edition Latest Edition Latest Edition Latest Latest R5 VB Jugale & P A Reasserting the co-operative Koli movement R5 B. R1 A. Vaikunth Mehta National Institute of Cooperative Management Pune 4. Land Bank Journal. Encyclopedia of Cooperative Verma HL. Mumbai 7.R. Author No . published by College of Agriculture Banking 10. Working Papers published by Institute of Rural Management. published by Reserve Bank of India 9. NICM Bulletin. RBI Bulletin. T D Tiwari R7 Dr D C Gohil Management of Cooperative Banks R8 Bhatia BS. Anand GTU / Syllabus –MBA IV / 76 . published by National Cooperative Union of India. Land Bank Publication. Garg Management Mahesh R9 Goel BB. Jaipur 8. 1.7. in development of Cooperatives. Sugar Factories. Financing of Co-operatives..9. C r e d i t and Non Credit Cooperatives. Management of Funds. Session Plan: Session no. Continuing Relevance and Future Potential of Co-operatives in Indian Agriculture. Types of Cooperatives: Agriculture and Non Agriculture Cooperatives. winding up etc. Account Keeping and Taxation of Indian Cooperatives: Income Tax Provisions. Constraints to Financing of Co-operatives. Overview of Agricultural Co-operatives in India. Excise etc. Role of Cooperatives in Agriculture Input supply. Role of Cooperative Movement in Socio Economic development in India. M a r ke t i n g C oo p e ra t i ve s . KRIBHCO. Cooperative Structure. Important Provisions of Cooperative Societies Act relating to Establishment of cooperative society. Progress of Co-operatives at a Glance. Internal Sources of Funds and External sources of funds. 14-16 17-18 19-21 22-23 24-25 26 -28 Practical Module: Students have to study some leading Cooperative organisations like 29 to 36 IFFCO. Agriculture Processing. Importance of Co-operatives in Today’s World. Management of Cooperatives: Introduction to Bye-Laws of Cooperative Society. A SWOT Analysis of Agricultural Co-operatives. inspection and audit. and prepare Case Studies / Success stories GTU / Syllabus –MBA IV / 77 . 1-2 3-4 5-7 8-10 11-13 Topic Philosophical and Theoretical Foundations of Co-operatives. VAT. Important Provisions of Cooperative Societies Act relating to Day to day functioning. Role of State Govt. Processing Cooperative and Service Cooperatives. and Cooperative Banks/Credit Societies etc. Co-operatives in a Global Perspective. AMUL. Professional Management in Cooperatives. Theoretical Foundations of Co-operatives. Agriculture Marketing. Challenges and opportunities for Cooperatives Financial Management and Taxation in Co-operatives: Sources of Funds. Based Organization. which will be very much useful for students those who are now planning to make a carrier into NGOs sector. II Procedure to option a license u/s 25 of the co act. This course will be helpful in creating jobs in the NGO sector and also create awareness about social problems faced by the society. Registration procedure. Registration.2840702 1. 45 hours. Human Rights. 3. City Wide Organization. controlling. Environment Protection. of Sessions Marks (70 External exam) Module Content Definition of NGO. Service orientation. . Characteristics of NGO. project formulation. wish for professional advancement in the area of so-called Corporate Social Responsibility. Management of NGO: Planning. Laws related to Public Trust Act. NGO type by level of co-operation: Community.NGO Management (NM) Sub Code: .e. Bye Laws / Memorandum of Association. Non profit organization (NPO) Types of NGOs by orientation: Charitable orientation. National NGOs. International NGOs. NGO and Voluntary Organisation (VO). Course Duration: The course duration is of 36 sessions of 75 minutes each. Consumer protection etc. Society Registration laws. Participatory. Empowering orientation. The course will focus on the basic managerial concepts for establishment and manage an NGO. organizing. Various activities of NGOs. Social values. Course Contents: Module No: No. : Awareness and Services related to Health/ Education/Awareness/ Empowerment of Women and weaker sector. i.MBA-II Semester-IV Sub Name: . Resolutions and Minutes of Meetings. Course Objectives: The MBA programme is primarily intended for the students who would like to engage as professional managers. Documents required. Trust Deed.MoA. Decision making process in NGOs. entrepreneurs or social scientists. Record Keeping. 2. This course is also designed for the potential employees at of corporate sector who. Role of NGOs. RTI. GTU / Syllabus –MBA IV / 7 18 78 . I 7 17 Formation of a Trust or a Society. Public Causes. Meetings of NGO. project implementation. UNODC. III procedure of writing accounts. UNFPA. Income Tax provisions for NGO. Evaluation: A B Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) C End –Semester Examination GTU / Syllabus –MBA IV / 79 . SEWA. ILO.Maintaining Accounts and preparing financial statements. NABARD. Donation. The students may prepare the research Report on the role of CAPART. Audit of NGO. WHO and the World Bank and their contribution to the development of Indian NGO sector or socio economic development of India / Gujarat. outside India. UNESCO. WFP. maintenance of account. UNICEF. External sources with in India. Teaching Method: The following pedagogical tools will be used to teach this course: • Lectures • Case Discussions and Practical Visits to NGOs • Audio-visual Material (Using CDs/ Clippings) • Assignments and Presentations • Workshops by Rural and NGO Promoters / Managers / Experts. AKRSP. NGOs and RTI. NGOs and PIL Funding of NGO operations Internal sources. UNDP. Opening of Bank Account. International V NGOs United Nations' agencies such as UNHCR. Grant in Aid from Govt. 5. Fund raising strategies. General guidelines for raising funds Practical Module: Students have to study some leading Indian and prepare and present the Case Studies / Success stories of NGOs. 7 17 7 18 8 (20 Marks of CEC Internal Evaluation) 4. Legal provisions for IV foreign funding. Nanda Latest Edition 7. R. (Encyclopedia for NGOs Dehli and Voluntary Agencies) Guidelines For NGOs Kanishka Management In India Publishiners Distributors NGO Management: Surendra With Case Studies publication T2 Snehlata Chandra Latest Edition T3 B. I and II Publication.6. Jaipur Latest Edition R6 V.M. Reference Books: Sr. T1 Author Nabhi’s Board of Editors Name of the Book Publisher Edition Latest Edition Nabhi’s Handbook for Nabhi NGOs Vol.Towards a developed civil society NGO Management Mobilizing Managing Financial Resources The Management of NonGovernmental Development Organizations Latest Edition R2 J.Ovasdi Latest Edition R3 S. N. Rengasamy Madurai Institute of Social Science Latest Edition R4 David Lewis Routledge Publication Latest Edition R5 Sudeshkumar Schemes of Central Government for NGOs A Handbook of Financial Jain Publishing House Latest Edition Norms for Project Budgeting Schemes for NGOs in Development Mangal Deep Publication. Goyal GTU / Syllabus –MBA IV / 80 . No . Text Books: Sr.P. No. R1 Author Santap Sanhari Mishri Name of the Book Publisher ICFAI University Press Macmillon Publications Edition NGO an introduction by Management of Non Governmental Organisations . Maintaining Accounts and preparing financial statements. Consumer Protection etc. UNFPA. UNODC. UNESCO. Procedure to option a license u/s 25 of the co act Management of NGO: Planning. Legal provisions for foreign funding Fund raising strategies. procedure of writing accounts.8. Decision making process in NGOs. Social values. Grant in Aid from Govt. UNICEF. Audit and Inspection of NGO Income Tax provisions for NGO . Meetings of NGO. Donations. Memorandum of Association. Formation of a Trust or a Society.. 27 GTU / Syllabus –MBA IV / 81 . Human Rights. NGO and Voluntary Organisation (VO). Laws related to Public Trust Act. Memorandum of Association. Environment Protection. Internal sources of funds. project implementation. External sources of Funds. maintenance of account. Public Cause RTI. General guidelines for raising funds 5-7 8-9 10-12 13-14 15-16 17 18-19 20-21 22-24 25-26 Various State and Central Government Departments / Organisations and Agencies involved in providing financial support to NGOs including Foreign Agencies Practical Module: Students have to study some leading Indian and prepare and present the Case Studies / Success stories of NGOs. UNDP. Donations and Grant receipt from Governments. Opening of Bank Account. Session Plan: Session no. Role of NGOs in society. The students may prepare the research papers 28 to 36 on the role of International NGOs or United Nations' agencies such as UNHCR. Procedure of Registration of Public Trust and Society. 1-2 3-4 Topic Definition of NGO. Individuals and other agencies with in India as well as outside India. Public Trust / Private Trust and Society . Characteristics of NGO. WHO and the World Bank and their contribution to the development of Indian NGO sector or socio economic development of India / Gujarat. controlling. organizing. Public Interest Litigations applicable to Public Trust Funding of NGO operations . Indian Societies Registration laws Documents required. Trust Deed. project formulation. ILO. . Non profit organization (NPO) Various activities of NGOs Awareness and Services related to Health/ Education/Awareness/Empowerment of Women and weaker sector. WFP. Obtaining of Certificates for Income Tax Rebate / Concessions Right to Information Act. Resolutions and Minutes of Meetings. Aircraft etc). GTU / Syllabus –MBA IV / 82 .2840801 The Immersion Study of Social Business (or Enterprise) subject carries total 6 credits out of which 3 credits are given for theory exam and 3 credits will be given for practical / immersion study performed by the student with a company / government organization / NGO in India or Asia. Government etc. 3 cases will be major/comprehensive case studies and will cover major areas of the subject.Asian Business (Immersion Study) . while other 3 case studies will be issue-based / sectorial cases as determined by the teaching professor / faculty member / industry expert.e. consisting of all the case studies discussed in the class as well as during industry visits. The professor / teacher may select cases related to the subject. Private or Joint Sector Corporations / Companies in Telecom. minimum 2 cases should be of private firms or companies / government organizations / NGOs / PPP (Public Private Partnership) which are operating out of India i. in Asia or other foreign countries. Out of 6 case studies. Forest Waste etc). Examples of Social Business / Enterprise are Public. Technology. Public Transportation including Railways. Energy (Wind / Solar / Tidal / Wave / from Agriculture Waste like Sugercane Bagasse. Business. Also out of total 6 cases.New MBA-II Semester-IV Sub Name: . Water Management. Other cases may be from India under any ownership format as mentioned above. The course will consist of minimum 6 case studies to be selected by the professor / faculty teacher / students and discussed in the class. Gas. The student will prepare a Report at the end of the semester. Power (Electricity). Roads. Rice Bran. Industry. Food and Agriculture Processing. Environmental Projects. SEZ (Special Economic Zones).Immersion Study of Social Businesses (ISSB) Sub Code: . Bus. Ship. Dams and other infrastructure management and social / rural development projects. and may even publish select cases in reputed / referred journals of Management. Course Contents: Module No: Module Content No. 2.2840901 1. Course Objective: To make the students aware of the nature of interdependence between various aspects of Economic Development and the Environment and to sensitize them to the issues related to Economic Development and Environmental Sustainability. III Health Services and the Environment. Course Duration: The course duration is of 36 sessions of 75 minutes each. Market Oriented Approach to Development and Environment. IV International Trade and the Environment. 45 hours.Sustainable Global Businesses (Immersion Study) . 7 18 7 18 8 (20 Marks of CEC Internal Evaluation) 4. of Sessions Marks (70 External exam) 17 The Stages of Economic Development Paradigms. Teaching Method: GTU / Syllabus –MBA IV / 83 . Practical Module: Study any one aspect of the Economic Development and write a Term Paper indicating its Sensitivity towards Environmental V Sustainability and present the same in the class. 3. Technology and the Environment. External Debt and the Environment. Women and the Environment.New MBA-II Semester-IV Sub Name: . i.e. The Term Paper may be given to an individual student or to a group of 2 to 3 students.Environmentally Sustainable Development (ESD) Sub Code: . Rural Development and the Environment. I Poverty and Environmental Degradation Population and the Environment. 7 II 7 17 Education and the Environment. Multinational Enterprises and the Environment. (a) Lecture Method and Class Discussion (b) Case Discussion and Class Participation. 5. Sept. and Farid Development – Mirbagheri Challenges. T1 Asayehgn Desta Name of the Book Publisher Praeger Publishers Edition New Edition. 1 edition ISBN: 9780203016671 Sage Publications 1st Edition: 2010 Praeger Publishers ISBN: 9780275957414 Year-1999 GTU / Syllabus –MBA IV / 84 . Evaluation: A B Projects/ Assignments/ Quizzes/ Individual or group Presentation/ Class participation/ Case studies etc Mid-Semester Examination Weightage 50 marks (Internal Assessment) Weightage 30 marks (Internal Assessment) Weightage 70 marks (External Assessment) C End –Semester Examination 6. Taisha Sustainable Abraham. Strategies and Practices in a Globalizing World T4 Asayehgn Desta. Author No. (c) Compulsory class presentation of the Term Paper. Environmentally Francoise O. Text Books: Sr.-1999 ISBN: 9780275966287 Environmentally Sustainable Economic Development T2 Chris Barrow Environmental Management for Sustainable Development T3 Editors: Anastasia Education for Nikelopoulou. Lepage Sustainable Economic Development Routledge. Desta. Environmentally Desta. 5-7 Poverty and Environmental Degradation 8-9 Population and the Environment. Sustainable Development CRC Press Policy And Mudacumura. Practical Module: Study any one aspect of the Economic Development and write a Term Paper indicating its Sensitivity towards Environmental Sustainability and Present the same in the class. Multinational Enterprises and the Environment.: Any journal and magazine related to environment and sustainable business enterprise published from India or abroad. M. 1-2 THE Stages of Economic Development Paradigms. And Administration Haque R2 Shamsul Asayehgn Desta. Lepage Sustainable Economic Development Publisher CRC Press Edition Dec. The Term Paper may be given to an individual Student or to a group of 2 to 3 students. Health Services and the Environment. Session Plan: Session Topic no. Author Name of the Book No. 9. etc. External Debt and the Environment. International Trade and the Environment.-2005 1 edition ISBN: 9780203016671 8. List of Journals/Periodicals/Magazines/Newspapers. GTU / Syllabus –MBA IV / 85 . Francoise O. Management for Sustainable Development Dec. Technology and the Environment. M. Sustainable Development Policy Mudacumura. 3-4 Market Oriented Approach to Development and Environment. Reference Books: Sr. Desta Mebratu.-2005 Praeger Publishers ISBN: 9780275957414 Year-1999 R3 Gedeon M. Education and the Environment. 10-11 Women and the Environment. Administration Shamsul Haque Barrow R4 Chris Environmental Routledge. R1 Gedeon M. 12-14 15-16 17-19 20-21 22-23 24-26 27-28 29-36 Rural Development and the Environment. Desta Mebratu.7. • Further policy changes required or expected due to impact of technology. Public Transportation including Railways. the Regulators and Society (CRS) Sub Code: . GTU / Syllabus –MBA IV / 86 . Industry.2840902 For the subject ‘The Corporation. the Regulators and Society’ as an Immersion Study.The Corporation. consisting of all the case studies discussed in the class / at the industry visit. Aircraft etc). Dams and other infrastructure management projects. • How the situation in the society changes due to this kind of technology change or policy change. Chemicals. Private. • Further study the results due to the impact. and also can publish select cases in reputed /referred journals of Management. market competition. Bus. SEZ (Special Economic Zones). Gas.MBA-II Semester-IV Sub Name: . Rice Bran. PPP or Joint Sector Corporations / Companies operating in highly regulated environment like petrochemicals. Water Management. Ship. Examples are Public. Energy (Wind / Solar / Tidal / Wave / from Agriculture Waste like Sugarcane Bagasse. Technology. The student will prepare a Report at the end of the semester. Forest Waste etc). • Study the new situation and is impact on corporate and society. Government etc. Environmental Projects. Roads. Power (Electricity). Telecom. Pharmaceuticals. World Trade Organization (WTO) etc. the student is required to select a corporate / listed or non-listed company and study the following through at least 6 Case Studies including 3 major cases and 3 small cases / caselets. Food and Agriculture Processing. consumer pressure. pressure from international business community. government policies. Business. At least 50% cases should be from India and 50% from any other countries of choice by the professor and student together: • Changes happening in the company/industry due to technology change or policy change.