orth Maharashtra University, Jalgaon

FACULTY OF COMMERCE & MANAGEMENTFACULTY OF COMMERCE & MANAGEMENT

Syllabus of Master in BusinessSyllabus of Master in Business

Administration (MBA-II)Administration (MBA-II)

W.E.From 2015-16W.E.From 2015-16

--

orth Morth M aharashtra Uaharashtra U niversiniversity,ty,

JalgaonJalgaon

North Maharashtra University, JalgaonNorth Maharashtra University, Jalgaon(NACC Accredited ‘A’ Grade University)(NACC Accredited ‘A’ Grade University)

FACULTY OF COMMERCE & FACULTY OF COMMERCE & MANAGEMENTMANAGEMENT

PPROPOSEDROPOSED SSTRUCTURE OFTRUCTURE OF MMASTER INASTER IN BBUSINESSUSINESS AADMINISTRATIONDMINISTRATION ((M.B.A.)M.B.A.)

Semester-IISemester-III I and IV w.eand IV w.e.f . July .f . July 20152015

Paper Paper Semester-III Semester-III Paper Paper Semester-IVSemester-IV

301 301 Strategic Strategic Management Management 401 401 Current Current Business Business ScenarioScenario

302 302 Management Management Information Information System System & & ERP ERP 402 402 e-Commerce e-Commerce & & Excellence Excellence ManagementManagement

303 Legal 303 Legal Aspects Aspects Of Of Business Business 403 403 Indian Indian Commercial Commercial LawsLaws

304 304 Specialization-I Specialization-I 404 404 Entrepreneurship Entrepreneurship & & Project Project ManagementManagement305 305 Specialization-II Specialization-II 405 405 Specialization-VSpecialization-V

306 306 Specialization-III Specialization-III 406 406 Specialization-VISpecialization-VI

307 307 Specialization-IV Specialization-IV 407 407 Specialization-VIISpecialization-VII

308 308 Field Field Work/ Work/ Survey Survey Report Report 408 408 Project Project Report Report & & Viva-VoceViva-Voce

Semester-I Semester-I and II wand II w.e.f. .e.f. July 2014July 2014

Paper Paper Semester-I Semester-I Paper Paper Semester-IISemester-II

101 101 Management Management Science Science 201 201 Business Business Research Research MethodsMethods

102 102 Corporate Corporate Communication Communication Skills Skills 202 202 Information Information Technology Technology For For ManagersManagers103 Managerial 103 Managerial Economics Economics 203 203 Global Global Economics Economics ScenarioScenario

104 104 Human Human Resource Resource Management Management 204 204 Marketing Marketing ManagementManagement

105 105 Business Business Accounting Accounting 205 205 Management Management AccountingAccounting

106 106 Organizational Organizational Behavior Behavior -I -I 206 206 Organizational Organizational Behavior– Behavior– IIII

107 107 Corporate Corporate Social Social Responsibility Responsibility 207 207 Financial Financial ManagementManagement

108 108 Quantitative Quantitative Techniques Techniques 208 208 Operations Operations ManagementManagement

Specialization (Any One)Specialization (Any One)

A A Financial Financial ManagementManagement

B B Marketing Marketing ManagementManagement

C C Human Human Resource Resource ManagementManagement

D D Operations Operations & & Materials Materials ManagementManagement

E E International International Business Business ManagementManagement

F F Agro Agro Business Business ManagementManagement

G G Information Information Technology Technology & & SystemsSystems

ManagementManagement

H H Retail Retail ManagementManagement

I I Hospitality Hospitality ManagementManagement



STRUCTURE OF MASTERSTRUCTURE OF MASTER ININ BUSINESSBUSINESS ADMINISTRATIONADMINISTRATION (M.B.A.)(M.B.A.)

Semester-I Semester-I and and IIII

PaperPaper Semester-ISemester-I

Maximum marksMaximum marks

PaperPaper Semester-IISemester-II

Maximum marksMaximum marks

Int.Int. Ext.Ext.TotaTota

llInt. Ext. TotalInt. Ext. Total

101 101 Management Management Science Science 40 40 60 60 100 100 201 201 Business Business ResearchResearch

MethodsMethods

40 40 60 60 100100

102 Corporate102 Corporate

Communication SkillsCommunication Skills

40 40 60 60 100 202 100 202 Information Information TechnologyTechnology

For ManagersFor Managers

40 40 60 60 100100

103 103 Managerial Managerial Economics Economics 40 40 60 60 100 100 203 203 Global Global EconomicsEconomics

ScenarioScenario

40 40 60 60 100100

104 104 Human Human ResourceResource


40 40 60 60 100 100 204 204 Marketing Marketing Management Management 40 40 60 60 100100

105 105 Business Business Accounting Accounting 40 60 40 60 100 100 205 205 Management Management Accounting Accounting 40 40 60 60 100100

106 106 Organizational Organizational Behavior Behavior -I 4-I 40 0 60 60 100 100 206 206 Organizational Organizational BehaviorBehavior

– II – II

40 40 60 60 100100

107 107 Corporate Corporate SocialSocial

ResponsibilityResponsibility

40 640 60 0 100 100 207 207 Financial Financial Management Management 40 40 60 60 100100

108 108 Quantitative Quantitative Techniques Techniques 40 40 60 60 100 100 208 208 Operations Operations Management Management 40 40 60 60 100100

Total Total Maximum Maximum Marks Marks 320 320 480 480 800 800 Total Total Maximum Maximum Marks Marks 320 320 480 800480 800

Semester-IISemester-III I and and IVIV

PaperPaper Semester-IIISemester-III Maximum marksMaximum marks

PaperPaper Semester-IVSemester-IVMaximum marksMaximum marks

Int.Int. Ext. Ext. Total Total Int. Int. Ext. Ext. TotalTotal

301 301 Strategic Strategic Management Management 40 40 60 60 100 100 401 C401 Current urrent Business Business Scenario 40 Scenario 40 60 60 100100

302 Management302 Management

Information System &Information System &

ERPERP

40 40 60 60 100 100 402 402 e-Commerce e-Commerce & & ExcellenceExcellence


40 40 60 60 100100

303 303 Legal Legal Aspects Aspects OfOfBusinessBusiness

40 40 60 60 100 100 403 In403 Indian dian Commercial Commercial Laws Laws 40 40 60 60 100100

304 304 Specialization-I Specialization-I 40 40 60 100 60 100 404 404 Entrepreneurship Entrepreneurship &&

Project ManagementProject Management

40 40 60 60 100100

305 305 Specialization-II Specialization-II 40 40 60 60 100 100 405 405 Specialization-V Specialization-V 40 40 60 60 100100

306 306 Specialization-III Specialization-III 40 40 60 60 100 100 406 406 Specialization-VI Specialization-VI 40 40 60 60 100100

307 307 Specialization-IV Specialization-IV 40 40 60 60 100 100 407 407 Specialization-VII Specialization-VII 40 40 60 60 100100

308 308 Field Field Work/ Work/ SurveySurvey

ReportReport

40 40 60 60 100 100 408 408 Project Project Report Report & & Viva-Viva-

VoceVoce

40 40 60 60 100100

Total Total Maximum Maximum Marks Marks 320 320 480 480 800 800 Total Total Maximum Maximum Marks Marks 320 320 480 800480 800



STRUCTURE OF MASTERSTRUCTURE OF MASTER ININ BUSINESSBUSINESS ADMINISTRATIONADMINISTRATION (M.B.A.)(M.B.A.)

W.E.FW.E.FROMROM JJULYULY 20142014

1.1. TITLE OF THE DEGREETITLE OF THE DEGREE

This degree shall be titled as Master in Business Administration (MBA) with the mention of This degree shall be titled as Master in Business Administration (MBA) with the mention of Specialization in theSpecialization in the

bracket as “MBA (Specialization)”. This new curricula shall be bracket as “MBA (Specialization)”. This new curricula shall be effective from July 2014.effective from July 2014.

2.2. DURATIONDURATION

The regular Full Time Course shall be of 2 Years duration; comprising of 4 Semesters through Theory papers,The regular Full Time Course shall be of 2 Years duration; comprising of 4 Semesters through Theory papers,

Practical, Project report, Field work, Viva-voce, and such other Continuous Evaluation Systems as may bePractical, Project report, Field work, Viva-voce, and such other Continuous Evaluation Systems as may be

prescribed, in this respect, from time to time.prescribed, in this respect, from time to time.

3.3. ELIGIBILITY FOR ADMISSIONELIGIBILITY FOR ADMISSION

As per admission rule framed by the Directorate of Technical Education, Government of Maharashtra.As per admission rule framed by the Directorate of Technical Education, Government of Maharashtra.

4.4. PATTERNPATTERN

3.1.3.1. The suggested curriculum comprises 32 papers. Similarly, the student has to opt for one specialization asThe suggested curriculum comprises 32 papers. Similarly, the student has to opt for one specialization as

specialization comprising 8 papers, of which for 1 paper the student has to undergo Summer Internshipspecialization comprising 8 papers, of which for 1 paper the student has to undergo Summer Internship

Project for minimum period of 7 weeks and 1 paper on field work/Survey Report.Project for minimum period of 7 weeks and 1 paper on field work/Survey Report.

3.2.3.2. Each semester will have 8 papers of 100 marks each, thus comprising 3200 Each semester will have 8 papers of 100 marks each, thus comprising 3200 marks for the Degree.marks for the Degree.

3.3.3.3. The external assessment shall be based on external written examination to be conducted by theThe external assessment shall be based on external written examination to be conducted by the

university at the end of university at the end of the each semester.the each semester.

3.4.3.4. The student shall not be allowed to appear for the semester examination unless the Head/Director ofThe student shall not be allowed to appear for the semester examination unless the Head/Director of

the Department/Institution certifies completion of internal work, regularity, practical etc. The institutionthe Department/Institution certifies completion of internal work, regularity, practical etc. The institution

/ Department shall submit alongwith this certificate Internal marks to the COE of the University./ Department shall submit alongwith this certificate Internal marks to the COE of the University.

3.5.3.5. CGPA system as devised by the CGPA system as devised by the University shall be applicable.University shall be applicable.

3.6.3.6. Continuous evaluation of the students shall comprise the 60+40 pattern; where every paper of 100Continuous evaluation of the students shall comprise the 60+40 pattern; where every paper of 100

marks, shall be divided as External evaluation of 60 marks and Internal continuous assessment of 40marks, shall be divided as External evaluation of 60 marks and Internal continuous assessment of 40

marks.marks.

3.7.3.7. Continuous Internal assessment may Continuous Internal assessment may comprises-comprises-

3.5.1.3.5.1. Two Class tests of 10 Marks each – Total 20 MarksTwo Class tests of 10 Marks each – Total 20 Marks

3.5.2.3.5.2. 20 Marks for Classroom Paper Presentation, Research Paper Presentations at State Seminars,20 Marks for Classroom Paper Presentation, Research Paper Presentations at State Seminars,

Research Paper Presentations at National Seminars, Publications in Research Paper Presentations at National Seminars, Publications in Journals, Practical (ComputerJournals, Practical (Computer

related courses), Presentations of Case Study, Group related courses), Presentations of Case Study, Group Discussions, Book Review, Survey, WorkingDiscussions, Book Review, Survey, Working

Assignment, Active participation in Event Management, Industrial Visit, Placement Activities,Assignment, Active participation in Event Management, Industrial Visit, Placement Activities,

Institutional Branding Activities, Visit to National/International Business Exhibitionist in relatedInstitutional Branding Activities, Visit to National/International Business Exhibitionist in related

subjects (at Least Two activity have to be completed by the student per semester per paper tosubjects (at Least Two activity have to be completed by the student per semester per paper to

be supervised and guided by the be supervised and guided by the concerned subject teacher).concerned subject teacher).

5.5. PASSING STANDARDSPASSING STANDARDS

5.1.5.1. In order to pass the examination the candidate has to obtain 50% marks in aggregate & at least 40%In order to pass the examination the candidate has to obtain 50% marks in aggregate & at least 40%

marks for each head separately, that is 24 marks out of 60 (External) & 16 marks out of 40 marks (Internal)marks for each head separately, that is 24 marks out of 60 (External) & 16 marks out of 40 marks (Internal)

for all courses.for all courses.

5.2.5.2. The student shall be allowed to keep the terms of the next year as per the University rules.The student shall be allowed to keep the terms of the next year as per the University rules.

6.6. GUIDELINES FOR TEACHINGGUIDELINES FOR TEACHING

6.1.6.1. There shall be at least 48 lecture There shall be at least 48 lecture hours per semester per course. The duration of the lectures shall be 6hours per semester per course. The duration of the lectures shall be 600

minutes each. There shall be at least 14-16 weeks of teaching before commencement of examination ofminutes each. There shall be at least 14-16 weeks of teaching before commencement of examination of

respective semester.respective semester.

6.2.6.2. There shall be 4 lectures of 60 min duration / week / paper.There shall be 4 lectures of 60 min duration / week / paper.

6.3.6.3. The semester workload is balanced with 8 full papers of 100 marks each / semester. Thus 384 lecturesThe semester workload is balanced with 8 full papers of 100 marks each / semester. Thus 384 lectures

hours are considered for teaching sessions out of which and 48 lecture / sessions shall be used forhours are considered for teaching sessions out of which and 48 lecture / sessions shall be used for

continuous assessment.continuous assessment.

6.4.6.4. Self-study shall be natural requirement beside the time Self-study shall be natural requirement beside the time table. The Faculty will have ttable. The Faculty will have to exert a little extrao exert a little extra

for cultivating reading habits amongst the students.for cultivating reading habits amongst the students.

6.5.6.5. The teaching method shall comprise a mix of Lectures, Seminars, Group discussions, Brain storming,The teaching method shall comprise a mix of Lectures, Seminars, Group discussions, Brain storming,

Game playing, working assignment, Interactions with Executives etc. so as to prepare the students toGame playing, working assignment, Interactions with Executives etc. so as to prepare the students to

face the global challenges as business executive for this Audio-visual face the global challenges as business executive for this Audio-visual aids and Practical field work shouldaids and Practical field work should

be a major source of acquiring knowledge.be a major source of acquiring knowledge.

6.6.6.6. Case study method preferably shall be used wherever possible for the better understanding of theCase study method preferably shall be used wherever possible for the better understanding of the

students.students.

6.7.6.7. Each institute shall issue annual souvenir as well as a placement brochure separately to each student andEach institute shall issue annual souvenir as well as a placement brochure separately to each student and

a copy of the same shall be submitted to the university before the end of the year.a copy of the same shall be submitted to the university before the end of the year.

7.7. GUIDELINES FOR FIELD WORK/ GUIDELINES FOR FIELD WORK/ SURVEY REPORTSURVEY REPORT

7.1.7.1. Each student shall have to undergo a field work/ Survey Assignment while 3Each student shall have to undergo a field work/ Survey Assignment while 3rdrdSemester.Semester.

7.2.7.2. In the Third semester examination student were to do “field work/ In the Third semester examination student were to do “field work/ Survey Assignment”; compulsorily basedSurvey Assignment”; compulsorily based

on social problems as mentioned in clause 7.4 below. Group of 2 on social problems as mentioned in clause 7.4 below. Group of 2 students is allowed in this. The topic shouldstudents is allowed in this. The topic should

be decided with consultation and guidance of internal teacher of the Institute having enough knowledge ofbe decided with consultation and guidance of internal teacher of the Institute having enough knowledge of

survey. The field work should be survey. The field work should be necessarily Research oriented, Innovative and Problem solving.necessarily Research oriented, Innovative and Problem solving.

7.3.7.3. The departments / institute shall submit the detailed list of candidate with field work/ Survey AssignmentThe departments / institute shall submit the detailed list of candidate with field work/ Survey Assignment

Title, name of the internal guide on or before 31st October of Title, name of the internal guide on or before 31st October of the second year.the second year.

7.4.7.4. The themes for field work should be related (Not Restricted) to Social issues such as -Education, Sanitation,The themes for field work should be related (Not Restricted) to Social issues such as -Education, Sanitation,

Health, Village/Cottage Industry, Watershed Management, Problems Of Slum Area, Tribal Upliftment,Health, Village/Cottage Industry, Watershed Management, Problems Of Slum Area, Tribal Upliftment,

Rehabilitation, Superstitious (Andhashraddha), NGO, Study of Government Welfare Schemes, and as perRehabilitation, Superstitious (Andhashraddha), NGO, Study of Government Welfare Schemes, and as per

necessity of the ynecessity of the yearly social situation in early social situation in that area, that area, etc.etc.

7.5.7.5. The student has to write a report based on the actual Field work, get it certified by the concernedThe student has to write a report based on the actual Field work, get it certified by the concerned

Guide/teacher (With Minimum 2 years of teaching Experience) that the field work/ Survey Assignment hasGuide/teacher (With Minimum 2 years of teaching Experience) that the field work/ Survey Assignment has

been satisfactorily completed and submit one typed copy of tbeen satisfactorily completed and submit one typed copy of the same to the Head / Director of he same to the Head / Director of the institute.the institute.

7.6.7.6. Field work/ Survey Assignment shall be strictly based on primary data. The Sample Size shall be minimumField work/ Survey Assignment shall be strictly based on primary data. The Sample Size shall be minimum

100.100.

7.7.7.7. Student is expected to formulate at least one hypothesis and use SPSS/PASW or similar software for dataStudent is expected to formulate at least one hypothesis and use SPSS/PASW or similar software for data

analysis and Hypothesis Testing.analysis and Hypothesis Testing.

7.8.7.8. field work/ Survey Afield work/ Survey Assignment details should be displayed on institutes websitesssignment details should be displayed on institutes websites

7.9.7.9. field work/ Survey Assignment external viva shall be conducted at the end of Semester IIIfield work/ Survey Assignment external viva shall be conducted at the end of Semester III

7.10.7.10. Viva Voce for one student shall be of minimum 12-15 minutes. The Student has to prepare PowerPointViva Voce for one student shall be of minimum 12-15 minutes. The Student has to prepare PowerPoint

presentation based on field work/ Survey Assignment to be presented at the time of Viva voce.presentation based on field work/ Survey Assignment to be presented at the time of Viva voce.

7.11.7.11. The field work/ Survey Assignment will carry maximum 100 marks, of which internal teacher shall awardThe field work/ Survey Assignment will carry maximum 100 marks, of which internal teacher shall award

marks out of maximum 40 marks on the basis of work done by the student. Remaining marks shall bemarks out of maximum 40 marks on the basis of work done by the student. Remaining marks shall be

awarded out of maximum 60 marks by examining the student through compulsory PowerPoint presentationsawarded out of maximum 60 marks by examining the student through compulsory PowerPoint presentations

followed by Viva-voce, by the panel of the examiners comprises one internal & one External examiner to befollowed by Viva-voce, by the panel of the examiners comprises one internal & one External examiner to be

appointed by the University. Maximum 30 projects per day will be evaluated by per panel.appointed by the University. Maximum 30 projects per day will be evaluated by per panel.

7.12.7.12. No students will be permitted to No students will be permitted to appear for Viva-voce and Semester III exappear for Viva-voce and Semester III examinations, unless and until (s) heaminations, unless and until (s) he

submits the field work/ Ssubmits the field work/ Survey Assignment before the stipulated time.urvey Assignment before the stipulated time.

8.8. GUIDELINES FOR PRACTICAL TRAINING AND GUIDELINES FOR PRACTICAL TRAINING AND SUMMER INTERNSHIP PROJECTSUMMER INTERNSHIP PROJECT

8.1.8.1. Each student shall have to undergo a practical Each student shall have to undergo a practical training for a period of training for a period of not less than 7 weeks during vacationnot less than 7 weeks during vacation

falling after the end of either IIfalling after the end of either IIndnd Semester.Semester.

8.2.8.2. In the Fourth semester viva-voce examination student were to study “Project Work” individually on the basisIn the Fourth semester viva-voce examination student were to study “Project Work” individually on the basis

of Specialization. No group work is allowed in this. The topic should be decided with consultation andof Specialization. No group work is allowed in this. The topic should be decided with consultation and

guidance of internal teacher of the Institute at the end of the first year, so that the student can take up theguidance of internal teacher of the Institute at the end of the first year, so that the student can take up the

training during the vacations. The Project should be necessarily Research oriented, Innovative and Problemtraining during the vacations. The Project should be necessarily Research oriented, Innovative and Problem

solving.solving.

8.3.8.3. The departments / institute shall submit the detailed list of candidate with Project Titles, name of theThe departments / institute shall submit the detailed list of candidate with Project Titles, name of the

organization, internal guide & functional elective to the university on or before 31organization, internal guide & functional elective to the university on or before 31 stst January of the second January of the second

year.year.

8.4.8.4. No teacher shall be entrusted with more than 15 students for guidance and supervision, in case if moreNo teacher shall be entrusted with more than 15 students for guidance and supervision, in case if more

students opt for specific specialization then, Director/Principal of the Institute/College shall certify suchstudents opt for specific specialization then, Director/Principal of the Institute/College shall certify such

project work.project work.

8.5.8.5. The student has to write a report based on the actual training The student has to write a report based on the actual training undergone during the vacations at the specificundergone during the vacations at the specific

selected business enterprise, get it certified by the concerned teacher and selected business enterprise, get it certified by the concerned teacher and head of the department that thehead of the department that the

Project report has been satisfactorily completed and submit Two typed copies of the same to the Head /Project report has been satisfactorily completed and submit Two typed copies of the same to the Head /

Director of the institute.Director of the institute.

8.6.8.6. It is responsibility of Director/Principal of concerned Institute to check the authenticity of Project.It is responsibility of Director/Principal of concerned Institute to check the authenticity of Project.

8.7.8.7. Student may use SPSS software if required.Student may use SPSS software if required.

8.8.8.8. One of the reports submitted by the student shall be forwarded to the University by the Institute before 1One of the reports submitted by the student shall be forwarded to the University by the Institute before 1stst

March.March.

8.9.8.9. The student shall submit Synopsis of Project duly signed by Project guide to concerned head. The Head hasThe student shall submit Synopsis of Project duly signed by Project guide to concerned head. The Head has

to forward the Synopsis by e-mail only to external supervisor appointed by University, if possible.to forward the Synopsis by e-mail only to external supervisor appointed by University, if possible.

8.10.8.10. Project details should be Project details should be displayed on institutes websitesdisplayed on institutes websites

8.11.8.11. Project viva shall be conducted at the end of Semester IVProject viva shall be conducted at the end of Semester IV

8.12.8.12. Viva Voce for one student shall be of minimum 10-15 minutes. The Student has to prepare PowerPointViva Voce for one student shall be of minimum 10-15 minutes. The Student has to prepare PowerPoint

presentation based on Project work to be presented at the time of Viva voce.presentation based on Project work to be presented at the time of Viva voce.

8.13.8.13. 10 % of t10 % of the projects May be given by institute to the students for he projects May be given by institute to the students for summer training as basic research projectssummer training as basic research projects

to be supervised under faculty having enough exposure & knowledge of research.to be supervised under faculty having enough exposure & knowledge of research.

8.14.8.14. The project work will carry maximum 100 marks, of which internal teacher shall award marks out ofThe project work will carry maximum 100 marks, of which internal teacher shall award marks out of

maximum 40 marks on maximum 40 marks on the basis of project the basis of project work done by the student as a work done by the student as a continuous assessment. Remainingcontinuous assessment. Remaining

marks shall be awarded out of maximum 60 marks by examining the marks shall be awarded out of maximum 60 marks by examining the student during Viva-voce, by the panelstudent during Viva-voce, by the panel

of the external examiners to be appointed by the University.of the external examiners to be appointed by the University.

8.15.8.15. No students will be permitted to appear foNo students will be permitted to appear for Viva-voce and Semester IV examinations, unless and until (s) r Viva-voce and Semester IV examinations, unless and until (s) hehe

submits the project report before submits the project report before the stipulated time.the stipulated time.

9.9. ADDITIONAL MAJOR SPECIALIZATIONADDITIONAL MAJOR SPECIALIZATION

8.1.8.1. The student who has passed MBA of this University with a specific specialization may be allowed toThe student who has passed MBA of this University with a specific specialization may be allowed to

appear for MBA examination again, with other specialization by keeping term for the IIIappear for MBA examination again, with other specialization by keeping term for the IIIrdrd and IV and IVthth

semester for the so opted 8 papers of additional specialization. He has to appear for 8 papers includingsemester for the so opted 8 papers of additional specialization. He has to appear for 8 papers including

Project report of the additional specialization so opted.Project report of the additional specialization so opted.

8.2.8.2. He shall be given exemption for all other papers.He shall be given exemption for all other papers.

8.3.8.3. The student has to pay only Tuition fees for one year as may be prescribed from time to time for thisThe student has to pay only Tuition fees for one year as may be prescribed from time to time for this

purpose.purpose.

8.4.8.4. The student is not entitled to receive separate Degree Certificate or Class for this additionalThe student is not entitled to receive separate Degree Certificate or Class for this additional

specialization.specialization.

10.10. STRUCTURE OF THE QUESTION PAPERSTRUCTURE OF THE QUESTION PAPER

9.1.9.1. Each question paper shall be of 60 marks and of 3 hours duration.Each question paper shall be of 60 marks and of 3 hours duration.

9.2.9.2. For Theory papersFor Theory papers there will be 2 Sections. In section I a candidate shall be required to answer 3 there will be 2 Sections. In section I a candidate shall be required to answer 3

questions out of 5 questions & in section II (s)he shall be required to answer 2 questions out of 3questions out of 5 questions & in section II (s)he shall be required to answer 2 questions out of 3

questions. All questions shall carry equal marks i.e. 12 marks each.questions. All questions shall carry equal marks i.e. 12 marks each.

9.3.9.3. For Composite papers (theory and practical / problems)For Composite papers (theory and practical / problems) there will be 2 sections. In section I there will be 2 sections. In section I

(practical/problem) a student shall be required to answer 3 questions out of 5 questions & in section II(practical/problem) a student shall be required to answer 3 questions out of 5 questions & in section II

(Theory) (s)he shall be required to (Theory) (s)he shall be required to answer 2 questions out of 3 questions. All answer 2 questions out of 3 questions. All questions shall carry equalquestions shall carry equal

marks i.e. 12 marks each.marks i.e. 12 marks each.

9.4.9.4. For papers including case For papers including case studies(101, 106, 206, 301, 303 & 403studies(101, 106, 206, 301, 303 & 403) there shall be 2 Sections. In Section I) there shall be 2 Sections. In Section I

(Theory) a student shall be required to answer 3 questions out of 5 questions & in Section II (Case(Theory) a student shall be required to answer 3 questions out of 5 questions & in Section II (Case

studies) 2 case Studies out of 3 case studies to be attempted by the students. All questions shall carrystudies) 2 case Studies out of 3 case studies to be attempted by the students. All questions shall carry

equal marks i.e. 12 marks each.equal marks i.e. 12 marks each.

9.5.9.5. For case studies (Specialization Paper - 406)For case studies (Specialization Paper - 406) out of 5 cases 3 cases should be attempted by the student. out of 5 cases 3 cases should be attempted by the student.

Each case shall carry 20 marks.Each case shall carry 20 marks.

11.11. ELIGIBILITY OF THE FACULTYELIGIBILITY OF THE FACULTY

Strictly As per norms fixed by AICTE / Strictly As per norms fixed by AICTE / UGC and North Maharashtra University (UGC and North Maharashtra University (www.nmu.ac.inwww.nmu.ac.in))

12.12. JOB OPPORTUNITIESJOB OPPORTUNITIES

In India, a Masters in Business Administration is considered as In India, a Masters in Business Administration is considered as an attractive career option as after pursuing this degree,an attractive career option as after pursuing this degree,

the demand of a student in the industry goes up. It is such a degree which makes students ready for a Managerialthe demand of a student in the industry goes up. It is such a degree which makes students ready for a Managerial

level role in the chosen field.level role in the chosen field.

•• Finance forms a major part of the operations of any company and there are great opportunities lying aheadFinance forms a major part of the operations of any company and there are great opportunities lying ahead

for students of MBA for students of MBA finance, The prime areas where opportunities occur arefinance, The prime areas where opportunities occur are Commercial Banking, CorporateCommercial Banking, Corporate

Finance,Finance, Apart from these there are openings as financial planner, credit manager, investor relations officer,Apart from these there are openings as financial planner, credit manager, investor relations officer,

insurance advisor, risk management, money management, real estate planner insurance advisor, risk management, money management, real estate planner and investment banking.and investment banking.

•• Marketing is another common career path for MBA grads. MoMarketing is another common career path for MBA grads. Most large businesses, and many small businesses,st large businesses, and many small businesses,

utilize marketing professionals. Career options exist in areas of branding, advertising, promotions, and publicutilize marketing professionals. Career options exist in areas of branding, advertising, promotions, and public

relations. Some of the job titles include marketing manager, branding specialist, advertising executive, publicrelations. Some of the job titles include marketing manager, branding specialist, advertising executive, public

relations specialist, and marketing analyst.relations specialist, and marketing analyst.

•• HR is another field which is in demand in both public and private sector organizations. One can seekHR is another field which is in demand in both public and private sector organizations. One can seek

employment in public and private sector industries, banking and financial institutions, corporate houses, andemployment in public and private sector industries, banking and financial institutions, corporate houses, and

multinational companies.multinational companies.

•• Operations and Materials management specialization offers a very Operations and Materials management specialization offers a very good scope to graduate engineers and cangood scope to graduate engineers and can

seek jobs in areas such as Material controls specialist, Inventory control specialists, Material planner, Lossseek jobs in areas such as Material controls specialist, Inventory control specialists, Material planner, Loss

control specialist, Production departments and control specialist, Production departments and quality assessment department.quality assessment department.

•• The Information Technology field also needs MBA grads to oversee projects, supervise people, and manageThe Information Technology field also needs MBA grads to oversee projects, supervise people, and manage

information systems. Career options are bright for IT and Systems mgt specialization. Many MBA grads areinformation systems. Career options are bright for IT and Systems mgt specialization. Many MBA grads are

chosen to work as project managers, information technology managers, and information systems managers.chosen to work as project managers, information technology managers, and information systems managers.

•• Agriculture is the backbone to the Indian economy. This sector Agriculture is the backbone to the Indian economy. This sector occupies 17.5% rate in the national GDP. Everyoccupies 17.5% rate in the national GDP. Every

company that is doing business transactions with farmers come under the agribusiness sector. Thereforecompany that is doing business transactions with farmers come under the agribusiness sector. Therefore

opportunities for Agro business management students are tremendous; students can join in the warehousing,opportunities for Agro business management students are tremendous; students can join in the warehousing,

retail, seeds companies, fertilizers and pesticides companies, banks and insurance sectors. They can joinretail, seeds companies, fertilizers and pesticides companies, banks and insurance sectors. They can join

management experts in the agriculture related industries, policy makers in financial industries. A career inmanagement experts in the agriculture related industries, policy makers in financial industries. A career in

agriculture consultancy, journalism, agri banking, hi-tech farming and agriculture engineering sectors also isagriculture consultancy, journalism, agri banking, hi-tech farming and agriculture engineering sectors also is

a possibility.a possibility.

•• Apart from all Apart from all these fields, there exists an opportunities in the export field with specialization as Internationalthese fields, there exists an opportunities in the export field with specialization as International

Business Management. This field has got vast scope in the wake of globalization. The world became small asBusiness Management. This field has got vast scope in the wake of globalization. The world became small as

far as business and technology is concerned, this poses lot of challenges for international businessfar as business and technology is concerned, this poses lot of challenges for international business

opportunities.opportunities.

•• Retail Industry is one of the fastest changing and vibrant industries in the world, and has contributed to theRetail Industry is one of the fastest changing and vibrant industries in the world, and has contributed to the

economic growth of many countries. Indian retail sector has been rated as the fifth most attractive, emergingeconomic growth of many countries. Indian retail sector has been rated as the fifth most attractive, emerging

retail market in the world. Retail industry is expected to grow at a compound rate of 30 per cent over theretail market in the world. Retail industry is expected to grow at a compound rate of 30 per cent over the

next five years. Some of the opportunities available for students after specializing in retail are Customer Salesnext five years. Some of the opportunities available for students after specializing in retail are Customer Sales

Associate, Department Manager, Floor Manager, Category Manager, Store Manager, Retail OperationAssociate, Department Manager, Floor Manager, Category Manager, Store Manager, Retail Operation

Manager, Visual Merchandisers Manager, Back-end Operations Logistics, Warehouse Managers, RetailManager, Visual Merchandisers Manager, Back-end Operations Logistics, Warehouse Managers, Retail

Communication Manager and Retail Marketing Executives.Communication Manager and Retail Marketing Executives.

•• Hospitality management specialization students can find work in catering, conference and eventsHospitality management specialization students can find work in catering, conference and events

management, the entertainment and leisure sector, facilities management, food service management as wellmanagement, the entertainment and leisure sector, facilities management, food service management as wellas Hospital Management and as Hospital Management and Tourism industry. Self-employment is an option Tourism industry. Self-employment is an option with experience, business sensewith experience, business sense

and a sound plan.and a sound plan.

Finally merely a buzz word, MBA, produces lot of opportunities; it is the responsibility of the student to capture theFinally merely a buzz word, MBA, produces lot of opportunities; it is the responsibility of the student to capture the

hand on knowledge to understand the changing needs of the corporate world. One has to make sure that thishand on knowledge to understand the changing needs of the corporate world. One has to make sure that this

conceptual knowledge opens up the doors to enter into the “Corporate world” which is normally conceptual knowledge opens up the doors to enter into the “Corporate world” which is normally our aim. This meansour aim. This means

one can become a successful entrepreneur or a manager depends upon how he/she shapes up with theone can become a successful entrepreneur or a manager depends upon how he/she shapes up with the

knowledge…MBA degree is a GATEWAY.knowledge…MBA degree is a GATEWAY.



EQUIVALENCEEQUIVALENCE OF OLD AND NEW COURCES FOR MASTEROF OLD AND NEW COURCES FOR MASTER ININ BUSINESSBUSINESS ADMINISTRATIONADMINISTRATION (M.B.A.)(M.B.A.)

OldOld

PaperPaperOld courses (w.e.f.- July Old courses (w.e.f.- July 2011)2011)

NewNew

PaperPaper

New courses (w.e.f.- July 2014)New courses (w.e.f.- July 2014)

Semester-ISemester-I

101 101 Management Management Science Science 101 101 Management Management ScienceScience102 Accounting 102 Accounting for for Managers Managers 105 105 Business Business AccountingAccounting

103 103 Managerial Managerial EconomicsEconomics 103 103 Managerial Managerial EconomicsEconomics

104 104 Information Information Technology Technology for for ManagersManagers 202 202 Information Information Technology Technology For For ManagersManagers

105 105 Introduction Introduction To To Operations Operations Mgmt.Mgmt. 208 208 Operations Operations ManagementManagement

106 106 Organizational Organizational Behavior Behavior 106 106 Organizational Organizational Behavior Behavior - - II

107 107 Corporate Corporate Social Social Responsibility Responsibility 107 107 Corporate Corporate Social Social ResponsibilityResponsibility

108 108 Corporate Corporate Communication Communication Skills Skills 102 102 Corporate Corporate Communication Communication SkillsSkills

Semester - IISemester - II

201201 Management Management Practices Practices 206 206 Organizational Organizational Behavior Behavior – – IIII

202 202 Business Business Research Research MethodsMethods 201 201 Business Business Research Research MethodsMethods

203 203 Global Global Economic Economic ScenarioScenario 203 203 Global Global Economics Economics ScenarioScenario

204204Management Information System &Management Information System &

ERPERP302 302 Management Management Information Information System System & & ERPERP

205 205 Financial Financial ManagementManagement 207 207 Financial Financial ManagementManagement

206 206 Human Human Resource Resource Management Management 104 104 Human Human Resource Resource ManagementManagement

207 207 Marketing Marketing ManagementManagement 204 204 Marketing Marketing ManagementManagement

208 208 Quantitative Quantitative Techniques Techniques 108 108 Quantitative Quantitative TechniquesTechniques

Semester - IIISemester - III

301 301 Strategic Strategic ManagementManagement 301 301 Strategic Strategic ManagementManagement

302302Entrepreneurship & ProjectEntrepreneurship & Project

ManagementManagement404 404 Entrepreneurship Entrepreneurship & & Project Project ManagementManagement

303 303 Legal Legal Aspects Aspects of of BusinessBusiness 303 303 Legal Legal Aspects Aspects Of Of BusinessBusiness

304 304 Specialization-I Specialization-I (Major)*(Major)* 304 Specialization-I304 Specialization-I

305 305 Specialization-II Specialization-II (Major)*(Major)* 305 Specialization-II305 Specialization-II

306 306 Specialization-III Specialization-III (Major)*(Major)* 306 Specialization-III306 Specialization-III

307307 Specialization-IV (Major)*Specialization-IV (Major)* 307 Specialization-IV307 Specialization-IV

308 308 Specialization Specialization (Minor-I)**(Minor-I)**Three chances to be given of tThree chances to be given of the same paperhe same paper

(308 minor-I)(308 minor-I)

Semester - IVSemester - IV

401401e-Commerce & Excellencee-Commerce & Excellence

ManagementManagement402 402 e-Commerce e-Commerce & & Excellence Excellence ManagementManagement

402 402 Family Family Business Business ManagementManagement 401 401 Current Current Business Business ScenarioScenario

403 403 Indian Indian Commercial Commercial LawsLaws 403 403 Indian Indian Commercial Commercial LawsLaws

404 404 Specialization-V Specialization-V (Major)*(Major)* 405 Specialization-V405 Specialization-V

405 405 Specialization-VI Specialization-VI (Major)*(Major)* 406 Specialization-VI406 Specialization-VI

406 406 Specialization-VII Specialization-VII (Major)*(Major)* 407 Specialization-VII407 Specialization-VII

407 407 Project Project Report Report & & Viva-Voce*Viva-Voce* 408 408 Project Project Report Report & & Viva-VoceViva-Voce

408 408 Specialization Specialization (Minor-II)**(Minor-II)**

Three chances to be given of tThree chances to be given of the same paperhe same paper

(408 minor-II)(408 minor-II)



New Syllabus: M.B.A.New Syllabus: M.B.A.

SEMESTER: IIISEMESTER: III

301: Strategic Management301: Strategic Management

60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Required Lectures: 48 hoursRequired Lectures: 48 hours

Objectives:Objectives:

•• To equip students with the core concepts, frameworks, and techniques of Strategic management and itsTo equip students with the core concepts, frameworks, and techniques of Strategic management and its

applicationsapplications

1.1. Strategic Strategic Management Management and and Establishment Establishment of of Strategic Strategic Intent Intent (6)(6)

1.11.1 Introduction to Strategic Management- Evolution, Concept, Decision Making Process, Schools ofIntroduction to Strategic Management- Evolution, Concept, Decision Making Process, Schools of

thoughts, Definition, Procethoughts, Definition, Process, Model to ss, Model to Strategic Strategic ManagementManagement

1.21.2 Levels of Strategic Management,Levels of Strategic Management,

1.31.3 Strategic Intent-Concept of stretch, Leverage and Fit, Strategies Vs TacticsStrategic Intent-Concept of stretch, Leverage and Fit, Strategies Vs Tactics

1.41.4 Nature, Characteristics, Formulations Nature, Characteristics, Formulations of -Vision, Mission, and Goals of -Vision, Mission, and Goals & & Objectives, Balance ScoreObjectives, Balance Score

CardCard

2.2. Strategy FormulationStrategy Formulation

2.12.1 Environmental Environmental Appraisal Appraisal (4)(4)

2.1.12.1.1 ConceptConcept

2.1.22.1.2 SWOT and PESTLE AnalysisSWOT and PESTLE Analysis

2.1.32.1.3 Scenario BuildingScenario Building

2.1.42.1.4 Environmental ScanningEnvironmental Scanning

2.1.52.1.5 Appraising EnvironmentAppraising Environment

2.1.62.1.6 Industry Analysis- Porter five forces analysisIndustry Analysis- Porter five forces analysis

2.22.2 Organizational Organizational Appraisal Appraisal (3)(3)

2.2.12.2.1 Capability factors, Methods and TechniquesCapability factors, Methods and Techniques

2.2.22.2.2 Structuring Organisational AppraisalStructuring Organisational Appraisal

2.32.3 Corporate Corporate Level Level Strategies Strategies (4)(4)

2.3.12.3.1 Types-Introduction to Expansion, Stability, Retrenchment and combination of StrategiesTypes-Introduction to Expansion, Stability, Retrenchment and combination of Strategies

2.3.22.3.2 Integration of StrategiesIntegration of Strategies

2.3.32.3.3 Diversification Strategies- Related and Diversification Strategies- Related and UnrelatedUnrelated

2.42.4 Business Business Level Level Strategies Strategies (4)(4)

2.4.12.4.1 IntroductionIntroduction

2.4.22.4.2 Porter’s Generic Business StrategiesPorter’s Generic Business Strategies

2.4.32.4.3 Tactics for Business StrategiesTactics for Business Strategies

2.4.42.4.4 Strategies for Different Industry conditions (Industry Life Cycle Analysis)Strategies for Different Industry conditions (Industry Life Cycle Analysis)

3.3. Strategic Strategic Analysis Analysis and and Choice Choice (5)(5)

3.13.1 Process of Strategic ChoiceProcess of Strategic Choice

3.23.2 Strategic Analysis- Corporate Portfolio Analysis- BCG Product Portfolio Strategic Analysis- Corporate Portfolio Analysis- BCG Product Portfolio andand

3.33.3 GE Nine Matrix Cell, Competitor AnalysisGE Nine Matrix Cell, Competitor Analysis

3.43.4 Strategic PlanStrategic Plan

4.4. Strategy Strategy Implementation Implementation (8)(8)

4.14.1 Project ImplementationProject Implementation

4.24.2 Procedural ImplementationProcedural Implementation

4.34.3 Resource AllocationResource Allocation

4.44.4 Structural Implementation - Interrelationship of Structure and Strategy, Structures for Business andStructural Implementation - Interrelationship of Structure and Strategy, Structures for Business and

Corporate StrategiesCorporate Strategies

4.54.5 Behavioural Implementation-Strategic Leadership, Composition CorporateBehavioural Implementation-Strategic Leadership, Composition Corporate

4.64.6 Culture, Corporate Politics and use of powerCulture, Corporate Politics and use of power

4.74.7 Functional Implementation- Vertical and Horizontal FitFunctional Implementation- Vertical and Horizontal Fit

4.84.8 Internal and External Innovation, Implementing internal innovationInternal and External Innovation, Implementing internal innovation

5.5. Strategy Strategy Evaluation Evaluation and and Control Control (4)(4)

5.15.1 Strategic Evaluation- Nature, Importance and BarriersStrategic Evaluation- Nature, Importance and Barriers

5.25.2 Strategic Control and Operational Controls.Strategic Control and Operational Controls.

5.35.3 Techniques of Strategic Evaluation and ControlTechniques of Strategic Evaluation and Control

1.2.1.2. Comprehensive Cases on various strategic situations and at least 10 cases based on applicationComprehensive Cases on various strategic situations and at least 10 cases based on application

of strategic management must be discussed & solved.of strategic management must be discussed & solved.

(10)(10)

REFERENCE BOOKSREFERENCE BOOKS

1.1. Strategic Management and Business Policy-Azar Kazmi, The McGraw HillStrategic Management and Business Policy-Azar Kazmi, The McGraw Hill

2.2. Business Policy and Strategic Management : Business Policy and Strategic Management : Concepts and Applications- Vipin Gupta, Kamala Gollakota,Concepts and Applications- Vipin Gupta, Kamala Gollakota,

R. Srinivasan -Prentice Hall IndiaR. Srinivasan -Prentice Hall India

3.3. Concepts in Strategic Management aConcepts in Strategic Management and Business Policy- Thomas L. Wheelen, J. nd Business Policy- Thomas L. Wheelen, J. David Hunger, WheelenDavid Hunger, Wheelen

Thomas L.- PearsonThomas L.- Pearson

4.4. Strategic Management- P.Subba Rao – Himalaya Publishing House.Strategic Management- P.Subba Rao – Himalaya Publishing House.

5.5. Strategic Management: Concepts and Cases – Upendra Kachru- Excel BooksStrategic Management: Concepts and Cases – Upendra Kachru- Excel Books

6.6. Business Policy and Strategic MBusiness Policy and Strategic Management: Text and Cases- Francis Cherunilam- Himalaya Publishing anagement: Text and Cases- Francis Cherunilam- Himalaya Publishing House.House.

7.7. Strategic Management- Garth Saloner, Andrea Shepard, Joel Podolny– Willey IndiaStrategic Management- Garth Saloner, Andrea Shepard, Joel Podolny– Willey India

8.8. Strategic Management – B Hiriyappa – New Age InternationalStrategic Management – B Hiriyappa – New Age International

9.9. Strategic Management – V.S.P. Rao , Strategic Management – V.S.P. Rao , Harikrishna Harikrishna – Excel Books– Excel Books

10.10. Strategic Management: Concepts: Competitiveness and Globalization- Michael Hitt, R. Duane Ireland, RobertStrategic Management: Concepts: Competitiveness and Globalization- Michael Hitt, R. Duane Ireland, Robert

Hoskisson- Cengage LearningHoskisson- Cengage Learning





302-Managem302-Management Information ent Information System and ERPSystem and ERP60 + 40 Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 100

Required Lectures: 48 hoursRequired Lectures: 48 hours


•• To explain students why information To explain students why information systems are so important today fosystems are so important today for business and managementr business and management

•• To evaluate the role of the major types of information systems in a business environment and theirTo evaluate the role of the major types of information systems in a business environment and theirrelationship to each otherrelationship to each other

•• To assess the impact of the internet and internet technology on business electronic commerce andTo assess the impact of the internet and internet technology on business electronic commerce and

electronic businesselectronic business

•• To identify the major management challenges to building and using information systems and learn how toTo identify the major management challenges to building and using information systems and learn how to

find appropriate solutions to those challengesfind appropriate solutions to those challenges

1. 1. Fundamentals Fundamentals of of Management Management Information Information Systems Systems (08)(08)

1.1. Concepts, Classification & Value of Information1.1. Concepts, Classification & Value of Information

1.2. Information System : Open & Closed1.2. Information System : Open & Closed

1.3. Management Information System1.3. Management Information System

1.3.1. Definition, Concepts & Meaning1.3.1. Definition, Concepts & Meaning

1.3.2. Components & Activities1.3.2. Components & Activities

1.3.3. Types – O1.3.3. Types – Operation support system & Management support systemsperation support system & Management support systems

1.3.4. Control systems – Feedback & Feed forward systems1.3.4. Control systems – Feedback & Feed forward systems

1.3.5. MIS planning process – Steps in planning1.3.5. MIS planning process – Steps in planning

1.3.6. MIS design & Development Process – Phases1.3.6. MIS design & Development Process – Phases

1.3.7. Components of MIS1.3.7. Components of MIS

2. 2. Process Process of of Management Management Information Information System System (08)(08)

2.1. System Analysis & Design2.1. System Analysis & Design

2.1.1. Introduction & Need for System analysis2.1.1. Introduction & Need for System analysis

2.1.2. System analysis of a new requirement2.1.2. System analysis of a new requirement

2.1.3. Structured systems analysis & Design (SSAD)2.1.3. Structured systems analysis & Design (SSAD)

2.2. Development of MIS2.2. Development of MIS

2.2.1. Introduction & Contents of MIS Long range plans2.2.1. Introduction & Contents of MIS Long range plans

2.2.2. Determining the information Requirement2.2.2. Determining the information Requirement

2.2.3. Management of Quality in the MIS2.2.3. Management of Quality in the MIS

2.2.4. Factors contributing in the Success & Failure of MIS2.2.4. Factors contributing in the Success & Failure of MIS

3. 3. Application Application of of Management Management Information Information System System (12)(12)

3.1. Business Processes : Primary, Supportive & Administrative3.1. Business Processes : Primary, Supportive & Administrative

3.2. MIS in functional area3.2. MIS in functional area

3.2.1. MIS & Manufacturing sector3.2.1. MIS & Manufacturing sector

3.2.1.1. Operational control & Research Systems3.2.1.1. Operational control & Research Systems

3.2.1.2. Inventory Control System3.2.1.2. Inventory Control System

3.2.1.3. Manufacturing system: CIM, Process control & Machine control3.2.1.3. Manufacturing system: CIM, Process control & Machine control

3.2.2. Marketing Information System: Marketing Research, Marketing planning, Sales analysis &3.2.2. Marketing Information System: Marketing Research, Marketing planning, Sales analysis &

Marketing control.Marketing control.

3.2.3. Accounting Information system: Financial, Management & Cost accounting system3.2.3. Accounting Information system: Financial, Management & Cost accounting system

3.2.4. Human Resource Development System: HRP system, Human Resource Information System3.2.4. Human Resource Development System: HRP system, Human Resource Information System

3.3. Service as a distinctive product3.3. Service as a distinctive product

3.4. Transaction Processing System3.4. Transaction Processing System

3.5. Concept of Knowledge Based Expert System3.5. Concept of Knowledge Based Expert System

3.6. Concept of Artificial Intelligence3.6. Concept of Artificial Intelligence

3.7. Managerial Challenges of Information Technology : Success or Failure, Developmental & Ethical3.7. Managerial Challenges of Information Technology : Success or Failure, Developmental & Ethical

4. 4. Support Support System System (05)(05)

4.1. Decision Support System (DSS): 4.1. Decision Support System (DSS): Concept, Philosophy, Characteristic, Classes, Users of DSSConcept, Philosophy, Characteristic, Classes, Users of DSS

4.2. Executive Support System (ESS): Introduction, Components & Architecture4.2. Executive Support System (ESS): Introduction, Components & Architecture

4.2.1. Office Information 4.2.1. Office Information System: Document management & Communication systemSystem: Document management & Communication system

5. 5. Enterprise Enterprise Resource Resource Planning Planning (08)(08)

5.1. Concept/System5.1. Concept/System

5.2. Drivers for implementing ERP5.2. Drivers for implementing ERP

5.3. ERP architecture5.3. ERP architecture

5.4. ERP Solution Structure: Business operations, Technology & Implementation5.4. ERP Solution Structure: Business operations, Technology & Implementation

5.5. Benefits of ERP5.5. Benefits of ERP

5.6. ERP Selection: Vendor evaluation, Technology evaluation & Solution evaluation5.6. ERP Selection: Vendor evaluation, Technology evaluation & Solution evaluation

5.7. ERP Implementation: Customization & Precautions5.7. ERP Implementation: Customization & Precautions

5.8. Problems encountered with ERP5.8. Problems encountered with ERP

5.9. Service process optimization: Service processes & its benefits5.9. Service process optimization: Service processes & its benefits

5.10. ERP in the twenty-first century5.10. ERP in the twenty-first century

6. 6. ERP ERP – – Technologies Technologies & & Application Application (07)(07)

6.1. Business Process Re-engineering6.1. Business Process Re-engineering

6.1.1. Meaning, Necessity& Principles6.1.1. Meaning, Necessity& Principles

6.1.2. Application of 6.1.2. Application of re-engineeringre-engineering

6.1.3. Three R’s – Rethink, Redesign & Retool6.1.3. Three R’s – Rethink, Redesign & Retool

6.1.4. Reengineering in service industry6.1.4. Reengineering in service industry

6.1.5. Quality & re-engineering6.1.5. Quality & re-engineering

6.1.6. Benefits & Limitations of 6.1.6. Benefits & Limitations of re-engineeringre-engineering

6.2. Material Requirement Planning (MRP-I)6.2. Material Requirement Planning (MRP-I)

6.3. Manufacturing Resource Planning (MRP-II)6.3. Manufacturing Resource Planning (MRP-II)6.4 Assignment on ERP implementation in Manufacturing & Service sector.6.4 Assignment on ERP implementation in Manufacturing & Service sector.


1. Management Information System by Jawadekar – Tata McGraw Hill1. Management Information System by Jawadekar – Tata McGraw Hill

2. Management Information System by Arora – Excel Books2. Management Information System by Arora – Excel Books

3. Management Information System by Davis & Gordon - Tata McGraw Hill3. Management Information System by Davis & Gordon - Tata McGraw Hill

4. Management Information System by James O’Brian- Tata McGraw Hill4. Management Information System by James O’Brian- Tata McGraw Hill

5. Business Process Reengineering by K Sridhar Bhat – Himalaya Publishing House5. Business Process Reengineering by K Sridhar Bhat – Himalaya Publishing House

6. Management Information System by C S V Murthy – Himalaya Publishing House6. Management Information System by C S V Murthy – Himalaya Publishing House

7. Management Information Systems (3/e) – Goyal - Macmillan7. Management Information Systems (3/e) – Goyal - Macmillan

8. Enterprise Resource Planning by Alex Leon - Tata McGraw Hill8. Enterprise Resource Planning by Alex Leon - Tata McGraw Hill

9. Enterprise Resource Planning by Ray - Tata McGraw Hill9. Enterprise Resource Planning by Ray - Tata McGraw Hill10. Enterprise Resource Planning (Concept & Practices) by Garg, Venkitrkrishnan– PHI10. Enterprise Resource Planning (Concept & Practices) by Garg, Venkitrkrishnan– PHI

11. Enterprise Resource Planning by JyotindraZaveri - Himalaya Publishing House11. Enterprise Resource Planning by JyotindraZaveri - Himalaya Publishing House

12. Textbook of Enterprise Resource Planning Jaiswal Macmillan12. Textbook of Enterprise Resource Planning Jaiswal Macmillan





303 Legal Aspect of Business303 Legal Aspect of Business60 + 40 Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 100


Objectives: -Objectives: -

••

TTo provide the Basic o provide the Basic knowledge about the knowledge about the differdifferent types of Contract.ent types of Contract.•• TTo increase the o increase the UnderstandUnderstanding level of ing level of Individual about Sales Individual about Sales of Goods act.of Goods act.

•• TTo aware about the basic terms in the o aware about the basic terms in the field of LLP Act field of LLP Act 2008.2008.

•• TTo provide the practical o provide the practical aspects in the aspects in the light of case light of case studystudy..

1.1. Law Law of of Contract Contract – – “Indian “Indian Contract Contract Act, Act, 1872 1872 (6)(6)

1.1.1.1. Introduction, Meaning, Definitions & Essentials of Introduction, Meaning, Definitions & Essentials of ContractContract

1.2.1.2. Classification of Contract: - (i) Void, Voidable & VClassification of Contract: - (i) Void, Voidable & Valid Contract (ii) Wagering Agreement, Contingentalid Contract (ii) Wagering Agreement, Contingent

Contacts & Quasi-contractsContacts & Quasi-contracts

1.3.1.3. Discharge of ContractDischarge of Contract

1.4.1.4. Breach of Contract & RBreach of Contract & Remediesemedies

1.5.1.5. Specific Contracts: - i) Indemnity & Guarantee ii) Agency iii) Bailment & PledgeSpecific Contracts: - i) Indemnity & Guarantee ii) Agency iii) Bailment & Pledge

2.2. Law Law of of Sale Sale of of Goods Goods – – “Sale “Sale of of Goods Goods Act, Act, 1930” 1930” (9)(9)

2.1.2.1. Contract of Sale of Goods: - i) Its essentials & types of Goods ii) Distinction between ‘Sale & Agreement toContract of Sale of Goods: - i) Its essentials & types of Goods ii) Distinction between ‘Sale & Agreement to

Sale’ Condition & Warranties: - i) Difference between Condition & Warranty ii) Express & ImpliedSale’ Condition & Warranties: - i) Difference between Condition & Warranty ii) Express & Implied

conditions & warranties iii) Doctrine of Caveat Emptorconditions & warranties iii) Doctrine of Caveat Emptor

2.2.2.2. Transfer of Property: - i) Rules regarding Transfer of Property ii) Transfer of Title & Transfer of Title by Non-Transfer of Property: - i) Rules regarding Transfer of Property ii) Transfer of Title & Transfer of Title by Non-

owners Performance of Contract of Sale: owners Performance of Contract of Sale: - Delivery, modes, rules etc.- Delivery, modes, rules etc.

2.3.2.3. Unpaid seller & his rightsUnpaid seller & his rights

2.4.2.4. Buyer’s right against SellerBuyer’s right against Seller

2.5.2.5. Concept of Auction SaleConcept of Auction Sale

3.3. Limited Limited Liability Liability Partnership Partnership Act Act 2008 2008 (7)(7)

3.1.3.1. Meaning & Silent Features of LLPMeaning & Silent Features of LLP3.2.3.2. Incorporation of LLPIncorporation of LLP

3.3.3.3. Extent & Limitations of LiabilityExtent & Limitations of Liability

3.4.3.4. Benefit or Advantages of LLPBenefit or Advantages of LLP

3.5.3.5. Difference between LLP & Partnership FirmDifference between LLP & Partnership Firm

3.6.3.6. Prima facie steps of conversion to LLPPrima facie steps of conversion to LLP

3.6.1.3.6.1. Partnership firm to LLPPartnership firm to LLP

3.6.2.3.6.2. Private Limited Company to LLPPrivate Limited Company to LLP

3.7.3.7. Winding up & DissolutionWinding up & Dissolution

3.7.1.3.7.1. Ways of winding upWays of winding up

3.7.2.3.7.2. Circumstances in which LLP may be wound up by TribunalCircumstances in which LLP may be wound up by Tribunal

4.4. Law Law of of NegotiablNegotiable e Instruments Instruments – – “Negotiable “Negotiable Instrument Instrument Act, Act, 1881” 1881” (4)(4)4.1.4.1. Introduction, Definition & CharacteristicsIntroduction, Definition & Characteristics

4.2.4.2. Parties to Negotiable InstrumentsParties to Negotiable Instruments

4.3.4.3. Specimen & its Essentials - Promissory Note & Bill of ExchangeSpecimen & its Essentials - Promissory Note & Bill of Exchange

4.4.4.4. Cheque - Bearer & Crossed, Types of Cheque - Bearer & Crossed, Types of CrossingCrossing

4.5.4.5. Holder & Holder in due courseHolder & Holder in due course

4.6.4.6. Rights/Privileges of Holder in Due courseRights/Privileges of Holder in Due course

5.5. IntellectIntellectual ual Property Property Law Law – – Patent, Patent, Copyright Copyright & & Trade Trade mark mark (12)(12)

5.1.5.1. “The Patents Act, 2002”“The Patents Act, 2002” -- i) Application for Patent ii) Grant of Patent iii) Rights of Patentee iv) Whati) Application for Patent ii) Grant of Patent iii) Rights of Patentee iv) What

inventions are not patentable? v) Revocation of Patentsinventions are not patentable? v) Revocation of Patents

5.2.5.2. “Copyright Act, 1957 -“Copyright Act, 1957 - i) Introduction ii) Duration of Copyright i) Introduction ii) Duration of Copyright protection iii) Registration of Copyright iv)protection iii) Registration of Copyright iv)

Infringement of Copyright – ExceptionsInfringement of Copyright – Exceptions

5.3.5.3. “The Trade “The Trade Marks Act, Marks Act, 1999” 1999” -- i) Introduction ii) Classification of Goods & Services iii) Procedure fori) Introduction ii) Classification of Goods & Services iii) Procedure forregistration of Trade Marks iv) Grounds for refusal of registrationregistration of Trade Marks iv) Grounds for refusal of registration

6.6. Case Case studies studies in in Legal Legal Aspects Aspects of of Business Business – – Typical Typical cases cases based based on on the the above above topics topics only only (10)(10)


1. Legal Aspects 1. Legal Aspects of Business by of Business by Akhileshwar Pathak – TAkhileshwar Pathak – Tata McGraw Hillata McGraw Hill

2. Legal Aspects of 2. Legal Aspects of Business by R.R.Ramtirthkar – Himalaya Publishing HouseBusiness by R.R.Ramtirthkar – Himalaya Publishing House

3. Mercantile Law by S.S. Gulshan – 3. Mercantile Law by S.S. Gulshan – Excel BooksExcel Books

4. Mercantile & 4. Mercantile & Commercial Law by Rohini AgCommercial Law by Rohini Aggrawal – Tagrawal – Taxman Publicationxman Publication

Specialization – A – Financial Management Specialization – A – Financial Management

North Maharashtra University, JalgaonNorth Maharashtra University, Jalgaon(NACC Accredited ‘A’ Grade (NACC Accredited ‘A’ Grade University)University)




SS304 A304 A -Banking & Investment Management-Banking & Investment Management

60 + 40 60 + 40 Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 100Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 100Required Lectures: 48 hoursRequired Lectures: 48 hours


•• To study various operational areas of the bank management.To study various operational areas of the bank management.

•• To enable students to understand and To enable students to understand and analyze various investment alternativesanalyze various investment alternatives

1. 1. Bank Bank Management Management (08)(08)

1.1 Objectives, Evolution, Scope & functional areas of bank management1.1 Objectives, Evolution, Scope & functional areas of bank management

1.2 Functional areas: Deposit Mobilization, Credit planning & Management, Asset Management, Liability1.2 Functional areas: Deposit Mobilization, Credit planning & Management, Asset Management, Liability

Management, Liquidity Management, Investment Management, Management of legal department, OfficeManagement, Liquidity Management, Investment Management, Management of legal department, Office


1.3 Terms in banking- RTGS, NEFT, Franking Services1.3 Terms in banking- RTGS, NEFT, Franking Services

2. 2. Credit Credit planning planning & & Management Management (10)(10)

2.1 Objective & Scope2.1 Objective & Scope

2.2 CRR, SLR, Bank Rate, Repo Rate, Reverse Repo Rate2.2 CRR, SLR, Bank Rate, Repo Rate, Reverse Repo Rate2.3 Credit Culture2.3 Credit Culture

2.3.1 Financial Analysis, Credit rating, Project Appraisal2.3.1 Financial Analysis, Credit rating, Project Appraisal

2.3.2 Consortium lending, loan Syndication2.3.2 Consortium lending, loan Syndication

2.4 Priority Sector lending as per the R2.4 Priority Sector lending as per the RBI directivesBI directives

2.5 NPA management-2.5 NPA management-

2.5.1 Meaning, Impact, Process2.5.1 Meaning, Impact, Process

2.5.2 Recovery mechanism and management2.5.2 Recovery mechanism and management

2.5.32.5.3 Provisioning required as per RBI directivesProvisioning required as per RBI directives

3. 3. Co-operative Co-operative Banking Banking (04)(04)

3.13.1 Meaning, Nature and TypesMeaning, Nature and Types

3.23.2 Governance & reforms in co-operative bankingGovernance & reforms in co-operative banking

3.33.3 State Co-op agriculture & Rural Development banksState Co-op agriculture & Rural Development banks

4. 4. Investment Investment Avenues Avenues (08)(08)

4.1 Concept, Objectives, Characteristics, Attributes, Factors 4.1 Concept, Objectives, Characteristics, Attributes, Factors favorable for Investmentfavorable for Investment

4.2 Investment Avenues4.2 Investment Avenues

4.2.1 Non Marketable fixed Income 4.2.1 Non Marketable fixed Income avenues- Bank Deposit, Corporate Fixed Deposit, Provident Fund includingavenues- Bank Deposit, Corporate Fixed Deposit, Provident Fund including

PPF, National Saving CertificatePPF, National Saving Certificate

4.2.2 Marketable Avenues- Shares, Debentures, Bonds, Private Equity & Venture Capital4.2.2 Marketable Avenues- Shares, Debentures, Bonds, Private Equity & Venture Capital

4.2.34.2.3 Other Avenues: Units of Mutual fund, Life Insurance, Real Estate, Money Market Instruments.Other Avenues: Units of Mutual fund, Life Insurance, Real Estate, Money Market Instruments.

5. 5. Security Security Analysis Analysis (09)(09)

5.15.1 Concept of Security & Security analysisConcept of Security & Security analysis

5.25.2 Fundamental Analysis : Economic Analysis, Industry Analysis, Company AnalysisFundamental Analysis : Economic Analysis, Industry Analysis, Company Analysis

5.35.3 Technical Analysis: Technical AssumptionsTechnical Analysis: Technical Assumptions

5.45.4 Technical Vs Fundamental analysisTechnical Vs Fundamental analysis

5.55.5 Efficient Market TheoryEfficient Market Theory

66 Portfolio Portfolio Analysis Analysis & & Management Management (09)(09)

6.16.1 Meaning, Elements & Measurement of Risk, Systematic Risk & Unsystematic riskMeaning, Elements & Measurement of Risk, Systematic Risk & Unsystematic risk

6.26.2 Optimal Portfolio, Selecting the Best portfolio, Markowitz Model of Portfolio SelectionOptimal Portfolio, Selecting the Best portfolio, Markowitz Model of Portfolio Selection

6.36.3 Portfolio revision: Meaning, Need, Strategies & ConstraintsPortfolio revision: Meaning, Need, Strategies & Constraints

6.46.4 Performance Evaluation of Portfolios – (Theory only)Performance Evaluation of Portfolios – (Theory only)

6.56.5 Portfolio Management: Meaning, Phases, Strategies, Asset Allocation, Building Investment PortfolioPortfolio Management: Meaning, Phases, Strategies, Asset Allocation, Building Investment Portfolio


1.1. Introduction to Banking: Vijayaragavan Iyengar – Excel BoIntroduction to Banking: Vijayaragavan Iyengar – Excel Booksoks

2.2. Merchant Banking & Financial Services – DrMerchant Banking & Financial Services – Dr. K Ravichandran - Himalaya. K Ravichandran - Himalaya

3.3. Investment Management by V. A. Avdhani , Himalaya Publishing HouseInvestment Management by V. A. Avdhani , Himalaya Publishing House

4.4. Fundamentals of Investment Management - Geoffrey Hirt, Stanley Block –Tata Mcgrew HillFundamentals of Investment Management - Geoffrey Hirt, Stanley Block –Tata Mcgrew Hill

5.5. Investment Analysis &Porfolio Management by Ranganathan - PearsonInvestment Analysis &Porfolio Management by Ranganathan - Pearson

6.6. Investment Management: Security analysis and portfolio Management by V. K. Bhalla - S. ChandInvestment Management: Security analysis and portfolio Management by V. K. Bhalla - S. Chand

7.7. Investments – Bodie, Kane, Marcus, Mohanty – Tata McGraw HillInvestments – Bodie, Kane, Marcus, Mohanty – Tata McGraw Hill

8.8. Security analysis and portfolio Management by V.A.Avadhani - HimalayaSecurity analysis and portfolio Management by V.A.Avadhani - Himalaya

9.9. Security analysis and portfolio Management by Rohini Sing – Excel BooksSecurity analysis and portfolio Management by Rohini Sing – Excel Books





305 A – Tax 305 A – Tax ManagementManagement



•• To understand various provisions of Direct and Indirect Tax Laws and the compliance Procedures.To understand various provisions of Direct and Indirect Tax Laws and the compliance Procedures.

•• To study the compliance procedures under Direct and Indirect Tax Laws .To study the compliance procedures under Direct and Indirect Tax Laws .

1.1. Income Income Tax Tax : : (34)(34)

1.1.1.1. Basic concepts: agricultural Income, Assessees, Assessment Year, Income, Person , Gross Total Income,Basic concepts: agricultural Income, Assessees, Assessment Year, Income, Person , Gross Total Income,

Previous year, Capital and Revenue Receipts, , Capital and Revenue Expenditure, Exempted Incomes,Previous year, Capital and Revenue Receipts, , Capital and Revenue Expenditure, Exempted Incomes,

Residential Status.Residential Status.

1.2.1.2. Heads of Income:Heads of Income:

1.2.1.1.2.1. Salary: Salary: Allowances, Allowances, Perquisites, Perquisites, Deductions, Deductions, Practical Practical ProblemsProblems

1.2.2.1.2.2. Income from House Property: let out property, seIncome from House Property: let out property, self-occupied properties, deductions, lf-occupied properties, deductions, Practical problemsPractical problems

1.2.3.1.2.3. Income From Business or Profession: Depreciation and other permissible Deductions, DisallowableIncome From Business or Profession: Depreciation and other permissible Deductions, Disallowable

Expenses, Provisions Expenses, Provisions regarding Tax Audit, regarding Tax Audit, Practical ProblemsPractical Problems

1.2.4.1.2.4. Capital gains: Capital assets, Capital gains: Capital assets, transfer, cost of acquisition, cost transfer, cost of acquisition, cost of improvement, exemptions, of improvement, exemptions, PracticalPractical

ProblemsProblems

1.2.5.1.2.5. Income from Other Sources: Income from Other Sources: Incomes, Deductions, grIncomes, Deductions, grossing up, Practical Problemsossing up, Practical Problems

1.3.1.3. Deductions from Gross Total Income: u/s 80C, 80D, 80 E, Deductions from Gross Total Income: u/s 80C, 80D, 80 E, 80 G, 80GG80 G, 80GG

1.4.1.4. Tax Tax Deducted at source , Deducted at source , Advance Tax, PAN , Advance Tax, PAN , TAN , Submission TAN , Submission of Returns , e-filing of ITof Returns , e-filing of ITRR

2.2. Central Central Excise Excise : : (6)(6)

2.1.2.1. Nature of Excise Duty, Basic Nature of Excise Duty, Basic concepts-Assessee, Goods and Excisable Goods, Classification of goods , concepts-Assessee, Goods and Excisable Goods, Classification of goods , FactoryFactory

, Manufacture & Production, Deemed Manufacture, Manufacturer, Sale & Purchase, Wholesale Dealer,, Manufacture & Production, Deemed Manufacture, Manufacturer, Sale & Purchase, Wholesale Dealer,

Central Excise Tariff, valuation of Excisable Goods, Specific Duty Vs. Ad valorem Duty, Maximum Retail saleCentral Excise Tariff, valuation of Excisable Goods, Specific Duty Vs. Ad valorem Duty, Maximum Retail sale

Price, CENVAT Credit, Registration ProcedurePrice, CENVAT Credit, Registration Procedure

3.3. Service Service Tax: Tax: (4)(4)

3.1.3.1. Features, Exemptions and threshold limits, Gross Value of Services, Registration, Payment, Furnishing ofFeatures, Exemptions and threshold limits, Gross Value of Services, Registration, Payment, Furnishing of

Returns, An Overview of Taxable ServicesReturns, An Overview of Taxable Services

4.4. VAT: (4)VAT: (4)

4.1.4.1. Definitions: Agriculture, Business, Capital Asset, Dealer, Goods, Place Definitions: Agriculture, Business, Capital Asset, Dealer, Goods, Place of business, Purchase Price, Sale price,of business, Purchase Price, Sale price,

Resale, Turnover of Purchase and Turnover of Sale. Incidence of Tax, Registration, Returns, Audit.Resale, Turnover of Purchase and Turnover of Sale. Incidence of Tax, Registration, Returns, Audit.


1.1. Students guide to Income Tax , Vinod Singhaniya & Kapil Singhaniya, Students guide to Income Tax , Vinod Singhaniya & Kapil Singhaniya, Taxmann PublicationsTaxmann Publications

2.2. Income Tax law, Income Tax law, Mehrotra, Sahitya Bhawan, Mehrotra, Sahitya Bhawan, AgraAgra

3.3. Direct Taxes, Girish Ahuja and Ravi Gupta, Bharat PublicationsDirect Taxes, Girish Ahuja and Ravi Gupta, Bharat Publications

4.4. Direct Taxes, T N Manoharan, Snowwhite Publications.Direct Taxes, T N Manoharan, Snowwhite Publications.

5.5. Direct Taxation, Dr Meena Goyal, Biztantra PublicationsDirect Taxation, Dr Meena Goyal, Biztantra Publications

6.6. Indirect Taxes, V S Datey, Taxmann PublicationsIndirect Taxes, V S Datey, Taxmann Publications

7.7. Indirect Taxes : V. K. SAREEN and MAYA SHARMA, Kalyani Publishers.Indirect Taxes : V. K. SAREEN and MAYA SHARMA, Kalyani Publishers.

8.8. Students’ Guide to Indirect Taxes : Yogendra Bangar, Vandana Bangar, and Vineet Sodhani – AadhyaStudents’ Guide to Indirect Taxes : Yogendra Bangar, Vandana Bangar, and Vineet Sodhani – Aadhya

Prakashan Pvt Ltd., JaipurPrakashan Pvt Ltd., Jaipur

9.9. Systematic Approach to Indirect Taxes – Dr Sanjiv Kumar – BSystematic Approach to Indirect Taxes – Dr Sanjiv Kumar – Bharat Law House Pvt. Ltd., New Delhi.harat Law House Pvt. Ltd., New Delhi.

10.10. Service Tax : Law, Practice & PService Tax : Law, Practice & Procedure – C. Parthasarathy, Sanjiv Agrawal – Snow White Publications Pvt. Ltd.,rocedure – C. Parthasarathy, Sanjiv Agrawal – Snow White Publications Pvt. Ltd.,

MumbaiMumbai

11.11. Government of India- Income Tax ManualGovernment of India- Income Tax Manual

12.12. Income Tax Act and Latest Finance Act.Income Tax Act and Latest Finance Act.





306 A –Strategic Financial Management306 A –Strategic Financial Management



•• To study the financial resources which can maximize the value of the business.To study the financial resources which can maximize the value of the business.

•• To enable students to understand importance of strategies such as Merger, takeover, Joint Venture etc. thatTo enable students to understand importance of strategies such as Merger, takeover, Joint Venture etc. that

enhance the firms competitive strengths.enhance the firms competitive strengths.

•• To enhance the ability of students as regards the financial decision making in To enhance the ability of students as regards the financial decision making in rapidly changing globalrapidly changing global

economic environment.economic environment.

1.1. Capital Capital Structure Structure & & Leverages Leverages (15)(15)

1.1 Capital Structure1.1 Capital Structure

1.1.1 Meaning & Features & Determinants1.1.1 Meaning & Features & Determinants

1.1.2 Approaches to Capital Structure1.1.2 Approaches to Capital Structure

1.2 Indifference Point1.2 Indifference Point

1.2.1 Meaning1.2.1 Meaning

1.2.2 Problems on Computation of Indifference Point1.2.2 Problems on Computation of Indifference Point

1.3 Computation of Cost of Capital1.3 Computation of Cost of Capital

1.3.1 Meaning & Significance1.3.1 Meaning & Significance

1.3.2 Problems on Weighted Average Cost of Capital1.3.2 Problems on Weighted Average Cost of Capital

1.3.3 Under & Over Capitalization1.3.3 Under & Over Capitalization

1.4 Leverages1.4 Leverages

1.4.1 Meaning & Types1.4.1 Meaning & Types

1.4.2 Problems on Computation of Operating, Financial & 1.4.2 Problems on Computation of Operating, Financial & Combine LeveragesCombine Leverages

2. 2. Capital Capital Budgeting Budgeting Techniques: Techniques: (12)(12)

2.1 Payback period Method2.1 Payback period Method

2.2 Rate of return Method2.2 Rate of return Method

2.3 Net Present Value Method2.3 Net Present Value Method

2.4 Internal rate of Return Method2.4 Internal rate of Return Method

2.5 Profitability Index2.5 Profitability Index

2.6 Replacement Decision2.6 Replacement Decision

2.7 Lease or Hire- Purchase or Buy Decision2.7 Lease or Hire- Purchase or Buy Decision

3. 3. Dividend Dividend Policy Policy (5)(5)

3.1 Determinants of Dividend3.1 Determinants of Dividend

3.2 Problems on Dividend Theories: Walter approach, Gorden Growth Model3.2 Problems on Dividend Theories: Walter approach, Gorden Growth Model

4. 4. Strategic Strategic Financial Financial Management Management (4)(4)

4.1 Strategic Planning: - Meaning4.1 Strategic Planning: - Meaning

4.2 Strategic Management: - Meaning & 4.2 Strategic Management: - Meaning & ImportanceImportance

4.3 Strategic Decision Making Framework4.3 Strategic Decision Making Framework

4.4 Interface of Financial Policy & Strategic Management4.4 Interface of Financial Policy & Strategic Management

5. 5. Turnaround Turnaround Management Management (8)(8)

5.15.1 Corporate SicknessCorporate Sickness

5.1.1 Definition, Causes & Symptoms of sickness5.1.1 Definition, Causes & Symptoms of sickness

5.1.2 Prediction of Sickness, Revival of 5.1.2 Prediction of Sickness, Revival of Sick Units.Sick Units.

5.2 Types of Turnaround5.2 Types of Turnaround

5.2.1 Basic Approaches5.2.1 Basic Approaches

5.2.2 Phases in Turnaround Management.5.2.2 Phases in Turnaround Management.

5.3 Mergers and Takeover :5.3 Mergers and Takeover :

5.3.1 Mergers & Acquisitions: Kinds, Motives, Reasons5.3.1 Mergers & Acquisitions: Kinds, Motives, Reasons

5.3.2 Major Causes of Mergers & Acquisitions failures5.3.2 Major Causes of Mergers & Acquisitions failures

5.3.3 Post-Merger Integration Issue5.3.3 Post-Merger Integration Issue

5.4 Takeovers5.4 Takeovers

5.4.1 Meaning5.4.1 Meaning

5.4.2 Kinds of Takeovers5.4.2 Kinds of Takeovers

5.4.3 Stages of Hostile Takeover5.4.3 Stages of Hostile Takeover

5.4.4 Defensive Measures5.4.4 Defensive Measures

6. 6. Corporate Corporate Restructuring Restructuring (6)(6)

6.1 Meaning, Need, Areas, Implication6.1 Meaning, Need, Areas, Implication

6.2 Steps in Financial Restructuring6.2 Steps in Financial Restructuring

6.3 Joint Ventures & Strategic Alliance6.3 Joint Ventures & Strategic Alliance

6.4 Leveraged Buyout6.4 Leveraged Buyout


1.1. Strategic financial Management , Ravi M. Kishore, Taxman PublicationStrategic financial Management , Ravi M. Kishore, Taxman Publication

2.2. Strategic Financial Management By Saravanan – Oxford Uni. PressStrategic Financial Management By Saravanan – Oxford Uni. Press

3.3. Strategic financial Management, A. N. SrStrategic financial Management, A. N. Sridhar , Shroff Publishers & Distributors Pvt. Ltdidhar , Shroff Publishers & Distributors Pvt. Ltd

4.4. Strategic Management’ Sharplin McGraw HillStrategic Management’ Sharplin McGraw Hill5.5. Strategic financial Management , J B Strategic financial Management , J B Gupta, Taxman PublicationGupta, Taxman Publication

6.6. Financial Management- I. M. Pandey – Vikas PublicationFinancial Management- I. M. Pandey – Vikas Publication

7.7. Financial Management by Berk – Pearson PublicationFinancial Management by Berk – Pearson Publication

8.8. Financial Management – Prasanna ChandraFinancial Management – Prasanna Chandra





307A Practical Aspects of Business307A Practical Aspects of Business

60 + 40 Pattern: External Practical Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Practical Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Required Lectures: 48 hours (Theory 28 hours, Practical: 20 hours )Required Lectures: 48 hours (Theory 28 hours, Practical: 20 hours )

Objectives of the course:-Objectives of the course:-

•• To enable students to learn To enable students to learn how to record accounting operations in how to record accounting operations in Tally Software.Tally Software.

•• To establish a connection between theories, concepts & principles of To establish a connection between theories, concepts & principles of Accounts & Finance withAccounts & Finance with

practical business operations.practical business operations.

•• To understand the importance of Advanced Excel in To understand the importance of Advanced Excel in business operations in order to perform complexbusiness operations in order to perform complex

business calculations and preparation of Financial Reportsbusiness calculations and preparation of Financial Reports

TALLYTALLY

1. 1. Basics Basics of of Tally Tally (6)(6)

1.1 Distinction between Computerized Accounting & Manual Accounting1.1 Distinction between Computerized Accounting & Manual Accounting

1.2 Introduction to Tally1.2 Introduction to Tally

1.3 Versions & Features of Tally1.3 Versions & Features of Tally

1.4 Creation of Company Process - (by taking hypothetical information for the Co. to 1.4 Creation of Company Process - (by taking hypothetical information for the Co. to be created)be created)

1.5 Alteration of Company Process - (by taking hypothetical information which is to be altered)1.5 Alteration of Company Process - (by taking hypothetical information which is to be altered)

1.6 Deletion of Company - 1.6 Deletion of Company - Create a company Temporary Friends Pvt. Create a company Temporary Friends Pvt. Ltd. By using hypotheticalLtd. By using hypothetical

information and then write information and then write process to deleteprocess to delete

2. 2. Groups Groups & & Vouchers, Vouchers, Stock Stock item item in in Tally Tally (14)(14)

2.1 Introduction to Gate way of Tally2.1 Introduction to Gate way of Tally

2.2 Process of Creation of Groups in Tally2.2 Process of Creation of Groups in Tally

2.3 Process of Creation of Ledgers in Tally2.3 Process of Creation of Ledgers in Tally

2.4 Process of Creation of 2.4 Process of Creation of Vouchers in TallyVouchers in Tally

Purchase, Sales, Contra Voucher, Receipt, PaPurchase, Sales, Contra Voucher, Receipt, Payment vouchers.yment vouchers.

2.5 Process of showing Financial Statements in Tally- Trial Balance, P & L A/c, Balance Sheet2.5 Process of showing Financial Statements in Tally- Trial Balance, P & L A/c, Balance Sheet

2.6 Procedure to create of Stock items & stock groups in Tally2.6 Procedure to create of Stock items & stock groups in Tally

2.7 VAT Features, Computation of VAT in Tally2.7 VAT Features, Computation of VAT in Tally

Advanced ExcelAdvanced Excel

3. 3. Introduction Introduction to to Excel Excel & & Financial Financial Functions Functions (6)(6)

3.1 Introduction to Excel3.1 Introduction to Excel

3.2 Data Entry- Text, 3.2 Data Entry- Text, Number, Formulae, Functions (AVERAGE, SUM, PRODUCT, COUNT,Number, Formulae, Functions (AVERAGE, SUM, PRODUCT, COUNT,

MIN, MAX)MIN, MAX)

3.3 Importance of Financial Functions3.3 Importance of Financial Functions

3.4 Syntax & benefits of following Financial Functions in Excel -3.4 Syntax & benefits of following Financial Functions in Excel -

FV, PV, PMT, PPMT, DB, SLN, IRR, NPVFV, PV, PMT, PPMT, DB, SLN, IRR, NPV

4. 4. Pivot Pivot Table, Table, Charts Charts & & Bars, Bars, V V look look up up & & H H Lookups Lookups Functions Functions (4)(4)

4.1 Importance of Pivot Table4.1 Importance of Pivot Table

4.2 Importance of Bars /Pie- Charts4.2 Importance of Bars /Pie- Charts

4.3 Importance of V lookup & H Lookup Functions in Excel4.3 Importance of V lookup & H Lookup Functions in Excel

AuditAudit

5. 5. Basics Basics of of Audit Audit (12)(12)

5.1 Meaning & Significance of Audit5.1 Meaning & Significance of Audit

5.2 Difference between Accounting and Auditing, Difference between Auditing and 5.2 Difference between Accounting and Auditing, Difference between Auditing and InvestigationInvestigation

5.3 Internal Control, Audit Evidence, Audit Report5.3 Internal Control, Audit Evidence, Audit Report

5.4 AAS-1 Basic Principles Governing an Audit5.4 AAS-1 Basic Principles Governing an Audit

5.5 Types of Audit- Statutory Audit, Internal Audit, Balance Sheet Audit, Tax Audit, VAT Audit5.5 Types of Audit- Statutory Audit, Internal Audit, Balance Sheet Audit, Tax Audit, VAT Audit

5.6 Limitations of auditing5.6 Limitations of auditing

6. 6. Auditing Auditing in in Computerized Computerized Information Information System System (CIS) (CIS) Environment: Environment: (8)(8)

6.1 Meaning of CIS6.1 Meaning of CIS

6.2 Approaches to Computer Auditing- Black Box & White Box6.2 Approaches to Computer Auditing- Black Box & White Box

6.3 Characteristics of CIS 6.3 Characteristics of CIS EnvironmentEnvironment

6.4 Computer Frauds6.4 Computer Frauds

PracticalsPracticals

TALLYTALLY

Assignment : 1Assignment : 1

Creation, Deletion and alteration of Creation, Deletion and alteration of companycompany

A.A. Create a CompanyCreate a Company MBA Friends Pvt. Ltd.MBA Friends Pvt. Ltd. With following details With following details

Enter the hypothetical details e.g. Address, State, Enter the hypothetical details e.g. Address, State, PAN No. etc.PAN No. etc.

Select Accounts with Inventory option, Use 1-4-20XX(Current Financial Year) as the date ofSelect Accounts with Inventory option, Use 1-4-20XX(Current Financial Year) as the date of

commencemecommencement of nt of business.business.

B.B. Alteration of Company details :-Alteration of Company details :-

Alter the Following Details MBA Friends Pvt. Ltd.Alter the Following Details MBA Friends Pvt. Ltd.

Address & contact no. and Address & contact no. and save the alterations. .(Show Pop-up Menu before Saving changes).save the alterations. .(Show Pop-up Menu before Saving changes).

C.C. Deletion of the Company:-Deletion of the Company:-Create a CompanyCreate a Company MBA Temporary Friends Pvt. Ltd.MBA Temporary Friends Pvt. Ltd. With following details With following details

Enter the hypothetical details e.g. Address, State, Enter the hypothetical details e.g. Address, State, PAN No. etc.PAN No. etc.

Now, delete the company. (Show Pop-up Menu before Now, delete the company. (Show Pop-up Menu before deletion)deletion)

Select Accounts with InventorySelect Accounts with Inventory OROR only Accounts option, Use current financial year as the year of only Accounts option, Use current financial year as the year of

commencemcommencement and ent and thenthen delete the Companydelete the Company

{Note :-{Note :- In this practical students are required to take print out before saving the information of Creation , In this practical students are required to take print out before saving the information of Creation ,

Alteration and Deletion of companies}Alteration and Deletion of companies}

Assignment: 2Assignment: 2..

Creation of Ledger Accounts, assigning the proper groups and opening Balances of Creation of Ledger Accounts, assigning the proper groups and opening Balances of those accounts as on 31those accounts as on 31March,2015 in the books MBA Friends Pvt. Ltd. as per the following the informationMarch,2015 in the books MBA Friends Pvt. Ltd. as per the following the information

Sr.Sr.

No.No.

Date Date Ledger Ledger NamesNames

(To Be Created)(To Be Created)

GroupsGroups

(To Be Assigned)(To Be Assigned)

OpeningOpening

BalancesBalances

(Rs.)(Rs.)

1 1-A1 1-Apr-201X pr-201X Cash Cash A/c A/c (Already (Already ExistingExisting

Group.)Group.)

5,00,0005,00,000

2 2 1-Apr-201X 1-Apr-201X Mr. Mr. X X A/c A/c Sundry Sundry Debtors Debtors 50,00050,000

3 1-A3 1-Apr-201X pr-201X Mr.Y Mr.Y A/c A/c Sundry Sundry Creditors Creditors 20,00020,000

4 1-A4 1-Apr-201X pr-201X Mr.Y Mr.Y A/c A/c Sundry Sundry Creditors Creditors 30,00030,000

5 5 1-Apr-201X 1-Apr-201X Share Share Capital Capital Account Account Capital Capital A/c A/c 10,00,00010,00,000

6 6 1-Apr-201X 1-Apr-201X SBI SBI Bank Bank A/c A/c Bank Bank Account Account 5,20,0005,20,000

7 7 1-Apr-201X 1-Apr-201X Plant Plant & & Machinery Machinery A/c A/c Fixed Fixed Assets Assets 20,00,00020,00,000

8 8 1-Apr-201X 1-Apr-201X Land Land & & Building Building A/c A/c Fixed Fixed Assets Assets 30,00,00030,00,000

9 9 1-Apr-201X 1-Apr-201X Furniture Furniture & & Fixture Fixture A/c A/c Fixed Fixed Assets Assets 5,00,0005,00,000

10 10 1-Apr-201X 1-Apr-201X Bank Bank of of Maharastra Maharastra LoanLoan

A/cA/c

Loans Loans & & Advances Advances 1,00,0001,00,000

((Note :Note : Students are required to take the current financial year for accounting entries)Students are required to take the current financial year for accounting entries)

Assignment: 3 –Assignment: 3 –

Journalize the following (by Using Proper Vouchers in Tally) in Journalize the following (by Using Proper Vouchers in Tally) in the books ofthe books of MBA Friends Pvt. Ltd.MBA Friends Pvt. Ltd. along along

with their appropriate narrations:-with their appropriate narrations:-

(a)(a) Paid Rs.30,000 as Salary for the month of April on Paid Rs.30,000 as Salary for the month of April on 11stst May,20XX May,20XX

(b)(b) Paid Telephone bill Rs.2,000 through SBI Bank Paid Telephone bill Rs.2,000 through SBI Bank Cheque No. 543210 on 5Cheque No. 543210 on 5thth May,20XX May,20XX

(c)(c) Received a cheque Rs. 20,000 from Mr.X (Cheque No.700001) which is deposited in SBI Bank A/cReceived a cheque Rs. 20,000 from Mr.X (Cheque No.700001) which is deposited in SBI Bank A/c

(No.SBIIND1234567(No.SBIIND123456789) on 89) on 88thth May,20XX May,20XX

(d)(d) Purchased Machinery of Rs.50,000 through SBI BANK Cheque No 123456 Purchased Machinery of Rs.50,000 through SBI BANK Cheque No 123456 on 1on 1StSt June, 20XX June, 20XX

(e)(e) Purchased goods of Rs.1,70,00Purchased goods of Rs.1,70,000 from Mr.Y for C0 from Mr.Y for Cash on 1ash on 1stst Aug,20XX Aug,20XX

Create 3 hypothetical stock items; specify rates per unit and total amount.Create 3 hypothetical stock items; specify rates per unit and total amount.

(f)(f) Sold Goods of Rs.2,00,000 for cash to Mr. X on 1Sold Goods of Rs.2,00,000 for cash to Mr. X on 100thth June,20XX June,20XX

Take any one stock item from entry (e) above for Take any one stock item from entry (e) above for sale, Specify hypothetical prices.sale, Specify hypothetical prices.

Note:-Note:- In above t In above transactions students need to create Purchase & Sales A/c ransactions students need to create Purchase & Sales A/c i.e. Ledgers , other i.e. Ledgers , other LedgersLedgersare already created in Assignment No. 2.are already created in Assignment No. 2.

Assignment: 4Assignment: 4

Considering the transactions in Assignment no.1,2,3 above, Show Trial Balance , Trading Accounts & Considering the transactions in Assignment no.1,2,3 above, Show Trial Balance , Trading Accounts & ProfitProfit

& Loss Accounts and Balance sheet as on 31& Loss Accounts and Balance sheet as on 31stst March,20X March,20XX X for MBA Friends for MBA Friends Pvt. Ltd.Pvt. Ltd.

Split Company DataSplit Company Data

Split company data in Tally up to Split company data in Tally up to 3131stst Jan, 20XX and now Make Zip File of the Data up to 30 Jan, 20XX and now Make Zip File of the Data up to 30thth Jan, 2015 and Jan, 2015 and

email it to email it to your tax consultant Mr. Ganesh Maurya on his email Id : [email protected] tax consultant Mr. Ganesh Maurya on his email Id : [email protected]

AndAnd

Export of Data in ExcelExport of Data in Excel

Export data from Tally containing the Trial Balance, Trading Accounts And Profit & Loss Accounts andExport data from Tally containing the Trial Balance, Trading Accounts And Profit & Loss Accounts and

Balance sheet as on 31Balance sheet as on 31stst March, 20XX in Excel Format. March, 20XX in Excel Format.

ADVANCED EXCELADVANCED EXCEL

Assignment No: 5Assignment No: 5

Loan Amortization ScheduleLoan Amortization Schedule

Use PMT function & calculate the monthly payment on a loan with an annual interest rate of 5%, 2-yearUse PMT function & calculate the monthly payment on a loan with an annual interest rate of 5%, 2-year

duration and a present value (amount borrowed) oduration and a present value (amount borrowed) of 20,000.f 20,000.

Name the input ce Name the input cells as:-lls as:-

Payment Payment Number Number Payment Payment Principal Principal Interest Interest BalanceBalance

2. Use the PPMT function to calculate the principal part of t2. Use the PPMT function to calculate the principal part of the payment.he payment.

3. Use the IPMT function to calculate the interest part of 3. Use the IPMT function to calculate the interest part of the payment.the payment.

4. Update the balance.4. Update the balance.

5. It takes 24 months to pay off t5. It takes 24 months to pay off this loan.his loan.

Show how the principal part Show how the principal part increases and the interest part decreases with increases and the interest part decreases with each payment.each payment.

Assignment No: 6Assignment No: 6

Calculation of Depreciation as per accounting principles & Calculation of Depreciation as per accounting principles & as per Income Tax Act,1961as per Income Tax Act,1961

A)A) As per Accounting PrinciplesAs per Accounting Principles

Consider an asset with an initial cost of Rs. Consider an asset with an initial cost of Rs. 10,000, a salvage value (residual value) of Rs.1000 and a useful10,000, a salvage value (residual value) of Rs.1000 and a useful

life of 10 periods (years).life of 10 periods (years).

You are required to calculate -You are required to calculate -

i)i) Depreciation using Straight Line Method using above informationDepreciation using Straight Line Method using above information

ii)ii) Depreciation using Written Down Value Method rate @ 10 % p.a.Depreciation using Written Down Value Method rate @ 10 % p.a.

iii)iii) Also write interpretation.Also write interpretation.

B)B) As per Income Tax Act,1961As per Income Tax Act,1961

The following table shows the opening WDV, Addition and sale of Fixed Assets during a particularThe following table shows the opening WDV, Addition and sale of Fixed Assets during a particular

Financial Year along with rate of Depreciation .You are required to calculate the Total amount ofFinancial Year along with rate of Depreciation .You are required to calculate the Total amount of

Depreciation as per the Income Tax Act, 1961 ?Depreciation as per the Income Tax Act, 1961 ?

Sr.No. Sr.No. PARTICULARS PARTICULARS W.D.V. W.D.V. ASAS

ONON

01.04.20XX01.04.20XX

ADDITIONADDITION

DURINGDURING

THETHE

YEARYEARBEFOREBEFORE

30.09.XX30.09.XX

AFTERAFTER

30.09.XX30.09.XX

SALESALE

DURINGDURING

THETHE

YEARYEAR

RATERATE

OFOF

DEPRDEPR

%%

1 1 Furniture Furniture & & Fitting Fitting 3,00,000 3,00,000 1,00,000 1,00,000 - - 50,000 50,000 1010

2 2 Buliding Buliding 10,00,000 10,00,000 3,00,000 3,00,000 - - 1010

3 3 Motor Motor Car Car 4,00,000 4,00,000 - - - - 1,00,000 1,00,000 1515

4 4 Plant Plant & & Machinery Machinery 20,00,000 20,00,000 - - 4,00,000 4,00,000 - - 1515

Total Total Rs. Rs. 37,00,000 37,00,000 4,00,000 4,00,000 4,00,000 4,00,000 - - --

Note : -Rate of Depreciation as per Income Tax Rules Depreciation is Charged on block of Assets .Note : -Rate of Depreciation as per Income Tax Rules Depreciation is Charged on block of Assets .

The asset purchased during the year before 30 Sept (put to use for more than 180 days is charged with fullThe asset purchased during the year before 30 Sept (put to use for more than 180 days is charged with full

rate of depreciation whereas for the asset purchased during the year after 30 rate of depreciation whereas for the asset purchased during the year after 30 Sept (put to use for Sept (put to use for less than 180less than 180

days ) is charged with half rate of ddays ) is charged with half rate of depreciation.]epreciation.]

Refer Income Tax Act,1961 for more Refer Income Tax Act,1961 for more details.details.

Assignment Assignment No: No: 7 7 Compound Compound Interest Interest CalculationCalculation

1)1) Assume you put Rs.100 into a bank. How much will your investment be worth after one year at anAssume you put Rs.100 into a bank. How much will your investment be worth after one year at an

annual interest rate of 8%?annual interest rate of 8%?

2)2) Now this interest will also earn interest (compound interest) next year. How much will yourNow this interest will also earn interest (compound interest) next year. How much will your

investment be worth after two years at an annual interest rate of investment be worth after two years at an annual interest rate of 8%?8%?

3)3) How much will your investment be worth after 5 How much will your investment be worth after 5 years?years?

4)4) Assume you put Rs. 10,000 into a bank. How much will your investment be worth after 10 years atAssume you put Rs. 10,000 into a bank. How much will your investment be worth after 10 years at

an annual interest rate of an annual interest rate of 5% compounded monthly?5% compounded monthly?

5)5) Assume you put Rs. 10,000 into a bank. How much will your investment be worth after 15 years atAssume you put Rs. 10,000 into a bank. How much will your investment be worth after 15 years at

an annual interest rate of an annual interest rate of 4% compounded quarterly?4% compounded quarterly?

Assignment: Assignment: 8 8 Creation Creation of Iof Income ncome Tax Tax CalculatorCalculator

Prepare a Income Tax Calculator in Excel to calculate Income Tax on the Net Taxable Income ofPrepare a Income Tax Calculator in Excel to calculate Income Tax on the Net Taxable Income of

Following 6 Assessees .Following 6 Assessees .

Sr.No. Sr.No. Name Name of of Assessee Assessee Net Net Taxable Taxable Income Income (Rs.)(Rs.)

1 1 Mr. Mr. Ganesh Ganesh 4,25,0004,25,000

2 2 Mr. Mr. Jayesh Jayesh 3,10,0003,10,000

3 3 Mr.Suresh Mr.Suresh 7,25,0007,25,0004 4 Mr.Nilesh Mr.Nilesh 6,80,0006,80,000

5 5 Mr.Shailesh Mr.Shailesh 11,00,00011,00,000

6 6 Mr.Ramesh Mr.Ramesh 15,10,00015,10,000

Students are required to show in their Print outs.Students are required to show in their Print outs.

i)i) The Applicable Slab and Tax Rates and The Applicable Slab and Tax Rates and coding required to calculate the coding required to calculate the Income TaxIncome Tax

( Exclude Education Cess in Calculation )( Exclude Education Cess in Calculation )

ii)ii) Final Table Showing Income Tax Calculated for Final Table Showing Income Tax Calculated for above 6 Assessees.above 6 Assessees.

((Note :Note : Student should take Income Tax Slab Rates as per the applicable Assessment Year for the particular Student should take Income Tax Slab Rates as per the applicable Assessment Year for the particular

Financial yeaFinancial year in which they r in which they are pursuing this pracare pursuing this practical )tical )

Assignment: 9 Assignment: 9 Creation of Pie Chart & Bar Chart (2 DimensCreation of Pie Chart & Bar Chart (2 Dimension or 3 Dimensional) & Interpretation.ion or 3 Dimensional) & Interpretation.

Create Pie Chart & Bar Graphs from the following Particulars for -Create Pie Chart & Bar Graphs from the following Particulars for -

i)i) Sales & Net ProfitSales & Net Profit

Sr.No. Sr.No. Particulars Particulars 2011-12 2011-12 2012-13 2012-13 2013-142013-14

1 1 Sales Sales 40,00,000 40,00,000 45,00,000 45,00,000 50,00,00050,00,000

2 2 Net Net Profit Profit 8,00,000 8,00,000 11,25,000 11,25,000 5,00,0005,00,000

ii)ii) Sales & Sundry DebtorsSales & Sundry Debtors

Sr.No. Sr.No. Particulars Particulars 2011-12 2011-12 2012-13 2012-13 2013-142013-14

1 1 Sales Sales 40,00,000 40,00,000 45,00,000 45,00,000 50,00,00050,00,000

2 2 Sundry Sundry Debtors Debtors 2,00,000 2,00,000 5,00,000 5,00,000 6,00,0006,00,000

Write InteWrite Interpretation for rpretation for above Table above Table (i) & (ii)(i) & (ii)

Assignment: Assignment: 10 10 Ratio AnaRatio Analysislysis

From the following particulars Calculate following Ratios for Given 3 Years Financial Year -From the following particulars Calculate following Ratios for Given 3 Years Financial Year -

Particulars 2011-12Particulars 2011-12

Rs.Rs.

2012-132012-13

Rs.Rs.

2013-142013-14

Rs.Rs.

Particulars 2011-12Particulars 2011-12

Rs.Rs.

2012-132012-13

Rs.Rs.

2013-142013-14

Rs.Rs.

Sales Sales 10,00,000 10,00,000 12,00,000 12,00,000 15,00,000 15,00,000 BillsBills

ReceivableReceivable

50,000 50,000 60,000 60,000 80,00080,000

Net Net Profit Profit 1,50,000 1,50,000 2,40,000 2,40,000 3,15,000 3,15,000 Cash Cash ininHandHand 40,000 40,000 60,000 60,000 70,00070,000

Capital Capital 5,00,000 5,00,000 10,00,000 10,00,000 11,00,000 11,00,000 Cash Cash atat

BankBank

1,10,000 1,50,000 1,80,0001,10,000 1,50,000 1,80,000

Land &Land &

BuildingBuilding

2,00,000 7,00,000 8,00,000 Prepaid2,00,000 7,00,000 8,00,000 Prepaid

ExpensesExpenses

30,000 30,000 40,000 40,000 50,00050,000

Plant &Plant &

MachineryMachinery

3,00,000 4,00,000 5,00,000 Sundry3,00,000 4,00,000 5,00,000 Sundry

CreditorsCreditors

40,000 40,000 60,000 60,000 70,00070,000

SundrySundry

DebtorsDebtors

40,000 40,000 50,000 50,000 70,000 70,000 BillsBills

PayablePayable

20,000 20,000 15,000 15,000 25,00025,000

Stock Stock 60,000 60,000 70,000 70,000 80,000 80,000 ProvisionProvision

forfor

TaxationTaxation

10,000 10,000 20,000 20,000 40,00040,000

Calculate:Calculate:

1.1. Net Profit RatioNet Profit Ratio

2.2. Current RatioCurrent Ratio

3.3. Liquid RatioLiquid Ratio

4.4. Debtor Turnover RatioDebtor Turnover Ratio

5.5. Fixed Assets Turnover RatioFixed Assets Turnover Ratio

Also write interpretation for above Ratios by comparing 3 years Ratios.Also write interpretation for above Ratios by comparing 3 years Ratios.

References :-References :-

Websites :Websites :

1.1. http://www.tallysolutions.com/http://www.tallysolutions.com/

2.2. http://tallyerp9book.com/http://tallyerp9book.com/

Books :-Books :-

1.1. Tally.ERP 9: Basic Accounts, Invoice, InventoryTally.ERP 9: Basic Accounts, Invoice, Inventory byby Asok K. NadhaniAsok K. Nadhani (Author)(Author)

2.2. Tally ERP 9 (English) Paperback – 2014 Tally ERP 9 (English) Paperback – 2014 by Mr. Tarang (Author)by Mr. Tarang (Author)

3.3. Excel With Excel (English) Author:Excel With Excel (English) Author: Rajesh SeshadriRajesh Seshadri

4.4. Excel 2010 in Simple Steps Paperback –byExcel 2010 in Simple Steps Paperback –by Kogent Learning Solutions Inc.Kogent Learning Solutions Inc.

5.5. AuditingAuditing – N. D. Kapoor – N. D. Kapoor

6.6. AuditingAuditing-- G. Shekhar G. Shekhar

Specialization –B – Marketing Management Specialization –B – Marketing Management





304 B: Product and Brand Management304 B: Product and Brand Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


ObjectivesObjectives

1.1. To equip the students with the various dimensions of Product and Brand managementTo equip the students with the various dimensions of Product and Brand management

2.2. To develop familiarity and competence with the strategies and tactics involved in building,To develop familiarity and competence with the strategies and tactics involved in building,

leveraging and defending strong Products and leveraging and defending strong Products and BrandsBrands

1.1. Introduction (6)Introduction (6)

1.1.1.1. Need for Product Management, Product Line Decision, Product Mix DecisionNeed for Product Management, Product Line Decision, Product Mix Decision

1.2.1.2. Product Manager- Functions and Skills RequiredProduct Manager- Functions and Skills Required

1.3.1.3. Marketing Strategies in different Phases of PLC, PLC Extension, Diffusion ModelMarketing Strategies in different Phases of PLC, PLC Extension, Diffusion Model

1.4.1.4. Issues of Product Management in IndiaIssues of Product Management in India

1.5.1.5. Marketing Planning- Concept, The Planning Process, Components of Marketing Plan, Two case StudiesMarketing Planning- Concept, The Planning Process, Components of Marketing Plan, Two case Studies

based on Marketing Planbased on Marketing Plan

2.2. Competitive Competitive Strategy Strategy for for Products Products (12)(12)

2.1.2.1. Nature, Stages of competition, Forces Driving / Shaping competition, Forms of CompetitionNature, Stages of competition, Forces Driving / Shaping competition, Forms of Competition

2.2.2.2. Category Attractive Analysis- Concept, Aggregate Market Factors, Category Factors and EnvironmentalCategory Attractive Analysis- Concept, Aggregate Market Factors, Category Factors and Environmental

AnalysisAnalysis

2.3.2.3. Competitors Analysis- Nature, Sources of Competitors Analysis- Nature, Sources of Information, Assessing competitor’s- Objectives & MarketingInformation, Assessing competitor’s- Objectives & Marketing

Strategies, Strategies, Differential advDifferential advantage Analysisantage Analysis

2.4.2.4. Customer AnalysisCustomer Analysis

2.5.2.5. Market Potential and Sales Forecasting- MethodsMarket Potential and Sales Forecasting- Methods

3.3. Developing Developing Product Product Strategy Strategy (6)(6)

3.1.3.1. Elements of Product StrategiesElements of Product Strategies

3.2.3.2. Positioning and Differentiation StrategiesPositioning and Differentiation Strategies

3.3.3.3. Product Strategy over PLCProduct Strategy over PLC

3.4.3.4. New Product Development- Factors contributing to New Product Development, Factors responsible forNew Product Development- Factors contributing to New Product Development, Factors responsible forfailing New Product, Managing New Product Development and Product Innovation- Setting Innovationfailing New Product, Managing New Product Development and Product Innovation- Setting Innovation

Objectives, Methods and StepsObjectives, Methods and Steps

4.4. Concept Concept of of Brand Brand (6)(6)

4.1.4.1. Definition, Nature, Brand and Product, Brand challenges and OpportunitiesDefinition, Nature, Brand and Product, Brand challenges and Opportunities

4.2.4.2. Types of Brands, Brand Types of Brands, Brand PerspectivesPerspectives

4.3.4.3. Brand Evolution-Consumerism Continuum, Brand Levels, Value HierarchyBrand Evolution-Consumerism Continuum, Brand Levels, Value Hierarchy

4.4.4.4. Brand and Product Position, 3 Cs of PoBrand and Product Position, 3 Cs of Positioning and Competitive Positioning-POPs and PODssitioning and Competitive Positioning-POPs and PODs

4.5.4.5. Identifying and Establishing Brand PositioningIdentifying and Establishing Brand Positioning

4.6.4.6. Strategic Brand Management ProcessStrategic Brand Management Process

5.5. Brand Brand Equity Equity (12)(12)

5.1.5.1. Concept, Customer Based Brand EquityConcept, Customer Based Brand Equity

5.2.5.2. Criteria for choosing Brand Element, Options and Tactics for Brand ElementsCriteria for choosing Brand Element, Options and Tactics for Brand Elements5.3.5.3. Marketing Communication to Build Brand (Criteria for Integrating Marketing communication-IMC)Marketing Communication to Build Brand (Criteria for Integrating Marketing communication-IMC)

5.4.5.4. Leveraging Secondary BranLeveraging Secondary Brand Associations to d Associations to Build Brand EquityBuild Brand Equity

5.4.1.5.4.1. Conceptualising the leveraging ProcessConceptualising the leveraging Process

5.4.2.5.4.2. Co-Branding, Licensing, Celebrity EndorsementCo-Branding, Licensing, Celebrity Endorsement,,

5.5.5.5. Measuring Brand PerformanceMeasuring Brand Performance

5.5.1.5.5.1. Qualitative Techniques- Free Association, Projective Technique, BrQualitative Techniques- Free Association, Projective Technique, Brand personalityand personality

5.5.2.5.5.2. Quantitative Techniques-Brand Awareness, Brand identity, Brand Image, Quantitative Techniques-Brand Awareness, Brand identity, Brand Image, Brand Responses, BrandBrand Responses, Brand

Relationships, Brand Attitude , Brand Loyalty , Brand SwitchingRelationships, Brand Attitude , Brand Loyalty , Brand Switching

5.6.5.6. Measuring outcomes of Equity: Models of Brand Equity Aaker Model, Brandz Model, Brand EquityMeasuring outcomes of Equity: Models of Brand Equity Aaker Model, Brandz Model, Brand Equity

Measurement System, Brand ValuationMeasurement System, Brand Valuation

6.6. Brand Brand Extensions Extensions and and Managing Managing Brand Brand (6)(6)

6.1.6.1. Types, Advantage and Disadvantage, New Product Types, Advantage and Disadvantage, New Product and Brand Extensionsand Brand Extensions

6.2.6.2. Managing Brand Over a Time-Reinforcing Brand, Revitalising Brand and Managing Brand Over a Time-Reinforcing Brand, Revitalising Brand and adjustment to Brand Portfolioadjustment to Brand Portfolio6.3.6.3. Global Branding-Advantages and DisadvantagesGlobal Branding-Advantages and Disadvantages


1.1. Product Management- Lehmann Donald R ; Winer Russell S, Product Management- Lehmann Donald R ; Winer Russell S, Tata McGraw HillTata McGraw Hill

2.2. Brand Management: Text and Brand Management: Text and Cases- Harsh V. Verma- Excel BooksCases- Harsh V. Verma- Excel Books

3.3. Strategic Brand Management: Building, Measuring, and Managing Brand Equity-Kevin Lane Keller,Strategic Brand Management: Building, Measuring, and Managing Brand Equity-Kevin Lane Keller,

M. G. PM. G. Parameswaran, Isaac Jacob-Pearsonarameswaran, Isaac Jacob-Pearson

4.4. Product Policy and Brand Management-A.K. Chitale and Ravi Gupta, PHI LearningProduct Policy and Brand Management-A.K. Chitale and Ravi Gupta, PHI Learning

5.5. Product Management Text and Cases- Product Management Text and Cases- Kaushik, Mukerjee-PHI LearningKaushik, Mukerjee-PHI Learning

6.6. Product and Brand Management-U.C. Mathur, Excel BooksProduct and Brand Management-U.C. Mathur, Excel Books

7.7. Marketing Management- Rajan Saxena (4Marketing Management- Rajan Saxena (4thth Edition), McGraw Hill Edition), McGraw Hill

8.8. Marketing Concept and Cases- Michael J. Etzel, Bruce J. Marketing Concept and Cases- Michael J. Etzel, Bruce J. Walker, William J. Stanton and Ajay Pandit,Walker, William J. Stanton and Ajay Pandit,Tata McGraw HillTata McGraw Hill

9.9. Principles of Marketing- Philip Kotler- PHI LearningPrinciples of Marketing- Philip Kotler- PHI Learning

10.10. Brand Positioning Strategies for Competitive Brand Positioning Strategies for Competitive Advantage-Sengupta- Tata McGraw HillAdvantage-Sengupta- Tata McGraw Hill


FACULTY OF COMMERCE & MFACULTY OF COMMERCE & MANAGEMENTANAGEMENT



Paper: 305 B – Consumer Behavior and Service MarketingPaper: 305 B – Consumer Behavior and Service Marketing60 + 40 Pattern: External Mar60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 1ks 60 +Internal Marks 40 = Maximum Total Marks: 10000


Objective:Objective:

•• To highlight the importance of learning about consumer behaviorTo highlight the importance of learning about consumer behavior

•• To develop understanding of the need to market services differently from general marketingTo develop understanding of the need to market services differently from general marketing

•• To help students in learning different approaches required for effective marketing of services.To help students in learning different approaches required for effective marketing of services.

1.1. KNOWLEDGE KNOWLEDGE OF OF BUYERS BUYERS (6)(6)

1.1.1.1. Buyer behavior & Consumer decision making Buyer behavior & Consumer decision making processprocess

1.2.1.2. Factors influencing buying behavior & Post purchase behaviorFactors influencing buying behavior & Post purchase behavior

1.3.1.3. Consumer Reference GroupsConsumer Reference Groups

1.4.1.4. The family Life CycleThe family Life Cycle

1.5.1.5. Social Class and Consumer BehaviourSocial Class and Consumer Behaviour

1.6.1.6. Organizational Buying Vs Consumer BuyingOrganizational Buying Vs Consumer Buying

2.2. INTRODUCTION INTRODUCTION TO TO SERVICES SERVICES (8)(8)

2.1.2.1. Understanding services phenomenaUnderstanding services phenomena

2.2.2.2. Characteristics of servicesCharacteristics of services

2.3.2.3. Differentiating services from goodsDifferentiating services from goods

2.4.2.4. Role of services in economyRole of services in economy

2.5.2.5. The service triangle management modelThe service triangle management model

2.6.2.6. SERVQUALSERVQUAL

2.7.2.7. GAP model of customer satisfactionGAP model of customer satisfaction

3.3. SERVICES SERVICES MARKETING MARKETING MIX MIX (7PS) (7PS) (10)(10)

3.1.3.1. Marketing mix in services and traditional 4PSMarketing mix in services and traditional 4PS

3.2.3.2. ProductProduct

3.3.3.3. PricePrice

3.4.3.4. PromotionPromotion

3.5.3.5. Place or distributionPlace or distribution

3.6.3.6. PeoplePeople

3.7.3.7. Physical evidencePhysical evidence

3.8.3.8. Process managementProcess management

4.4. CROSS CROSS CULTURAL CULTURAL CONSUMER CONSUMER BEHAVIOR: BEHAVIOR: AN AN INTERNATIONAL INTERNATIONAL PERSPECTIVE PERSPECTIVE (8)(8)

4.1.4.1. Diffusion and adoption of innovationsDiffusion and adoption of innovations

4.2.4.2. Cross-cultural consumer analysisCross-cultural consumer analysis

4.3.4.3. Cross cultural psychographic segmentationCross cultural psychographic segmentation

4.4.4.4. Developing multinational marketing strategiesDeveloping multinational marketing strategies

4.5.4.5. Cultural aspects of emerging international Cultural aspects of emerging international marketmarket

5.5. INTEGRATED INTEGRATED SERVICE SERVICE STRATEGY STRATEGY (8)(8)

5.1.5.1. Growth strategies for service businessesGrowth strategies for service businesses

5.2.5.2. Customer satisfaction measuresCustomer satisfaction measures

5.3.5.3. Service profit chainService profit chain5.4.5.4. Strategy for market leader, Strategy for market leader, challengers, niche market challengers, niche market and followersand followers

5.5.5.5. Service performance metricsService performance metrics

6.6. CUSTOMER CUSTOMER RELATIONSHIP RELATIONSHIP MANAGEMENT MANAGEMENT (CRM) (CRM) (8)(8)

6.1.6.1. Concept of CRM and CRM issuesConcept of CRM and CRM issues

6.2.6.2. Customer valueCustomer value

6.3.6.3. Standardization verses customizationStandardization verses customization

6.4.6.4. CRM ObjectivesCRM Objectives

6.5.6.5. CRM: Global PerspectiveCRM: Global Perspective

6.6.6.6. The scenario of CRM in Indian companiesThe scenario of CRM in Indian companies


1.1. Consumer Behavior, Schiffman G.L and Kanuk L.L, Prentice- HallConsumer Behavior, Schiffman G.L and Kanuk L.L, Prentice- Hall

2.2. Services marketing : ravi Shankar, Excel BookServices marketing : ravi Shankar, Excel Book

3.3. Services marketing C Bhatacharjee, Excel BookServices marketing C Bhatacharjee, Excel Book4.4. Services marketing Govind Apte, OxfordServices marketing Govind Apte, Oxford

5.5. Services marketing: Rajendra Nargundkar, Tata Mc Graw HillServices marketing: Rajendra Nargundkar, Tata Mc Graw Hill

6.6. Marketing Management: A south Asian perspective; Philip Kotler, Kevin Lane Keller, Abraham KoshyMarketing Management: A south Asian perspective; Philip Kotler, Kevin Lane Keller, Abraham Koshy

Mithileshwar Jha, 14 ed, PearsonMithileshwar Jha, 14 ed, Pearson

7.7. Marketing Management, Rajan Saxena, Tata McGraw HillMarketing Management, Rajan Saxena, Tata McGraw Hill

8.8. Marketing; Grewal, Ievy, Tata McGraw HillMarketing; Grewal, Ievy, Tata McGraw Hill

9.9. Services Marketing, Lovelock, Wirtz, Chatterjee; PearsonServices Marketing, Lovelock, Wirtz, Chatterjee; Pearson



New Syllabus: M.B.A.New Syllabus: M.B.A.SEMESTER: IIISEMESTER: III

Paper: 306 B– Sales & DistributionPaper: 306 B– Sales & Distribution60 + 40 Pattern: External Mar60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 1ks 60 +Internal Marks 40 = Maximum Total Marks: 10000



•• To impart knowledge about the selling function and highlight the managerial issues involved in salesTo impart knowledge about the selling function and highlight the managerial issues involved in sales

management.management.•• To bring out the changes in distribution function and To bring out the changes in distribution function and understand current practicesunderstand current practices

1.1. Introduction Introduction to to sales sales management management (10)(10)

1.1.1.1. Nature and Scope of Sales ManagementNature and Scope of Sales Management

1.2.1.2. Objectives of Sales managementObjectives of Sales management

1.3.1.3. Functions of Sales managementFunctions of Sales management

1.4.1.4. Prospecting for customersProspecting for customers

1.5.1.5. Modes of sales presentationModes of sales presentation

1.6.1.6. Designing and delivering of sales presentationDesigning and delivering of sales presentation

1.7.1.7. Recruiting and selecting Sales PersonnelRecruiting and selecting Sales Personnel

1.8.1.8. Methods and administering selection proceduresMethods and administering selection procedures

2.2. Sales Sales force force involvement, involvement, evaluation evaluation and and training training (10)(10)

2.1.2.1. Developing Sales Training Programs,Developing Sales Training Programs,

2.2.2.2. Executing and Evaluating sales training programsExecuting and Evaluating sales training programs

2.3.2.3. Motivating Sales PersonnelMotivating Sales Personnel

2.4.2.4. Compensating sales personnelCompensating sales personnel

2.5.2.5. Designing and Administering various Compensation PlansDesigning and Administering various Compensation Plans

2.6.2.6. Controlling Sales personnelControlling Sales personnel

2.7.2.7. Managing sales evaluation programsManaging sales evaluation programs

2.8.2.8. Comparing standards with actual performances oComparing standards with actual performances of sales personnel;f sales personnel;

3.3. Sales Sales force force management management (8)(8)

3.1.3.1. Objective and Types of QuotasObjective and Types of Quotas

3.2.3.2. Quota setting procedureQuota setting procedure

3.3.3.3. Administering the quota systemAdministering the quota system

3.4.3.4. Designing Sales TerritoriesDesigning Sales Territories

3.5.3.5. Allocating Sales efforts to sales territoriesAllocating Sales efforts to sales territories

4.4. Marketing Marketing channels, channels, structure structure and and distribution distribution (6)(6)

4.1.4.1. Functions and Relationships of channels of DistributionFunctions and Relationships of channels of Distribution

4.2.4.2. Channel DynamicsChannel Dynamics

4.3.4.3. Channel Planning and organizational Patterns in Marketing ChannelsChannel Planning and organizational Patterns in Marketing Channels

4.4.4.4. Channel Design ProcessChannel Design Process

4.5.4.5. Channel Management DecisionsChannel Management Decisions

5.5. Channel Channel intermediaries intermediaries (8)(8)

5.1.5.1. Channel Intermediaries- Role and TypesChannel Intermediaries- Role and Types

5.2.5.2. Wholesaling- Types of WholesalersWholesaling- Types of Wholesalers

5.3.5.3. Wholesaler marketing decisionsWholesaler marketing decisions

5.4.5.4. Retailing- Types of retailersRetailing- Types of retailers

5.5.5.5. retailer marketing decisionsretailer marketing decisions

6.6. Market Market logistics logistics (6)(6)

6.1.6.1. Logistics Objectives,Logistics Objectives,

6.2.6.2. Market logistics decisions for Distribution ChannelsMarket logistics decisions for Distribution Channels

6.3.6.3. Role of Information System in Distribution Channel ManagementRole of Information System in Distribution Channel Management

6.4.6.4. Assessing Performance of Marketing Assessing Performance of Marketing Channels.Channels.


1.1. Tanner, J; HoneycuttED; Erffmeyer Robert C.; Sales management: Pearson Education, 2009Tanner, J; HoneycuttED; Erffmeyer Robert C.; Sales management: Pearson Education, 2009

2.2. R.S.N. Pillai :Marketing management, S. ChandR.S.N. Pillai :Marketing management, S. Chand

3.3. Still, R R. & Cundiff; Sales Management, Englewood Cliff, New Jersey, Printice Hall Inc.,Still, R R. & Cundiff; Sales Management, Englewood Cliff, New Jersey, Printice Hall Inc.,

4.4. Anderson, R. Professional Sales Management. Englewood Cliff, New Jersey, Prentice Hall Inc., 1992.Anderson, R. Professional Sales Management. Englewood Cliff, New Jersey, Prentice Hall Inc., 1992.

5.5. Buskirk, R H and Stanton, W J. MBuskirk, R H and Stanton, W J. Management of Sales Force. Homewood Illonois, Richard D Irwin, 1983.anagement of Sales Force. Homewood Illonois, Richard D Irwin, 1983.

6.6. Dalrymple, D J. Sales Management: Concepts and cases. New York, John Wiley, 1989.Dalrymple, D J. Sales Management: Concepts and cases. New York, John Wiley, 1989.

7.7. Johnson, E M etc. Johnson, E M etc. Sales Management: Concepts Practices and cases. NSales Management: Concepts Practices and cases. New York, McGraw Hill, 1986.ew York, McGraw Hill, 1986.

8.8. Stanton, William J etc. Management of Sales Force. Chicago, Irwin,1988.Stanton, William J etc. Management of Sales Force. Chicago, Irwin,1988.



New Syllabus: M.B.A.New Syllabus: M.B.A.SEMESTER: IIISEMESTER: III

Paper: 307 B: Global Paper: 307 B: Global Marketing ManagementMarketing Management60 + 40 Pattern: External Mar60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 1ks 60 +Internal Marks 40 = Maximum Total Marks: 10000



•• to apply Global marketing theories, frameworks and concepts to managerial decision contextsto apply Global marketing theories, frameworks and concepts to managerial decision contexts

1.1. Introduction Introduction to to International International Marketing Marketing (8)(8)

1.1.1.1. International Market: Meaning, Expansion, Growing AttractivenessInternational Market: Meaning, Expansion, Growing Attractiveness

1.2.1.2. International Marketing: Meaning, Need, Significance, Participants, Motives, Problems, ComplexitiesInternational Marketing: Meaning, Need, Significance, Participants, Motives, Problems, Complexities

1.3.1.3. International Orientation & StagesInternational Orientation & Stages

1.4.1.4. Scope of Marketing Indian Products AbroadScope of Marketing Indian Products Abroad

1.5.1.5. International market orientation- EPRG frame work;International market orientation- EPRG frame work;

1.6.1.6. International Marketing Environment:International Marketing Environment:

1.6.1.1.6.1. Internal, External, Domestic, Economic, Social, Cultural, Demographic, Technological, Political andInternal, External, Domestic, Economic, Social, Cultural, Demographic, Technological, Political and

LegalLegal

1.6.2.1.6.2. International Trading EnvironmentInternational Trading Environment

1.6.3.1.6.3. Trading BlocsTrading Blocs

1.7.1.7. International Market Entry Strategies & ModesInternational Market Entry Strategies & Modes

2.2. International International Product Product Strategy: Strategy: (8)(8)

2.1.2.1. Levels & Hierarchy of product, Product-line analysis, Product design StrategyLevels & Hierarchy of product, Product-line analysis, Product design Strategy

2.2.2.2. Pro duct Life Cycle Management,Pro duct Life Cycle Management,

2.3.2.3. New Product Development, Product Positioning & Product Adoption , Repositioning StrategiesNew Product Development, Product Positioning & Product Adoption , Repositioning Strategies

2.4.2.4. Product planning Matrix, Dimensions of Product StrategiesProduct planning Matrix, Dimensions of Product Strategies

2.5.2.5. Product planning for global markets;Product planning for global markets;

2.6.2.6. Standardization v/s Product adaptation;Standardization v/s Product adaptation;

2.7.2.7. Management of international brands: Bran d DriversManagement of international brands: Bran d Drivers

2.8.2.8. Packaging and labellingPackaging and labelling

3.3. International International Pricing Pricing (8)(8)

3.1.3.1. Role of Pricing, Objectives, Factors affecting Pricing, Pricing decisionsRole of Pricing, Objectives, Factors affecting Pricing, Pricing decisions

3.2.3.2. Pricing Methods, Pricing Strategies, Cost based pricing, Transfer pricing, Dumping , Export price structure,Pricing Methods, Pricing Strategies, Cost based pricing, Transfer pricing, Dumping , Export price structure,

Skimming Pricing, Penetration Pricing, Price discounts, Discriminating PricingSkimming Pricing, Penetration Pricing, Price discounts, Discriminating Pricing

3.3.3.3. Price-Market relationship, Price Escalation: cost of exporting, Taxes, tariffs & Administrative costs, ExchangePrice-Market relationship, Price Escalation: cost of exporting, Taxes, tariffs & Administrative costs, Exchange

raterate

3.4.3.4. Price control: Approaches to lessening price escalation, Leasing in international marketsPrice control: Approaches to lessening price escalation, Leasing in international markets

3.5.3.5. Currencies and foreign Exchange- Money, Foreign Exchange Market, Foreign exchange rate and its system,Currencies and foreign Exchange- Money, Foreign Exchange Market, Foreign exchange rate and its system,

Evaluation of floating ratesEvaluation of floating rates

4.4. International International Promotions Promotions (8)(8)

4.1.4.1. Pro motion Decisions: Complexities and Pro motion Decisions: Complexities and issues; International advertisingissues; International advertising

4.2.4.2. Marketing Environment & Promotional StrategiesMarketing Environment & Promotional Strategies

4.3.4.3. Role of Export Promotion Organizations, Trade fairs and ExhibitionsRole of Export Promotion Organizations, Trade fairs and Exhibitions

4.4.4.4.

International Marketing Communication: Major Decisions, Communication Mix, Problems in InternationalInternational Marketing Communication: Major Decisions, Communication Mix, Problems in InternationalMarketing CommunicationMarketing Communication

4.5.4.5. International Personal selling, Sales promotion and public relations.International Personal selling, Sales promotion and public relations.

5.5. International International Distribution Distribution (8)(8)

5.1.5.1. Distribution Channels: Policy, issues, Functions & types of channels;Distribution Channels: Policy, issues, Functions & types of channels;

5.2.5.2. International Channel conflict & Channel DecisionInternational Channel conflict & Channel Decision

5.3.5.3. Functional Excellence in Distribution PlanningFunctional Excellence in Distribution Planning

5.4.5.4. International logistics decisions & Management, Developing logistic StrategyInternational logistics decisions & Management, Developing logistic Strategy

6.6. Export Export Management Management (8)(8)6.1.6.1. Managing Export DecisionsManaging Export Decisions

6.2.6.2. Export Contract: INCO TermsExport Contract: INCO Terms

6.3.6.3. Export procedure & Documentation, Certificate of Origin, Modes of payments- LOC, Forfeiting agents, CrossExport procedure & Documentation, Certificate of Origin, Modes of payments- LOC, Forfeiting agents, Cross

Border Factoring, Bankers Acceptance (BA), Counter TradeBorder Factoring, Bankers Acceptance (BA), Counter Trade

6.4.6.4. EXIM policy of IndiaEXIM policy of India


1.1. Global Marketing Management by Keegan - PearsonGlobal Marketing Management by Keegan - Pearson

2.2. International Marketing: Text & Cases – Francis Cherunilam – HimalayaInternational Marketing: Text & Cases – Francis Cherunilam – Himalaya

3.3. International Marketing – Cateora, Graham, Salwan – Tata McGraw HillInternational Marketing – Cateora, Graham, Salwan – Tata McGraw Hill

4.4. International Marketing: Text And Cases - Justin Paul & Ramneek Kapoor – Tata Mcgraw HillInternational Marketing: Text And Cases - Justin Paul & Ramneek Kapoor – Tata Mcgraw Hill

5.5. International Marketing – Rajgopal – Vikas PublicationsInternational Marketing – Rajgopal – Vikas Publications

6.6. International Marketing – Rajendra Nargundkar – Excel BooksInternational Marketing – Rajendra Nargundkar – Excel Books

7.7. International Marketing – R Shrinivasan – Prantice HallInternational Marketing – R Shrinivasan – Prantice Hall

8.8. Global Marketing: Foreign Entry, Local Marketing & Global MGlobal Marketing: Foreign Entry, Local Marketing & Global Mgmt. – Johansson - Tata Mcgraw Hillgmt. – Johansson - Tata Mcgraw Hill9.9. International Marketing & Export Management By Albaum - PearsonInternational Marketing & Export Management By Albaum - Pearson

10.10. International Marketing - Jain S.C. - CBS Publications, New DelhiInternational Marketing - Jain S.C. - CBS Publications, New Delhi

11.11. International Financial Management- V.K. Bhalla, Anmol PublicationsInternational Financial Management- V.K. Bhalla, Anmol Publications

12.12. International Financial Management- P.G. Apte, Tata McGrahillInternational Financial Management- P.G. Apte, Tata McGrahill

Specialization – C – Human Resource ManagementSpecialization – C – Human Resource Management





304 C - Industrial Relations & Labour Welfare304 C - Industrial Relations & Labour Welfare60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To Study various Industrial Relations practices in To Study various Industrial Relations practices in the organisationthe organisation

•• To understand Grievance handling & To understand Grievance handling & collective bargaining.collective bargaining.

•• To study various aspects of labour welfare.To study various aspects of labour welfare.

1.1. Introduction Introduction to to Industrial Industrial Relations Relations (10)(10)

1.1.1.1. Industrial Relations –Industrial Relations –

1.1.1.1.1.1. Concept, Scope & Objectives of IR, Approaches to IRConcept, Scope & Objectives of IR, Approaches to IR

1.1.2.1.1.2. Conditions for Congenial IR & Functional Requirement for Sound IR PolicyConditions for Congenial IR & Functional Requirement for Sound IR Policy

1.2.1.2. Employee Discipline –Employee Discipline –

1.2.1.1.2.1. Concept, Objectives, Need,Concept, Objectives, Need,

1.2.2.1.2.2. Red Hot Stove Rule,Red Hot Stove Rule,

1.2.3.1.2.3. Principles & Approaches to DisciplinePrinciples & Approaches to Discipline

1.3.1.3. Trade Unionism-Trade Unionism-

1.3.1.1.3.1. Types, role & importanceTypes, role & importance

1.3.2.1.3.2. Growth & Need of & Managerial Trade UnionsGrowth & Need of & Managerial Trade Unions

2.2. Industrial Industrial Disputes- Disputes- (12)(12)

2.1.2.1. Industrial DisputesIndustrial Disputes

2.1.1.2.1.1. Concept, Definition,Concept, Definition,

2.1.2.2.1.2. Causes & Consequences of Industrial Disputes,Causes & Consequences of Industrial Disputes,

2.1.3.2.1.3. Types of Industrial Disputes - Strikes & Lockouts,Types of Industrial Disputes - Strikes & Lockouts,

2.1.4.2.1.4. Prevention of Industrial Disputes-Prevention of Industrial Disputes-

2.2.2.2. Industrial Dispute Settlement Machinery-Industrial Dispute Settlement Machinery-

2.2.1.2.2.1. Mediation –Mediation – 2.2.1.1.2.2.1.1. Meaning, Importance,Meaning, Importance,

2.2.1.2.2.2.1.2. Types and Essentials of MediationTypes and Essentials of Mediation

2.2.2.2.2.2. ConciliationConciliation--

2.2.2.1.2.2.2.1. Meaning, Steps for Conciliation Procedure,Meaning, Steps for Conciliation Procedure,

2.2.2.2.2.2.2.2. Role and Qualities of Conciliator,Role and Qualities of Conciliator,

2.2.2.3.2.2.2.3. Essentials for Effective ConciliationEssentials for Effective Conciliation

2.2.3.2.2.3. Arbitration –Arbitration –

2.2.3.1.2.2.3.1. Concept, Advantages, Disadvantages,Concept, Advantages, Disadvantages,

2.2.3.2.2.2.3.2. Essentials of arbitrationEssentials of arbitration

2.2.4.2.2.4. AdjudicationAdjudication – –

2.2.4.1.2.2.4.1. Concept, Meaning,Concept, Meaning,

2.2.4.2.2.2.4.2.

Three Tier System of Adjudication – Three Tier System of Adjudication – Labor Courts, Industrial Tribunal & National TribuLabor Courts, Industrial Tribunal & National Tribunalnal3.3. Grievance Grievance Procedure Procedure & & Collective Collective Bargaining Bargaining (08)(08)

3.1.3.1. Grievance Procedure-Grievance Procedure-

3.1.1.3.1.1. Meaning, Nature & Causes,Meaning, Nature & Causes,

3.1.2.3.1.2. Steps in Grievance ProcedureSteps in Grievance Procedure

3.2.3.2. Collective BargainingCollective Bargaining – –

3.2.1.3.2.1. Concept, Objectives, Importance & Need,Concept, Objectives, Importance & Need,

3.2.2.3.2.2. Process of Collective Bargaining,Process of Collective Bargaining,

3.2.3.3.2.3. Bargaining StrategiesBargaining Strategies

3.2.4.3.2.4. Collective Bargaining in India & Qualities of Collective Bargaining in India & Qualities of Good Negotiator,Good Negotiator,

4.4. Introduction Introduction to to labour labour welfare welfare (06)(06)

4.1.4.1. Meaning, Importance & Objectives of Labour Welfare.Meaning, Importance & Objectives of Labour Welfare.

4.2.4.2. Types of Labour Welfare Services,Types of Labour Welfare Services,

4.3.4.3. Need and Scope of Labour Welfare in India,Need and Scope of Labour Welfare in India,4.4.4.4. Labour Welfare Officer- Concept, Qualities and RoleLabour Welfare Officer- Concept, Qualities and Role

5.5. Workers’ Workers’ Participation Participation in in Management Management (WPM) (WPM) & & Employee Employee Empowerment- Empowerment- (08)(08)

5.1.5.1. Workers’ Participation in Management (WPM)Workers’ Participation in Management (WPM) – –

5.1.1.5.1.1. Definition, Meaning and Objectives,Definition, Meaning and Objectives,

5.1.2.5.1.2. Causes of Failure and Forms of WPM,Causes of Failure and Forms of WPM,

5.1.3.5.1.3. Essentials for Effective WPMEssentials for Effective WPM

5.2.5.2. Employee Empowerment—Employee Empowerment—

5.2.1.5.2.1. Concept, Importance and Need of Concept, Importance and Need of Employee Empowerment,Employee Empowerment,

5.2.2.5.2.2. Characteristics of Empowered Organization,Characteristics of Empowered Organization,

5.2.3.5.2.3. Empowerment ProcessEmpowerment Process

5.3.5.3. Quality Circles-Quality Circles-

5.3.1.5.3.1. Concept, Objectives and Benefits of Quality Circles,Concept, Objectives and Benefits of Quality Circles,5.3.2.5.3.2. Organization Structure of Quality CirclesOrganization Structure of Quality Circles

6.6. India India & & International International Labour Labour Organization Organization (04)(04)

6.1.6.1. Objectives, Structure of ILOObjectives, Structure of ILO

6.2.6.2. Impact of ILO on India LabourImpact of ILO on India Labour

6.3.6.3. Recommendations of ILORecommendations of ILO

REFERENCE BOOKS:REFERENCE BOOKS:

1.1. Industrial Relations Trade Union & Labour Legislations by PRN Sinha & Shekher – PearsonIndustrial Relations Trade Union & Labour Legislations by PRN Sinha & Shekher – Pearson

2.2. Dynamics of Industrial Relations by C. B. Mamoria; Himalaya Dynamics of Industrial Relations by C. B. Mamoria; Himalaya Publishing HousePublishing House

3.3. Essentials of HRM & IR by P Subba Rao – Essentials of HRM & IR by P Subba Rao – HimalayaHimalaya

4.4. Industrial Relations by Arun Monappa – Tata McGraw HillIndustrial Relations by Arun Monappa – Tata McGraw Hill

5.5. Labour Welfare Trade Union & Industrial Relations by Punekar, Deodhar & Sankaran - HimalayLabour Welfare Trade Union & Industrial Relations by Punekar, Deodhar & Sankaran - Himalaya Publicationsa Publications

6.6. Human Resource Management by K. Ashwathappa – Human Resource Management by K. Ashwathappa – Tata McGraw HillTata McGraw Hill

7.7. Industrial Relations in India 2/e – Sen - MacmillanIndustrial Relations in India 2/e – Sen - Macmillan

8.8. Human Resource Management by S. S. Khanka; S. Chand & Co. Ltd. New Delhi.Human Resource Management by S. S. Khanka; S. Chand & Co. Ltd. New Delhi.

9.9. Industrial Relations of Developing Economy by Bishwanath Ghosh- HimalayaIndustrial Relations of Developing Economy by Bishwanath Ghosh- Himalaya





305305-C: HUMAN CAPITAL MANAGEMENT AND DEVELOPMENT-C: HUMAN CAPITAL MANAGEMENT AND DEVELOPMENT60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To understand the concept of Human Capital To understand the concept of Human Capital ManagementManagement

•• To study various testing concepts in selection To study various testing concepts in selection processprocess

1.1. Human Human Capital Capital Management Management (HCM)- (HCM)- (08)(08)

1.1.1.1. Concept of Human Capital & Its OriginConcept of Human Capital & Its Origin

1.2.1.2. Definition, Aims, Rationale of HCMDefinition, Aims, Rationale of HCM

1.3.1.3. HCM Vs HRMHCM Vs HRM

1.4.1.4. Role of HR in HCMRole of HR in HCM

1.5.1.5. Human Capital Advantage & Resource Human Capital Advantage & Resource based Strategybased Strategy

1.6.1.6. Applications of HCM- HCM & Talent Management, HCM & Strategic Applications of HCM- HCM & Talent Management, HCM & Strategic HRM, HCM & Knowledge ManagementHRM, HCM & Knowledge Management

2.2. Human Human Resource Resource Development Development (HRD)- (HRD)- (05)(05)

2.1.2.1. Concept, Objectives & Scope of HRDConcept, Objectives & Scope of HRD

2.2.2.2. Need, Importance of HRDNeed, Importance of HRD

2.3.2.3. HRD FrameworkHRD Framework

3.3. Basics Basics of of Job Job Analysis- Analysis- (05)(05)

3.1.3.1. Concept, Importance and StepsConcept, Importance and Steps

3.2.3.2. Collecting Job Analysis InformationCollecting Job Analysis Information

3.3.3.3. How to write Job Description- Job Identification, Job summary & RelationHow to write Job Description- Job Identification, Job summary & Relation

3.4.3.4. How to write Job Specification for Trained & How to write Job Specification for Trained & Untrained Persons, Its MethodsUntrained Persons, Its Methods

4.4. Employee Employee Testing Testing & & Selection- Selection- (12)(12)

4.1.4.1. Importance of Careful Selection of EmployeesImportance of Careful Selection of Employees

4.2.4.2. Testing Concepts-Testing Concepts-

4.2.1.4.2.1. Reliability and Validity-Way to Validate TestReliability and Validity-Way to Validate Test

4.2.2.4.2.2. Types of Tests- Types of Tests- Tests of CTests of Cognitive Abilities, Tesognitive Abilities, Tests of Physical Abilitiets of Physical Abilities, Personality and s, Personality and Interest TestsInterest Tests,,

Some other Tests-Honesty (Polygraph) Test, Graphology, Substance Abuse Screening, Test ofSome other Tests-Honesty (Polygraph) Test, Graphology, Substance Abuse Screening, Test of

Intelligence-IQ, Spiritual & Emotional Quotient, , Multiple Intelligences TestIntelligence-IQ, Spiritual & Emotional Quotient, , Multiple Intelligences Test

4.3.4.3. Interviews-Interviews-

4.3.1.4.3.1. Concept & Importance of Concept & Importance of InterviewsInterviews

4.3.2.4.3.2. Types of Interviews- Structured Vs Unstructured, Exploratory, Directive, Telephonic, VideoTypes of Interviews- Structured Vs Unstructured, Exploratory, Directive, Telephonic, Video

Conferencing, Stress Interview, Panel Interview, Peer Interview, Group Interview, Behavioral EventConferencing, Stress Interview, Panel Interview, Peer Interview, Group Interview, Behavioral Event

Interview (BEI), Situational InterviewsInterview (BEI), Situational Interviews

4.3.3.4.3.3. Designing of Effective ProcessDesigning of Effective Process

4.3.4.4.3.4. Best Practices for Effective InterviewBest Practices for Effective Interview

4.3.5.4.3.5. Pitfalls of Interview ProcessPitfalls of Interview Process

4.3.6.4.3.6. How to measure effectiveness of How to measure effectiveness of SelectionSelection

5.5. Developing Developing Effectiveness Effectiveness of of HR- HR- (12)(12)

5.1.5.1. Potential Appraisal- Concept, objectives and ImportancePotential Appraisal- Concept, objectives and Importance

5.2.5.2. Training- Investments in Training, Aspects of TrainingTraining- Investments in Training, Aspects of Training5.3.5.3. Training Process-Training Process-

5.3.1.5.3.1. Need Assessment- Organizational Analysis, Task Analysis, Personal ANeed Assessment- Organizational Analysis, Task Analysis, Personal Analysisnalysis

5.3.2.5.3.2. Designing Training Program- Instructional Objectives, Trainee Readiness & Motivation, Principles ofDesigning Training Program- Instructional Objectives, Trainee Readiness & Motivation, Principles of

Learning & Teaching, Areas & Principles of Training, Characteristics of Learning & Teaching, Areas & Principles of Training, Characteristics of Good InstructorGood Instructor

5.3.3.5.3.3. Implementing Training Program- MethodsImplementing Training Program- Methods

5.3.4.5.3.4. Evaluating Training Program- Essential Ingredients for Successful Evaluation, Evaluation Techniques-Evaluating Training Program- Essential Ingredients for Successful Evaluation, Evaluation Techniques-

General Observations, HR Factors, Controlled Experimentation, Performance Tests, Cost ValueGeneral Observations, HR Factors, Controlled Experimentation, Performance Tests, Cost Value

Relationship, Training Metrics, Kirkpatrick ModelRelationship, Training Metrics, Kirkpatrick Model

5.3.5.5.3.5. Benchmarking of HR TrainingBenchmarking of HR Training

6.6. High potential Employees & Competency ManagementHigh potential Employees & Competency Management- (06)- (06)

6.1.6.1. High Potential Employees-High Potential Employees-

6.1.1.6.1.1. -Definition, Concept, Categories & Characteristics-Definition, Concept, Categories & Characteristics6.1.2.6.1.2. -Identification of High Potential Employees-Identification of High Potential Employees

6.1.3.6.1.3. -Retention of High -Retention of High Potential Employees-Motivators, Retention MeasuresPotential Employees-Motivators, Retention Measures

6.2.6.2. Competency Management-Competency Management-

6.2.1.6.2.1. Concept & TypesConcept & Types

6.2.2.6.2.2. Competency Competency Framework- Framework- Competency Competency Dictionary, Dictionary, Competency Competency Band Band Matrix, Matrix, Job/Role Job/Role CompetencyCompetency

Profile, Competency Assessment ToolProfile, Competency Assessment Tool

* Note* Note - 1. The Practical Aspects of concepts in syllabus should also - 1. The Practical Aspects of concepts in syllabus should also be discussed with students.be discussed with students.

2. The formation of HR Policies for any small organization can be carried out from the students as an2. The formation of HR Policies for any small organization can be carried out from the students as an

assignment workassignment work

Reference Books:Reference Books:

1.1. Human Capital Management-Angela Baron & Michael Armstrong, Kogan Page Publishers, 2007Human Capital Management-Angela Baron & Michael Armstrong, Kogan Page Publishers, 2007

2.2. Strategic Human capital Strategic Human capital Management-John Ingham, Butterworth- Heinemann, 2007Management-John Ingham, Butterworth- Heinemann, 2007

3.3. Human Resource Management, 2/E Gilmore & Williams- Oxford University PressHuman Resource Management, 2/E Gilmore & Williams- Oxford University Press

4.4. Human Resource Management-Sharon Pande & Swapnalekha BHuman Resource Management-Sharon Pande & Swapnalekha Basak, Pearsonasak, Pearson

5.5. Essentials of Human Resource Management & Industrial Relations- P Subbaro, Himalya Publications, 2012Essentials of Human Resource Management & Industrial Relations- P Subbaro, Himalya Publications, 2012

6.6. Managing Human Resource-Bohlander, Snell, Thomson-South Western, 2004Managing Human Resource-Bohlander, Snell, Thomson-South Western, 2004

7.7. Human Resource Management- Gary Dessler & Biju Varkkey, Pearson Prentice Hall, 2009Human Resource Management- Gary Dessler & Biju Varkkey, Pearson Prentice Hall, 2009

8.8. Human Resource Management by Gary DHuman Resource Management by Gary Dessler – Pearsonessler – Pearson

9.9. Human Resource Management by Snell Human Resource Management by Snell Bohlander - CengageBohlander - Cengage

10.10. Cross Cross Cultural Cultural Management Management by by Madhavan Madhavan Oxford Oxford University University PressPress

11.11. Human Resource Management by Mondy - PearsonHuman Resource Management by Mondy - Pearson

North Maharashtra University, JalgaonNorth Maharashtra University, Jalgaon (NACC Accredited ‘A’ (NACC Accredited ‘A’ GradeUniversity)GradeUniversity)




306306-C: Strategic Human Resource Management-C: Strategic Human Resource Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To study the integration of To study the integration of Strategy alongwith Human Resource ManagementStrategy alongwith Human Resource Management

•• To understand Employee To understand Employee engagemeengagement.nt.

•• To study HR as Strategic To study HR as Strategic Value addition FunctionValue addition Function

•• To study role of IT in To study role of IT in Strategic HRMStrategic HRM

1.1. Strategic Human Resource ManagementStrategic Human Resource Management (10)(10)

1.1.1.1. Meaning, Definition of SHRMMeaning, Definition of SHRM

1.2.1.2. Strategic HR Vs Traditional HRStrategic HR Vs Traditional HR

1.3.1.3. Need & Importance of SHRMNeed & Importance of SHRM

1.4.1.4. Steps in SHRMSteps in SHRM

1.5.1.5. HR StrategiesHR Strategies

1.5.1.1.5.1. Overall HR StrategyOverall HR Strategy

1.5.2.1.5.2. Specific HR StrategySpecific HR Strategy

1.6.1.6. Barriers to Strategic HR 4Barriers to Strategic HR 4

1.7.1.7. Outsourcing & Revamping HROutsourcing & Revamping HR

1.8.1.8. Role of HR duringRole of HR during

1.8.1.1.8.1. Organizational growthOrganizational growth

1.8.2.1.8.2. RetrenchmentRetrenchment

1.8.3.1.8.3. Organizational TurnaroundOrganizational Turnaround

2.2. Strategic Strategic Job Job Analysis, Analysis, Job Job design design & & Redesigning Redesigning of of Work Work System System (12)(12)

2.1.2.1. Concept, Process & Concept, Process & Method Method & uses of Job An& uses of Job Analysisalysis

2.2.2.2. Concept of - Job Description, Job Specification & Job DesignConcept of - Job Description, Job Specification & Job Design

2.3.2.3. Modern Management TechniquesModern Management Techniques

2.4.2.4. Designing work systemsDesigning work systems

2.5.2.5. Redesigning of work SystemsRedesigning of work Systems

2.6.2.6. Organizational Design Process & Emerging issues in Organizational DesignOrganizational Design Process & Emerging issues in Organizational Design

2.7.2.7. Factors affecting Design ProcessFactors affecting Design Process

3.3. Employee Engagement & Goal SettingEmployee Engagement & Goal Setting (08)(08)

3.1.3.1. Employee EngagementEmployee Engagement

3.1.1.3.1.1. Meaning & ImportanceMeaning & Importance

3.1.2.3.1.2. Factors influencing engagementFactors influencing engagement

3.1.3.3.1.3. Strategies for enhancing engagementStrategies for enhancing engagement

3.2.3.2. Goal SettingGoal Setting

3.2.1.3.2.1. Introduction ,Introduction ,

3.2.2.3.2.2. Requirements of Goal setting procedureRequirements of Goal setting procedure

3.2.3.3.2.3. Relationship between Vision, Mission and Goal settingRelationship between Vision, Mission and Goal setting

3.2.4.3.2.4. Approaches to Goal settingApproaches to Goal setting

3.2.5.3.2.5. Process of Goal settingProcess of Goal setting

3.2.6.3.2.6. Characteristics of Goal setting ( SMART)Characteristics of Goal setting ( SMART)

4.4. Global Global Competitiveness Competitiveness & & Strategic Strategic HR HR (08)(08)

4.1.4.1. Strategic Procurement: Strategic Recruitment, Strategic SelectionStrategic Procurement: Strategic Recruitment, Strategic Selection

4.2.4.2. Strategic ChallengesStrategic Challenges

4.2.1.4.2.1. Managing Talent SurplusManaging Talent Surplus

4.2.2.4.2.2. Managing Talent ShortageManaging Talent Shortage

4.3.4.3. Technology ChallengesTechnology Challenges

4.4.4.4. Strategic Dimensions of Performance AppraisalStrategic Dimensions of Performance Appraisal

4.5.4.5. A Shift from Appraisal to Performance ManagementA Shift from Appraisal to Performance Management

4.6.4.6. Economic Value addedEconomic Value added

4.7.4.7. Organisational Appraisal- Balanced Scorecard (BSC)Organisational Appraisal- Balanced Scorecard (BSC)

5.5. Strategic Strategic HR HR & & InformatioInformation n Technology Technology (06)(06)

5.1.5.1. Technologies Affecting HRMTechnologies Affecting HRM5.2.5.2. Human Resource InnovationsHuman Resource Innovations

5.3.5.3. Conventional HRM to Web Based HRMConventional HRM to Web Based HRM

5.4.5.4. Application Software for HR PracticesApplication Software for HR Practices

6.6. Developing Developing HR HR as as Strategic Strategic Value Value addition addition Function Function (06)(06)

6.1.6.1. Gaining competitive Advantage through HRGaining competitive Advantage through HR

6.2.6.2. HR as a Strategic PartnerHR as a Strategic Partner

6.3.6.3. The VRIO FrameworkThe VRIO Framework

6.4.6.4. The changing role of HRThe changing role of HR

6.5.6.5. Future Challenges of HRFuture Challenges of HR

6.6.6.6. Economic Value AddedEconomic Value Added

REFERENCE BOOKS:REFERENCE BOOKS:1.1. Strategic Human Resource Management by Jeffrey Mello.- PearsonStrategic Human Resource Management by Jeffrey Mello.- Pearson

2.2. Strategic Human Strategic Human Resource ManageResource Management by ment by Truss Et Truss Et Al Al Oxford University Oxford University PressPress

3.3. Strategic Human Resource Management by Rajeesh Viswanathan – HimalayaStrategic Human Resource Management by Rajeesh Viswanathan – Himalaya

4.4. Strategic Human Resource Management by Armstrong – Kogan PageStrategic Human Resource Management by Armstrong – Kogan Page

5.5. Strategic Human Resource Management by Rajib Dhar – Excel BooksStrategic Human Resource Management by Rajib Dhar – Excel Books

6.6. Strategic Human Resource Management by Greer - PearsonStrategic Human Resource Management by Greer - Pearson

7.7. Human Resource Strategy by Dreher & Dougherty – Tata Mcgraw HillHuman Resource Strategy by Dreher & Dougherty – Tata Mcgraw Hill

8.8. Human Resource Management: A South Asian Perspective – Mathis, Jackson & Tripathy - CengageHuman Resource Management: A South Asian Perspective – Mathis, Jackson & Tripathy - Cengage

9.9. Managing Human Resources By Fisher- Cengage LearningManaging Human Resources By Fisher- Cengage Learning

North Maharashtra University, JalgaonNorth Maharashtra University, Jalgaon (NACC Accredited ‘A’ Grade (NACC Accredited ‘A’ Grade University)University)




307C –307C – Labour LawsLabour Laws

60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To study various labour laws applicable to To study various labour laws applicable to Indian industriesIndian industries

•• To understand various benefits available under labour lawsTo understand various benefits available under labour laws

1.1. Factories Factories Act, Act, 1948 1948 (06)(06)

1.1.1.1. Object & DefinitionsObject & Definitions

1.2.1.2. Health ProvisionsHealth Provisions

1.3.1.3. Safety ProvisionsSafety Provisions

1.4.1.4. Welfare ProvisionsWelfare Provisions

1.5.1.5. Obligations of Worker & OccupierObligations of Worker & Occupier

1.6.1.6. Offences & PenaltiesOffences & Penalties

2.2. Minimum Minimum wages wages Act, Act, 1948 1948 (04)(04)

2.1.2.1. Object, Applicability & definitionsObject, Applicability & definitions

2.2.2.2. fixation of minimum rate of wagesfixation of minimum rate of wages

2.3.2.3. Procedure for fixing and revising minimum wage,Procedure for fixing and revising minimum wage,

2.4.2.4. Offences & PenaltiesOffences & Penalties3.3. Payment Payment of of wages wages Act, Act, 1936 1936 (04)(04)


3.2.3.2. Time of payment of Wages.Time of payment of Wages.

3.3.3.3. Deductions from wages.Deductions from wages.

3.4.3.4. Obligations of Employers & Employees.Obligations of Employers & Employees.

4.4. Payment Payment of of Bonus Bonus Act Act 1965 1965 (06)(06)


4.2.4.2. Calculation of Bonus,Calculation of Bonus,

4.3.4.3. Time limit for paymentTime limit for payment

4.4.4.4. Employees entitled to BonusEmployees entitled to Bonus

4.5.4.5. Payment of min/max BonusPayment of min/max Bonus

4.6.4.6. Calculation of allocable surplus,Calculation of allocable surplus,

4.7.4.7. Set-on and set-off of allocable surplusSet-on and set-off of allocable surplus

5.5. Workmen’s Workmen’s Compensation Compensation Act, Act, 1923. 1923. (04)(04)5.1.5.1. Object, Scope & definitionsObject, Scope & definitions

5.2.5.2. Amount of CompensationAmount of Compensation

5.3.5.3. Obligations of Workmen & EmployerObligations of Workmen & Employer

5.4.5.4. Distribution of CompensationDistribution of Compensation

5.5.5.5. Occupational diseasesOccupational diseases

5.6.5.6. PenaltiesPenalties

6.6. Equal Equal Remuneration Remuneration act, act, 1976 1976 (06)(06)

6.1.6.1. Object & definitionsObject & definitions

6.2.6.2. Duty of employer to pay equal remuneration to men and women workers for same work of a similar natureDuty of employer to pay equal remuneration to men and women workers for same work of a similar nature

6.3.6.3. No discrimination to be made while recruiting man & women workersNo discrimination to be made while recruiting man & women workers

6.4.6.4. Advisory committeeAdvisory committee

6.5.6.5. Authorities for hearing and deciding claims & ComplaintsAuthorities for hearing and deciding claims & Complaints

6.6.6.6. Duty of employers to maintain registersDuty of employers to maintain registers

6.7.6.7. Power of inspectorsPower of inspectors

7.7. Employees Employees state state insurance insurance Act, Act, 1948 1948 (03)(03)

7.1.7.1. Object, definitionsObject, definitions

7.2.7.2. Obligations of Employers & Employees.Obligations of Employers & Employees.

7.3.7.3. ContributionContribution

7.4.7.4. Benefits to employeesBenefits to employees

8.8. The The employee employee Provident Provident fund fund & & Miscellaneous Miscellaneous provisionprovisions s Act, Act, 1952 1952 (05)(05)


8.2.8.2. Employees’ Provident Funds SchemeEmployees’ Provident Funds Scheme

8.3.8.3. Employees’ Family Pension Scheme,Employees’ Family Pension Scheme,

8.4.8.4. Employees’ Deposit-linked Insurance Scheme,Employees’ Deposit-linked Insurance Scheme,

8.5.8.5.

Determination of moneys due from Determination of moneys due from employers,employers,8.6.8.6. Special provisions relating to existing provident fundsSpecial provisions relating to existing provident funds

8.7.8.7. Transfer of accountsTransfer of accounts

8.8.8.8. Obligations & Rights of employer & employees.Obligations & Rights of employer & employees.

9.9. Payment Payment of of Gratuity Gratuity act, act, 1972 1972 (05)(05)

9.1.9.1. Object & DefinitionsObject & Definitions

9.2.9.2. Payment of gratuity: Amount of GratuityPayment of gratuity: Amount of Gratuity

9.3.9.3. NominationsNominations

9.4.9.4. Compulsory InsuranceCompulsory Insurance

9.5.9.5. Forfeiture, exemptionForfeiture, exemption

9.6.9.6. Inspectors, Power of inspectorsInspectors, Power of inspectors

9.7.9.7. Obligations & Rights of employer & employees.Obligations & Rights of employer & employees.

10.10. Maternity Maternity Benefit Benefit Act, Act, 1961 1961 (05)(05)


10.2.10.2. Right to payment of maternity benefitRight to payment of maternity benefit10.3.10.3. Forfeiture of maternity benefitForfeiture of maternity benefit

10.4.10.4. Payment of maternity benefit in case of death of a womanPayment of maternity benefit in case of death of a woman

10.5.10.5. Payment of medical bonusPayment of medical bonus

10.6.10.6. Leave for miscarriageLeave for miscarriage

10.7.10.7. Leave for illness arising out of pregnancy, delivery, premature birth of child, or miscarriageLeave for illness arising out of pregnancy, delivery, premature birth of child, or miscarriage

10.8.10.8. Nursing breaksNursing breaks


1.1. Taxmann’s Labour Laws – Taxmann publicationsTaxmann’s Labour Laws – Taxmann publications

2.2. Industrial and Labour Laws – Saravanavel – Galgotia PublicationsIndustrial and Labour Laws – Saravanavel – Galgotia Publications

3.3. Elements of Merchantile Law by N.D.Kapoor – Sultan Chand & SoElements of Merchantile Law by N.D.Kapoor – Sultan Chand & Sonsns

4.4. Industrial Relations, Trade Unions &Labour Legislation by PRN Sinha, InduSinha, SeemaShekhar – PearsonIndustrial Relations, Trade Unions &Labour Legislation by PRN Sinha, InduSinha, SeemaShekhar – Pearson

5.5. Industrial Jurisprudence and Labour Legislation by A.M.Sharma – Himalaya PublicationsIndustrial Jurisprudence and Labour Legislation by A.M.Sharma – Himalaya Publications

6.6. Labour Laws for managers by B.D.Singh – ExcLabour Laws for managers by B.D.Singh – Excel Booksel Books

7.7. Labour Laws – Bare ActsLabour Laws – Bare Acts

Specialization – D – Operations & MateriSpecialization – D – Operations & Materials Management als Management





304 D – World Cl304 D – World Class Manufacturing & Process Managementass Manufacturing & Process Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



1)1) Manufacturing Manufacturing Management Management (04)(04)

a)a) Manufacturing activity schedulingManufacturing activity scheduling

b)b) Manufacturing resource planningManufacturing resource planning

c)c) Current Trends in Manufacturing in IndiaCurrent Trends in Manufacturing in India

2)2) World World Class Class Manufacturing Manufacturing (08)(08)

a)a) Characteristic of Re-engineered process.Characteristic of Re-engineered process.

b)b) Managerial responsibility in globalization :Managerial responsibility in globalization :

c)c) Software in use, ProSoftware in use, Problems of implementation on the system.blems of implementation on the system.

d)d) Optimized Production Technology (OPT),Optimized Production Technology (OPT),

e)e) Automation in Design and manufacturing, Role of RAutomation in Design and manufacturing, Role of Robotics etc.obotics etc.

f)f) State of International Business – Managerial Attitude and Challenges.State of International Business – Managerial Attitude and Challenges.

g)g) Environment Pollution – Factors, Effect and Control.Environment Pollution – Factors, Effect and Control.

3)3) Innovative Innovative Manufacturing Manufacturing System System (10)(10)

a)a) Lean Manufacturing: Concept, Tools & Techniques, Advantages And DisadvantagesLean Manufacturing: Concept, Tools & Techniques, Advantages And Disadvantages

b)b) Flexible Manufacturing System: Different production system of FMS & its ConfigurationFlexible Manufacturing System: Different production system of FMS & its Configuration

c)c) Group Technology: Concept & applications of GTGroup Technology: Concept & applications of GT

d)d) Cellular Manufacturing System: ConceptCellular Manufacturing System: Concept

e)e) Agile Manufacturing: ConceptAgile Manufacturing: Concept

f)f) Computer Integrated Manufacturing (CIM) : ConceptComputer Integrated Manufacturing (CIM) : Concept

4)4) Process Process Management Management (10)(10)

a)a) Processes: Meaning, Types & ScopeProcesses: Meaning, Types & Scope

b)b) Process planning and selectionProcess planning and selection

c)c) Process design: Scope, Factors affecting and operation designProcess design: Scope, Factors affecting and operation design

d)d) Major process decisionsMajor process decisions

e)e) Process analysis and process flow chartsProcess analysis and process flow charts

f)f) Process Improvement: Methods – Kaizen Process Improvement: Methods – Kaizen Umbrella, Process Management toolsUmbrella, Process Management tools

g)g) Process Management tools & Techniques: Design of Experiments (DOE), Taguchi Method, Quality FunctionProcess Management tools & Techniques: Design of Experiments (DOE), Taguchi Method, Quality Function

Deployment (QFD), Single Minute Exchange of DDeployment (QFD), Single Minute Exchange of Die (SMED), Visual Control (VC)ie (SMED), Visual Control (VC)

h)h) Product Design Concepts: Design for manufacture (DFM), DProduct Design Concepts: Design for manufacture (DFM), Design for Assembly (DFA), Design for Operationsesign for Assembly (DFA), Design for Operations

(DFO)(DFO)

5)5) Maintenance Maintenance Management Management (06)(06)

a)a) Maintenance Function and StrategiesMaintenance Function and Strategies

b)b) Maintenance economicsMaintenance economics

c)c) Spare Parts Management: Types of Spares & Inventory Planning for Spare PartsSpare Parts Management: Types of Spares & Inventory Planning for Spare Parts

d)d) Measurement of Maintenance performance:Measurement of Maintenance performance:

i)i) Total Productive MaintenanceTotal Productive Maintenance

ii)ii) Concept of Reliability, Reliability Concept of Reliability, Reliability ImprovementImprovement

iii)iii) Concept of Maintainability, Maintainability Improvement.Concept of Maintainability, Maintainability Improvement.

6)6) Management Management of of Industrial Industrial Safety Safety (06)(06)

a)a) Safety AnalysisSafety Analysis

b)b) Safety programs and organizationSafety programs and organization

c)c) Safety and productivitySafety and productivity

d)d) Causes, problems and sources of iCauses, problems and sources of industrial accidentsndustrial accidents

e)e) Theory of accident occurrencesTheory of accident occurrences

f)f) Accident prevention and controlAccident prevention and control

g)g) Investigation and Analysis of accidentInvestigation and Analysis of accident

h)h) Duties of plant supervisor and safety inspectorDuties of plant supervisor and safety inspectori)i) Welfare and safetyWelfare and safety

7)7) Technology Technology Transfer Transfer (04)(04)

a)a) Definition and ClassificationsDefinition and Classifications

b)b) Channels of technology FlowChannels of technology Flow

c)c) International Technology TransferInternational Technology Transfer

d)d) Intra-firm Technology TransferIntra-firm Technology Transfer


1.1. Operations Management by B Mahadevan – PearsonOperations Management by B Mahadevan – Pearson

2.2. Production and Operations Management by N.G. Nair – Tata McGraw HillProduction and Operations Management by N.G. Nair – Tata McGraw Hill

3.3. Production & Operations Management by Upendra Kacharu – Excel BooksProduction & Operations Management by Upendra Kacharu – Excel Books

4.4. Global Management Solutions-Demystified – Seth, Global Management Solutions-Demystified – Seth, Rastogi – Thomson PressRastogi – Thomson Press

5.5. Total Quality Management: Text & Cases – K Shridhara Bhat - HimalayaTotal Quality Management: Text & Cases – K Shridhara Bhat - Himalaya

6.6. Production and Materials Management by K. Shridhar Bhat –HimalayaProduction and Materials Management by K. Shridhar Bhat –Himalaya

7.7. Management of Technology by Tarek Khalil - TMHManagement of Technology by Tarek Khalil - TMH

8.8. Production and Operation Management by Kanishka Bedi – OxfordProduction and Operation Management by Kanishka Bedi – Oxford

9.9. Operation management by Ray wild Operation management by Ray wild – Thomson– Thomson

10.10. Production and Operation Management by Chunnawala Patel - HimalayaProduction and Operation Management by Chunnawala Patel - Himalaya

11.11. Materials and Purchasing Management by S.A. Chunawala – HimalayaMaterials and Purchasing Management by S.A. Chunawala – Himalaya





305 D – 305 D – MANAGEMENT OF TECHNOLOGY MANAGEMENT OF TECHNOLOGY60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


1.1. Introduction Introduction to to Technology Technology Management: Management: (06)(06)

a)a) Concept and meaning of technology,Concept and meaning of technology,

b)b) Evolution and growth of technology,Evolution and growth of technology,

c)c) role and significance of management of technology,role and significance of management of technology,

d)d) Impact of technology on society and business,Impact of technology on society and business,

e)e) Forms of technology: process technology and product technology.Forms of technology: process technology and product technology.

2.2. Competitive Competitive advantages advantages through through new new technologies: technologies: (06)(06)

a)a) Product development – from scientific breakthrough to marketable product –Product development – from scientific breakthrough to marketable product –

b)b) Role of Government in Technology Development.Role of Government in Technology Development.

c)c) Linkage between technology, development and competition,Linkage between technology, development and competition,

d)d) Managing research and development (R&D),Managing research and development (R&D),

e)e) Managing Intellectual Property.Managing Intellectual Property.

2)2) Technological Forecasting:Technological Forecasting: (04)(04)

a)a) Exploratory: Intuitive, Extrapolation, Growth Curves,Exploratory: Intuitive, Extrapolation, Growth Curves,

b)b) Technology Monitoring, Normative: Relevance Tree, Morphological Analysis, Mission Flow DiagramTechnology Monitoring, Normative: Relevance Tree, Morphological Analysis, Mission Flow Diagram

3)3) Technology Technology Assessment: Assessment: (06)(06)

a)a) Technology Choice, Technological Leadership and Follower ship,Technology Choice, Technological Leadership and Follower ship,

b)b) Technology Acquisition. Meaning of Innovation and creativity,Technology Acquisition. Meaning of Innovation and creativity,

c)c) innovation managementinnovation management

4)4) Technology strategyTechnology strategy:: (04)(04)

a)a) concept, types, key principles, framework for formulating technology strategy,concept, types, key principles, framework for formulating technology strategy,

b)b) Technology forecasting: techniques and application.Technology forecasting: techniques and application.

5)5) Technology diffusion and absorptionTechnology diffusion and absorption:: (06)(06)

a)a) Rate of Diffusion; Innovation Time and Innovation Cost, Speed of DifRate of Diffusion; Innovation Time and Innovation Cost, Speed of Diffusion.fusion.

b)b) Project management in adoption and implementation of new technologies.Project management in adoption and implementation of new technologies.

6)6) Technology Transfer ManagementTechnology Transfer Management:: (06)(06)

a)a) Technology transfer-process;Technology transfer-process;

b)b) outsourcing strategic issues; joint ventures,outsourcing strategic issues; joint ventures,

c)c) Technology sourcing.Technology sourcing.

7)7) Human Human Aspects Aspects in in Technology Technology Management: Management: (05)(05)

a)a) Integration of People and Technology,Integration of People and Technology,

b)b) Organizational and Psychological Factors,Organizational and Psychological Factors,

c)c) Organizational Structure.Organizational Structure.

8)8) Social Social Issues Issues in in Technology Technology Management: Management: (05)(05)

a)a) Technological Change and Industrial Relations,Technological Change and Industrial Relations,

b)b) Technology Assessment and Environmental Impact Analysis.Technology Assessment and Environmental Impact Analysis.

305 D –305 D – MANAGEMENT OF TECHNOLOGY MANAGEMENT OF TECHNOLOGY


1)1) Management of Technology - Tarek Khalli - McGraw-Hill.Management of Technology - Tarek Khalli - McGraw-Hill.

2)2) Managing Technology and Innovation for Competitive Advantage - V K Narayanan - Pearson Education AsiaManaging Technology and Innovation for Competitive Advantage - V K Narayanan - Pearson Education Asia

3)3) Strategic Technology Management - Betz. F. - McGraw-Hill.Strategic Technology Management - Betz. F. - McGraw-Hill.

4)4) Strategic Management of Technological Innovation - Schilling - McGraw-Hill, 2nd ed.Strategic Management of Technological Innovation - Schilling - McGraw-Hill, 2nd ed.

5)5) Strategic Management of Technology & Innovation - Burgelman, R.A., M.A. Madique, and S.C. Wheelwright -.Strategic Management of Technology & Innovation - Burgelman, R.A., M.A. Madique, and S.C. Wheelwright -.

Irwin.Irwin.

6)6) Handbook Of Technology Management - Gaynor - Mcgraw HillHandbook Of Technology Management - Gaynor - Mcgraw Hill

7)7) Managing New Technology Development - Souder, W.C. and C.M. Crawford - McGraw-Hill.Managing New Technology Development - Souder, W.C. and C.M. Crawford - McGraw-Hill.

8)8) Managing Technological Innovation - Twiss, B. -. Pitman.Managing Technological Innovation - Twiss, B. -. Pitman.

9)9) Bringing New technology To Market - Kathleen R Allen - PBringing New technology To Market - Kathleen R Allen - Prentice Hall Indiarentice Hall India

10)10) Management Of New Technologies For Global Competitiveness –– Christian N Madu - Jaico Publishing HouseManagement Of New Technologies For Global Competitiveness –– Christian N Madu - Jaico Publishing House





306 D –Logistic & Supply Chain Management306 D –Logistic & Supply Chain Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


1)1) Supply Supply Chain Chain Management Management (15)(15)

a)a) Concept, Supply Chain LinkageConcept, Supply Chain Linkage

b)b) Mapping the supply chainMapping the supply chain

c)c) E-Business solution for supply chainE-Business solution for supply chain

d)d) Supply chain FlowsSupply chain Flows

e)e) Cycle View of Supply ChainCycle View of Supply Chain

f)f) Process cycle timeProcess cycle time

g)g) Supply Chain Relationships: Supplier-Buyer relationshipSupply Chain Relationships: Supplier-Buyer relationship

h)h) Functional Strategies that impact SCM performanceFunctional Strategies that impact SCM performance

i)i) Parameters for SCM DesignParameters for SCM Design

j) j) Information Functionality of Supply ChainInformation Functionality of Supply Chain

k)k) Principles of Supply chain InformationPrinciples of Supply chain Information

l)l) Information System activityInformation System activity

m)m) Technology Used in SCMTechnology Used in SCM

2)2) Logistic Logistic Management Management (06)(06)

a)a) Definition, Objective Functions & ScopeDefinition, Objective Functions & Scope

b)b) Customer value chainCustomer value chain

c)c) Logistical competence, competitiveness and competitive advancesLogistical competence, competitiveness and competitive advances

d)d) Logistic for business excellenceLogistic for business excellence

e)e) Logistic solutionLogistic solution

f)f) Role of Logistic in Supply ChainRole of Logistic in Supply Chain

3)3) Customer Customer Service Service And And Demand Demand Management Management (06)(06)

a)a) Relationship between customer and demand managementRelationship between customer and demand management

b)b) Customer service for competitivenessCustomer service for competitiveness

c)c) Customer service phaseCustomer service phase

d)d) Service attributesService attributese)e) Customer service strategyCustomer service strategy

f)f) Value added logistical serviceValue added logistical service

4)4) Logistic Logistic Planning Planning And And Strategy Strategy (06)(06)

a)a) Hierarchy of planningHierarchy of planning

b)b) Relationship between logistic strategy and corporate strategyRelationship between logistic strategy and corporate strategy

c)c) The strategic logistic plan and auditThe strategic logistic plan and audit

d)d) Logistic mission and objectivesLogistic mission and objectives

e)e) Logistic Strategies Logistic Strategies & & FormulationFormulation

f)f) Designing Logistical systemDesigning Logistical system

5)5) Logistic Logistic Mix Mix (15)(15)a)a) WarehousingWarehousing

i)i) Concept & FunctionsConcept & Functions

ii)ii) Warehouse OptionsWarehouse Options

iii)iii) Warehouse Site Selection & Layout DesignWarehouse Site Selection & Layout Design

iv)iv) Warehouse CostingWarehouse Costing

v)v) Warehousing StrategiesWarehousing Strategies

vi)vi) Warehousing in IndiaWarehousing in India

b)b) Material Handling SystemsMaterial Handling Systems

i)i) Role of Material HandlingRole of Material Handling

ii)ii) Material Handling GuidelinesMaterial Handling Guidelines

c)c) Material Storage SystemsMaterial Storage Systems

i)i) ConceptConcept

ii)ii) Storage PrinciplesStorage Principles

iii)iii) Benefits of Storage DesignBenefits of Storage Design

iv)iv) Storage MethodsStorage Methods

d)d) TransportationTransportation

i)i) Transportation InfrastructureTransportation Infrastructure

ii)ii) Freight ManagementFreight Management

iii)iii) Factors influencing Freight costFactors influencing Freight cost

iv)iv) Transportation NetworkTransportation Network

v)v) Route PlanningRoute Planning

vi)vi) ContainerisationContainerisation

e)e) Logistical PackagingLogistical Packaging

i)i) Consumer Vs Logistic PackagingConsumer Vs Logistic Packaging

ii)ii) Packaging as UnitisationPackaging as Unitisation

iii)iii)

Design ConsiderationsDesign Considerationsiv)iv) Packaging MaterialsPackaging Materials

v)v) Returnable Logistic PackagingReturnable Logistic Packaging

vi)vi) Packaging CostPackaging Cost

f)f) Logistic Information system (LIS)Logistic Information system (LIS)

i)i) Logistic Information NeedsLogistic Information Needs

ii)ii) Designing Logistic Information systemDesigning Logistic Information system

iii)iii) Desired Characteristic of LISDesired Characteristic of LIS


1.1. Logistic Management by V.V.Sople- PearsonLogistic Management by V.V.Sople- Pearson

2.2. Logistic & Supply chain management by K.Shridhara Bhat – HimalayaLogistic & Supply chain management by K.Shridhara Bhat – Himalaya

3.3. Exploring the supply chain by Upendra kachru – Excel booksExploring the supply chain by Upendra kachru – Excel books

4.4. Supply Chain Logistics Management - Donald Bowersox , David Closs, M. Bixby Supply Chain Logistics Management - Donald Bowersox , David Closs, M. Bixby Cooper – Tata McGraw HillCooper – Tata McGraw Hill

5.5. Supply chain management by Janat Shah - PearsonSupply chain management by Janat Shah - Pearson

6.6. Logistical Management by Donald Bowersox , David Closs – Tata McGraw Logistical Management by Donald Bowersox , David Closs – Tata McGraw HillHill

7.7. Supply chain management Concept and cases by Rahul V. Altekar - PHISupply chain management Concept and cases by Rahul V. Altekar - PHI





307 D –Operations Research307 D –Operations Research60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


1)1) Introduction to Introduction to Operations ResearOperations Researchch (06)(06)

a)a) Definitions, characteristic & Scope of Operations ResearchDefinitions, characteristic & Scope of Operations Research

b)b) Role of Operations Research in Managerial D/MRole of Operations Research in Managerial D/M

c)c) Role of Computers in ORRole of Computers in OR

d)d) Limitations of ORLimitations of OR

2)2) Transportation ModelTransportation Model (06)(06)

a)a) Formulation of Transportation Problem.Formulation of Transportation Problem.

b)b) Methods of Finding Initial Solution.Methods of Finding Initial Solution.

i)i) North-West corner ruleNorth-West corner rule

ii)ii) Row Minima MethodRow Minima Method

iii)iii) Column Minima MethodColumn Minima Method

iv)iv) Least Cost MethodLeast Cost Method

v)v) Vogel’s Approximation MethodVogel’s Approximation Method

3)3) Assignment Assignment Model Model (06)(06)

a)a) Comparison with Transportation ModelComparison with Transportation Model

b)b) Formulation of Assignment ModelFormulation of Assignment Model

c)c) Hungarian or reduced Matrix MethodHungarian or reduced Matrix Method

4)4) Theory Theory of of Games Games (10)(10)

a)a) Competitive GamesCompetitive Games

b)b) TerminologyTerminology

c)c) Rules for games theoryRules for games theory

d)d) 2X2 Games, 2X3 Games, 3X3 Games2X2 Games, 2X3 Games, 3X3 Games

5)5) Sequencing Sequencing Problem Problem (06)(06)

a)a) Processing n jobs through two machinesProcessing n jobs through two machines

b)b) Processing n jobs through three machinesProcessing n jobs through three machines

c)c) Processing Two Processing Two jobs through jobs through m machinesm machines

6)6) Replacement Replacement Decisions Decisions (06)(06)

a)a) Replacement of Item Deteriorates with timeReplacement of Item Deteriorates with time

b)b) Replacement of Item Whose Maintenance cost Increase with Time and value of MoneyReplacement of Item Whose Maintenance cost Increase with Time and value of Money

7)7) Investment Investment Analysis Analysis (08)(08)

a)a) Break even analysisBreak even analysis

b)b) Payback Period MethodPayback Period Method

c)c) Average Rate of Return MethodAverage Rate of Return Method

d)d) Discounted Cash Flow MethodDiscounted Cash Flow Method


1.1. Operations Research by V.K.Kapoor - Sultan Chand & SonsOperations Research by V.K.Kapoor - Sultan Chand & Sons

2.2. Operations Research by D.Operations Research by D.S Heera & P.K.Gupta - S Heera & P.K.Gupta - S.Chand & SonsS.Chand & Sons

3.3. Quantitative Techniques in Management by Vohra – Tata McGraw Hill CompanyQuantitative Techniques in Management by Vohra – Tata McGraw Hill Company

4.4. Operations Research by Natarajan - PearsonOperations Research by Natarajan - Pearson

5.5. Quantitative Techniques in Quantitative Techniques in Management by Jaishankar Management by Jaishankar – – Excel BooksExcel Books

Specialization – Specialization – E – E – International Business International Business Management Management




SEMESTER: IVSEMESTER: IV

Paper: 304 e – International BusinessPaper: 304 e – International Business60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To develop a sound conceptual To develop a sound conceptual framework for understanding International business managementframework for understanding International business management

•• To get in-depth knowledge on To get in-depth knowledge on Theories of International TradeTheories of International Trade

•• To be able to To be able to understand international trade strategies.understand international trade strategies.

1.1. Introduction Introduction to to International International Business Business (IB) (IB) (06)(06)

1.1.1.1. Concept of International BusinessConcept of International Business

1.2.1.2. International Vs Domestic BusinessInternational Vs Domestic Business

1.3.1.3. Evolution, Development & Factors leading to Growth of IBEvolution, Development & Factors leading to Growth of IB

1.4.1.4. International OrientationInternational Orientation

1.5.1.5. Globalization of Business StructureGlobalization of Business Structure

2.2. Modes Modes of of International International Business Business (06)(06)

2.1.2.1. Determinants of Entry ModeDeterminants of Entry Mode

2.2.2.2.

country-specific,country-specific,2.3.2.3. Industry-specific,Industry-specific,

2.4.2.4. Firm-specific,Firm-specific,

2.5.2.5. Project-specificProject-specific

2.6.2.6. Entry Mode Selection & ChoicesEntry Mode Selection & Choices

2.7.2.7. Trade RelatedTrade Related

2.8.2.8. ContractualContractual

2.9.2.9. Investment BasedInvestment Based

3.3. Theories Theories of of International International Trade Trade (06)(06)

3.1.3.1. MercantilismMercantilism

3.2.3.2. Theory of Absolute cost AdvantageTheory of Absolute cost Advantage

3.3.3.3. Comparative cost Advantage TheoryComparative cost Advantage Theory

3.4.3.4. Comparative cost Advantage Theory with MoneyComparative cost Advantage Theory with Money

3.5.3.5. Country Similarity TheoryCountry Similarity Theory3.6.3.6. Global Strategic Rivalry TheoryGlobal Strategic Rivalry Theory

3.7.3.7. Factor Proportions TheoryFactor Proportions Theory

3.8.3.8. Product life Cycle TheoryProduct life Cycle Theory

3.9.3.9. Porter’s National Competitive advantage TheoryPorter’s National Competitive advantage Theory

4.4. International International Business Business Environment Environment (08)(08)

4.1.4.1. Meaning of IB Environment, IB Environmental FactorsMeaning of IB Environment, IB Environmental Factors

4.2.4.2. Socio-cultural & Ethical EnvironmentSocio-cultural & Ethical Environment

4.3.4.3. Economic EnvironmentEconomic Environment

4.4.4.4. Political EnvironmentPolitical Environment

4.5.4.5. Technological EnvironmentTechnological Environment

5.5. International International Business Business Strategies Strategies (12)(12)

5.1.5.1. Strategy: Role & ChoicesStrategy: Role & Choices

5.2.5.2. Strategy formulation: Approaches, Spectrum, LevelsStrategy formulation: Approaches, Spectrum, Levels5.3.5.3. Planning, Organization & ControlPlanning, Organization & Control

5.4.5.4. International Marketing StrategyInternational Marketing Strategy

5.5.5.5. International Investment & Financing StrategyInternational Investment & Financing Strategy

5.6.5.6. International HRM StrategiesInternational HRM Strategies

6.6. Global Global Trade Trade & & Investment Investment (10)(10)

6.1.6.1. World Trade OrganizationWorld Trade Organization

6.1.1.6.1.1. Establishment of WTOEstablishment of WTO

6.2.6.2. Organization Structure of WTOOrganization Structure of WTO

6.3.6.3. Anti Dumping MeasuresAnti Dumping Measures

6.4.6.4. Dispute settlement MechanismDispute settlement Mechanism

6.5.6.5. TRIMS & TRIPSTRIMS & TRIPS

6.6.6.6. WTO & IndiaWTO & India

6.7.6.7. Conflict & Negotiations in IBConflict & Negotiations in IB

6.8.6.8. Factors causing ConflictFactors causing Conflict6.9.6.9. Host Country Vs Transnational CorporationsHost Country Vs Transnational Corporations

6.10.6.10. International NegotiationsInternational Negotiations

6.11.6.11. Role of International agencies in Conflict resolutionRole of International agencies in Conflict resolution

6.12.6.12. Foreign Direct Investment (FDI)Foreign Direct Investment (FDI)

7.7. Concept, Reasons & Trends in FDIConcept, Reasons & Trends in FDI

8.8. Costs, Benefits & Determinants in FDICosts, Benefits & Determinants in FDI

9.9. Theories of FDITheories of FDI

9.1.9.1. Industrial Organisation TheoryIndustrial Organisation Theory

9.2.9.2. Product Cycle TheoryProduct Cycle Theory

9.3.9.3. MacDougall-Kemp HypothesisMacDougall-Kemp Hypothesis

9.4.9.4. Location-specific TheoryLocation-specific Theory

10.10. Foreign Direct Investment In IndiaForeign Direct Investment In India


1) International Business: K. Ashwathappa -Tata McGraw Hill1) International Business: K. Ashwathappa -Tata McGraw Hill

2) International Business–Hill & Jain –Tata McGraw Hill2) International Business–Hill & Jain –Tata McGraw Hill

3) International Business: concept Env. & Strategies– Vyuptakesh Sharan –Pearson3) International Business: concept Env. & Strategies– Vyuptakesh Sharan –Pearson

4) International Business: concept Env. & Strategies –Sumati Varma –Ane Books4) International Business: concept Env. & Strategies –Sumati Varma –Ane Books

5) International Business: Text & Cases –P. Subba Rao –Himalaya5) International Business: Text & Cases –P. Subba Rao –Himalaya

6) International Business–Shajahan-Macmillan6) International Business–Shajahan-Macmillan

7) International Business –Shyam Shukla–Excel Books7) International Business –Shyam Shukla–Excel Books

8) International Business Environemt & Management: V.K. Bhalla –Anmol Publications8) International Business Environemt & Management: V.K. Bhalla –Anmol Publications

9) International Business -O.P.Agrawal -Himalaya9) International Business -O.P.Agrawal -Himalaya

10) International Business–Justine Paul–Prantice Hall10) International Business–Justine Paul–Prantice Hall





Paper:Paper: 305 E-International Logistics and Supply Chain 305 E-International Logistics and Supply Chain ManagementManagement


Objective of the Course:Objective of the Course:

•• To develop a sound conceptual framework for understanding International Logistics ManagementTo develop a sound conceptual framework for understanding International Logistics Management

•• To get in-depth knowledge on To get in-depth knowledge on Supply Chain ManagementSupply Chain Management

•• To be able to plan global supply chain.To be able to plan global supply chain.

1.1. INTRODUCTION: [8]INTRODUCTION: [8]

1.1.1.1. International Logistics and Supply chain management: meaning and objectives,International Logistics and Supply chain management: meaning and objectives,

1.2.1.2. importance in global economy ,importance in global economy ,

1.3.1.3. Characteristics of global supply chains,:Characteristics of global supply chains,:

1.4.1.4. Supply chain relationship to business performance, -Key tasks of logistics and supply chain managers,Supply chain relationship to business performance, -Key tasks of logistics and supply chain managers,

1.5.1.5. Role of Government in controlling international trade and its impact on Role of Government in controlling international trade and its impact on Logistics and supply chain.Logistics and supply chain.

2.2. SUPPLY SUPPLY CHAIN CHAIN STRATEGY: STRATEGY: [8][8]

2.1.2.1. Supply chain as a competitive advantage,Supply chain as a competitive advantage,

2.2.2.2. Global Supply chain strategy,Global Supply chain strategy,

2.3.2.3. Structuring supply chain capabilities,Structuring supply chain capabilities,

2.4.2.4. Business matching supply chain design with Business matching supply chain design with business strategy.business strategy.

3.3. TRANSPORTATION: [8]TRANSPORTATION: [8]

3.1.3.1. Strategic importance of transport in global logistics,Strategic importance of transport in global logistics,

3.2.3.2. logistical objectives of transport,logistical objectives of transport,

3.3.3.3. International Ocean Transportation,International Ocean Transportation,

3.4.3.4. International Air Transportation, and International Land Transportation:International Air Transportation, and International Land Transportation:

3.4.1.3.4.1. types, characteristics and salient features,types, characteristics and salient features,

3.4.2.3.4.2. intermodal transportation in international operations,intermodal transportation in international operations,

3.4.3.3.4.3. factors influencing mode and carrier selection decision,factors influencing mode and carrier selection decision,

4.4. OUTSOURCING OUTSOURCING AND AND LOGISTICS LOGISTICS SERVICE SERVICE PROVIDERS PROVIDERS [8][8]

4.1.4.1. Intermediaries and Alliances in Global Logistics,Intermediaries and Alliances in Global Logistics,

4.2.4.2. Meaning of 3 PL and 4 PL service providers,Meaning of 3 PL and 4 PL service providers,

4.3.4.3. role in Global logistics,role in Global logistics,

4.4.4.4. Types of services, considerations for hiring 3PL and 4 PL service providers.Types of services, considerations for hiring 3PL and 4 PL service providers.

4.5.4.5. Concept and need of outsourcing,Concept and need of outsourcing,

4.6.4.6. determinants for outsourcing decisions,determinants for outsourcing decisions,

4.7.4.7. role of outsourcing in global supply chain managementrole of outsourcing in global supply chain management

5.5. NETWORK NETWORK DESIGN DESIGN & & INFORMATION INFORMATION TECHNLOGY TECHNLOGY IN IN SUPPLY SUPPLY CHAIN CHAIN [8][8]

5.1.5.1. Decisions in Network design-strategic importance, location of plant, warehouse, Facilities; capacity andDecisions in Network design-strategic importance, location of plant, warehouse, Facilities; capacity and

number of warehouses:number of warehouses:

5.2.5.2. Factors influencing network design Decisions,Factors influencing network design Decisions,

5.3.5.3. Role and Importance of IT in Supply Chain Management,Role and Importance of IT in Supply Chain Management,

5.4.5.4. IT solutions for Supply Chain Management,IT solutions for Supply Chain Management,

5.5.5.5.

Supply Chain Information Technology in Practice.Supply Chain Information Technology in Practice.

6.6. PLANNING PLANNING GLOBAL GLOBAL SUPPLY SUPPLY CHAIN CHAIN [8][8]

6.1.6.1. Planning the global supply chain,Planning the global supply chain,

6.2.6.2. Network design for global supply chain management,Network design for global supply chain management,

6.3.6.3. Risk management in the global context,Risk management in the global context,

6.4.6.4. Measuring logistics cost and performance.Measuring logistics cost and performance.

6.5.6.5. Benchmarking the supply chain,Benchmarking the supply chain,

6.6.6.6. Performance measurement and evaluation in global supply chainsPerformance measurement and evaluation in global supply chains


1.1. Douglas Long International Logistics: Global Supply Chain MDouglas Long International Logistics: Global Supply Chain Management Springer- Verlag New York, LLC;2004anagement Springer- Verlag New York, LLC;2004

2.2. Logistics Logistics Management Management Ganpathi Ganpathi & & Nandi Nandi Oxford Oxford University University PressPress

3.3. Philippe-Pierre Dornier, Panos Kouvelis, Michel Fender Global Operations and Logistics: Text and CasesPhilippe-Pierre Dornier, Panos Kouvelis, Michel Fender Global Operations and Logistics: Text and Cases

Wiley, John & Sons, Incorporated 1998Wiley, John & Sons, Incorporated 19984.4. Alan Branch Global Supply Chain Management in International Logistics Routledge 2007Alan Branch Global Supply Chain Management in International Logistics Routledge 2007

5.5. Kent N. Gourdin Global Logistics Management: A Competitive Advantage for the New Millennium BlackwellKent N. Gourdin Global Logistics Management: A Competitive Advantage for the New Millennium Blackwell

Publishing 2006Publishing 2006

6.6. Sridhar R. Tayur (Editor), Michael J. Magazine (Editor), RAM Ganeshan (Editor)Sridhar R. Tayur (Editor), Michael J. Magazine (Editor), RAM Ganeshan (Editor)

7.7. Quantitative Models for Supply Chain Management Kluwer Academic Publishers 1998)Quantitative Models for Supply Chain Management Kluwer Academic Publishers 1998)





Paper: 306 E- Paper: 306 E- Export Import ManagementExport Import Management



•• To develop a sound conceptual framework for understanding Export and Import management.To develop a sound conceptual framework for understanding Export and Import management.

•• To get in-depth knowledge in various aspects of Exports and ImportsTo get in-depth knowledge in various aspects of Exports and Imports

•• To be able to understand procedures of Exports and ImportsTo be able to understand procedures of Exports and Imports

1.1. PRELIMINARIES FOR EXPORTS AND IPRELIMINARIES FOR EXPORTS AND IMPORTSMPORTS (8)(8)

1.1.1.1. Meaning of exports and importsMeaning of exports and imports

1.2.1.2. Effects of Exporting and Importing on EconomyEffects of Exporting and Importing on Economy

1.3.1.3. Classifications of goods for exportsClassifications of goods for exports

1.4.1.4. Strategy and preparations for exportsStrategy and preparations for exports

1.5.1.5. Methods of exportingMethods of exporting

1.6.1.6. Export marketing organizations in IndiaExport marketing organizations in India

1.7.1.7. Liberalizations of importsLiberalizations of imports

1.8.1.8. Negative list for importsNegative list for imports1.9.1.9. Special schemes for importsSpecial schemes for imports

2.2. EXPORT PROCEDUREEXPORT PROCEDURE (8) (8)

2.1.2.1. Registration stageRegistration stage

2.2.2.2. Pre-shipment stage, shipment stage and post shipment stagePre-shipment stage, shipment stage and post shipment stage

2.3.2.3. Quality control and Quality control and pre-shipment inspectionpre-shipment inspection

2.4.2.4. Sales tax exemptionSales tax exemption

2.5.2.5. Procedure for excise clearanceProcedure for excise clearance

2.6.2.6. Shipping and customs formalitiesShipping and customs formalities

2.7.2.7. Realization of export incentivesRealization of export incentives

2.8.2.8. Procedure for realization of export proceedsProcedure for realization of export proceeds

3.3. EXPORT DOCUMENTATIONSEXPORT DOCUMENTATIONS (10) (10)

3.1.3.1.

Aligned documentation systems (ADS)Aligned documentation systems (ADS)3.2.3.2. Proforma Invoice, Commercial InvoiceProforma Invoice, Commercial Invoice

3.3.3.3. Packaging listPackaging list

3.4.3.4. Mate’s receiptMate’s receipt

3.5.3.5. Bill of ladingBill of lading

3.6.3.6. Certificate of originCertificate of origin

3.7.3.7. Shipping billShipping bill

3.8.3.8. Consular invoiceConsular invoice

3.9.3.9. Bill of entryBill of entry

3.10.3.10. Airway billAirway bill

3.11.3.11. GR FormGR Form

4.4. IMPORT PLANNINGIMPORT PLANNING (6) (6)

4.1.4.1.

Methods of Import Procurement – Global Tendering , Limited TenderingMethods of Import Procurement – Global Tendering , Limited Tendering4.2.4.2. Negotiated ProcurementNegotiated Procurement

4.3.4.3. Long-term ContractingLong-term Contracting

4.4.4.4. Foreign Exchange Regulations Relating to ImportForeign Exchange Regulations Relating to Import

4.5.4.5. Import finance – Instruments of financing, Related Procedures, Customs ClearanceImport finance – Instruments of financing, Related Procedures, Customs Clearance

5.5. EXIM POLICYEXIM POLICY (8)(8)

5.1.5.1. ObjectivesObjectives

5.2.5.2. Facilities & RestrictionsFacilities & Restrictions

5.3.5.3. Significance of Exports & Imports to Nations ProgressSignificance of Exports & Imports to Nations Progress

5.4.5.4. Export Potential of ServicesExport Potential of Services

5.5.5.5. Export Potential of Select Commodities: Textiles, Agricultural Products, Marine Products, Floriculture,Export Potential of Select Commodities: Textiles, Agricultural Products, Marine Products, Floriculture,

Readymade Garments, Engineering Goods, Leather Products, Gems & Jewelry Export Prospects in VariousReadymade Garments, Engineering Goods, Leather Products, Gems & Jewelry Export Prospects in Various

Countries.Countries.

6.6. INSTITUTIONAL FRAMEWORK FOR FOREIGN TRADEINSTITUTIONAL FRAMEWORK FOR FOREIGN TRADE (8) (8)

6.1.6.1. Special Economic Zone(SEZ)Special Economic Zone(SEZ)

6.2.6.2. Indian institute of packaging (IIP)Indian institute of packaging (IIP)

6.3.6.3. Export promotion council(EPC)Export promotion council(EPC)

6.4.6.4. Export Oriented Units (EOU)Export Oriented Units (EOU)

6.5.6.5. Commodity Boards(CBs)Commodity Boards(CBs)

6.6.6.6. Export Credit and Guarantee Corporation Export Credit and Guarantee Corporation (ECGC)(ECGC)

6.7.6.7. Federation of Indian Export Organizations(FIEO)Federation of Indian Export Organizations(FIEO)

6.8.6.8. Indian Trade Promotion Organization (ITPO)Indian Trade Promotion Organization (ITPO)

6.9.6.9. Indian Institute of Foreign Trade(IIFT)Indian Institute of Foreign Trade(IIFT)


•• Export Import Procedures anExport Import Procedures and Documentation, Khuspat S Jd Documentation, Khuspat S Jain, Himalaya ain, Himalaya Publishing HousePublishing House

•• Export Management, S.H. Nagalkar & M.A. BExport Management, S.H. Nagalkar & M.A. Barhate, Sai Jyoti Publicationarhate, Sai Jyoti Publication

•• Asin Kumar: Export – Import Management, Excel Publications. New DelhiAsin Kumar: Export – Import Management, Excel Publications. New Delhi

•• Cherian and Parab : ECherian and Parab : Export Marketing, Himalaya Publishxport Marketing, Himalaya Publishing Houses, ing Houses, Delhi.Delhi.

•• Government of India, Handbook of Procedures, ImporGovernment of India, Handbook of Procedures, Import and Export t and Export Promotion, New DelhiPromotion, New Delhi

•• Rathod, Rathore and Jani Rathod, Rathore and Jani : International Marketing, Himalaya : International Marketing, Himalaya Publishing House, DelhiPublishing House, Delhi





Paper:Paper: 307 E 307 E – International F– International Finance and Forinance and Forex Managemex Managementent60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To develop a sound conceptual framework for understanding International Financial managementTo develop a sound conceptual framework for understanding International Financial management

•• To get in-depth knowledge on Forex ManagementTo get in-depth knowledge on Forex Management

•• To be able to understand international Tax and Monetary systemTo be able to understand international Tax and Monetary system

1.1. Financial Management in a Global ContextFinancial Management in a Global Context (8)(8)

1.1.1.1. Nature, Scope, Dimension & Importance of International FinanceNature, Scope, Dimension & Importance of International Finance

1.2.1.2. Why Study International FinanceWhy Study International Finance

1.3.1.3. Domestic Vs International FinanceDomestic Vs International Finance

1.4.1.4. Recent changes in Global Financial marketsRecent changes in Global Financial markets

1.5.1.5. Globalization & international Financial ManagementGlobalization & international Financial Management

1.6.1.6. Emerging challenges & Responsibilities of finance ManagerEmerging challenges & Responsibilities of finance Manager

2.2. Exchange Rate determination & ForecastingExchange Rate determination & Forecasting (8)(8)

2.1.2.1. IntroductionIntroduction

2.2.2.2. Exchange Rate and interest rate volatility- A recent ExperiencceExchange Rate and interest rate volatility- A recent Experiencce

2.3.2.3. Nominal, Real and Effective Exchange RatesNominal, Real and Effective Exchange Rates

2.4.2.4. Some Fundamental Equivalence relationshipSome Fundamental Equivalence relationship

2.5.2.5. Structural models of Exchange Rate DeterminationStructural models of Exchange Rate Determination

2.6.2.6. Exchange Rate Forecasting and Need for it.Exchange Rate Forecasting and Need for it.

2.7.2.7. Exchange Rate of RupeeExchange Rate of Rupee

3.3. International Monetary systemInternational Monetary system (8)(8)


3.2.3.2. Exhange rate regimes since 1973Exhange rate regimes since 1973

3.3.3.3. Bretton woods system of Exhange RBretton woods system of Exhange Rateate

3.4.3.4. International Monetary Fund (IMF)- Solution for fInternational Monetary Fund (IMF)- Solution for financial crisisinancial crisis

3.5.3.5. Economic and Monetary Union (EMU)Economic and Monetary Union (EMU)

3.6.3.6. Asian Development BankAsian Development Bank

4.4. Balance of PaymentsBalance of Payments (8)(8)

4.1.4.1. What is Balance of PaymentsWhat is Balance of Payments

4.2.4.2. Function Principles and Accounting of Balance of PaymentsFunction Principles and Accounting of Balance of Payments

4.3.4.3. Components of Balance of PComponents of Balance of Paymentsayments

4.4.4.4. Meaning of “Deficit” and “Surplus” in Balance of PaymentsMeaning of “Deficit” and “Surplus” in Balance of Payments

4.5.4.5. Adjustments and Approaches to AdjustmentsAdjustments and Approaches to Adjustments

4.6.4.6. Why Balance of Payments Statistics are importantWhy Balance of Payments Statistics are important

4.7.4.7. India’s Balance of PaymentsIndia’s Balance of Payments

5.5. Foreign Exchange MarketForeign Exchange Market (8) (8)


5.2.5.2. Distinctive featuresDistinctive features

5.3.5.3. Major ParticipantsMajor Participants5.4.5.4. Spot MarketSpot Market

5.5.5.5. Forward MarketsForward Markets

5.6.5.6. Currency FuturesCurrency Futures

5.7.5.7. Currency OptionsCurrency Options

6.6. International TaxationInternational Taxation (8) (8)

6.1.6.1. Bases of International tax SystemBases of International tax System

6.2.6.2. Types of TaxesTypes of Taxes

6.3.6.3. Tax havensTax havens

6.4.6.4. Modes of Doble Taxation ReliefModes of Doble Taxation Relief

6.5.6.5. International Tax Management StrategyInternational Tax Management Strategy

6.6.6.6. Indian Tax ScenarioIndian Tax Scenario

7.7. Field Work Suggested:-Field Work Suggested:- Visit industries in your area which are involved in export business and Study the impactVisit industries in your area which are involved in export business and Study the impact

of the above factors on their business.of the above factors on their business.


1) International Finance Management by Thummuluri Siddaiah (IFM) - Pearson1) International Finance Management by Thummuluri Siddaiah (IFM) - Pearson

2) International Finance Management by P. G. Apte - Tata McGraw Hill2) International Finance Management by P. G. Apte - Tata McGraw Hill

3) International Finance Management by Vyuptakesh saran – Prentice Hall3) International Finance Management by Vyuptakesh saran – Prentice Hall

4) International Finance by Maurice D. Levi - Routledge4) International Finance by Maurice D. Levi - Routledge

5) International Finance Management by V.A. Avadhani – Himalaya Publishing House5) International Finance Management by V.A. Avadhani – Himalaya Publishing House

6) International Finance Management by V.K Bhalla - Anmol Publications6) International Finance Management by V.K Bhalla - Anmol Publications

7) International Finance Management by O.P.Agrawal and B K chaudhari- Himalaya Publishing Ho7) International Finance Management by O.P.Agrawal and B K chaudhari- Himalaya Publishing Houseuse

8) International Finance Management by Cheol S. Eun & Bruce G Resnick , Tale McGraw Hill8) International Finance Management by Cheol S. Eun & Bruce G Resnick , Tale McGraw Hill

9) International finance Marketing by N. R. Machiraju – Himalaya Publication9) International finance Marketing by N. R. Machiraju – Himalaya Publication

10) International Finance Management by K. Aswasthapa- Tata McGraw Hill10) International Finance Management by K. Aswasthapa- Tata McGraw Hill

SPECIALISATION - F -AGRI- BUSINESS MANAGEMENTSPECIALISATION - F -AGRI- BUSINESS MANAGEMENT

MBA Job opportunities:MBA Job opportunities:

•• Agricultural MangerAgricultural Manger

•• Marketing AnalystMarketing Analyst

•• Accounting mangerAccounting manger

•• Bioterrorism energyBioterrorism energy

•• Alternative energy consultantAlternative energy consultant

•• Sales ManagerSales Manager

•• Operation officerOperation officer

•• Credit AnalystCredit Analyst

•• Business MangerBusiness Manger

•• Manger-ruralManger-rural

•• Manger-Business planningManger-Business planning

•• Commercial Executive –Crop careCommercial Executive –Crop care

•• Investment Analyst –Food and AgricultureInvestment Analyst –Food and Agriculture

•• Sales RepresentativesSales Representatives

•• Relationship Manager-Corporate and Retail AgricultureRelationship Manager-Corporate and Retail Agriculture





304 F – Agro Business Management304 F – Agro Business Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• The course aims at providing students an exposure to the management practices in Agro BusinessThe course aims at providing students an exposure to the management practices in Agro Business

Management.Management.•• To train students in handling different issues related to Agro Business management.To train students in handling different issues related to Agro Business management.

1.1. Introduction Introduction to to ABM ABM (06)(06)

1.11.1 Meaning, definition, history, Meaning, definition, history, Importance and scope of agri-businessImportance and scope of agri-business

1.21.2 Changing dimension of agricultural businessChanging dimension of agricultural business

1.31.3 Agri-business Management-distinctive features, nature and Agri-business Management-distinctive features, nature and componentscomponents

1.41.4 FF ii vv e e Years Years Plans aPlans and agrind agri-bu-businessiness, chars, characteracteristiistics of placs of plann

2.2. Advanced Advanced Food Food Processing Processing (14)(14)

2.1.2.1. Pesent scenario, scope and opportunitiesPesent scenario, scope and opportunities

2.2.2.2. Infrastructural DevelopmentInfrastructural Development

2.3.2.3. Constraints and policy initiativesConstraints and policy initiatives

2.4.2.4. Value addition and waste utilizationValue addition and waste utilization

2.5.2.5. Food plant hygieneFood plant hygiene2.6.2.6. industry wise segmentationindustry wise segmentation

2.6.1.2.6.1. Processed fruits & vegetablesProcessed fruits & vegetables

2.6.2.2.6.2. Milk and milk productsMilk and milk products

2.6.3.2.6.3. Grain processingGrain processing

2.6.4.2.6.4. Meat & Poultry processingMeat & Poultry processing

2.6.5.2.6.5. Fisheries, Marine ProductsFisheries, Marine Products

2.6.6.2.6.6. Packed/Convenience foodsPacked/Convenience foods

2.6.7.2.6.7. BeveragesBeverages

2.6.8.2.6.8. Regulatory measuresRegulatory measures

3.3. Agro-Processing Agro-Processing Management Management (16)(16)

3.1.3.1. Role of agro-processing industries in the Indian economyRole of agro-processing industries in the Indian economy

3.2.3.2. Status and potential of Indian agro-processing industries. Food grains, commercial Crops.Status and potential of Indian agro-processing industries. Food grains, commercial Crops.

3.3.3.3. Policy environment Policy environment of of agro-processing industries-Developmenagro-processing industries-Development, managementt, management

3.4.3.4. structure and communication.structure and communication.

3.5.3.5. Work performance efficienWork performance efficiency, public contact and cy, public contact and public participation in public participation in agro-agro-

3.6.3.6. Processing industriesProcessing industries

3.6.1.3.6.1. Decision making Decision making process and entrepreneurial efficienprocess and entrepreneurial efficiencycy

3.6.2.3.6.2. Government policies relating to agro processing unitGovernment policies relating to agro processing unit

3.6.3.3.6.3. Interdependence of agro-processing industries,Interdependence of agro-processing industries,Problem of agro-processing units,Problem of agro-processing units,

3.6.4.3.6.4. Guideline for financing of agro-processing industries in IndiaGuideline for financing of agro-processing industries in India

4.4. HRM HRM in in Agri Agri Business Business Management Management (06)(06)

4.1.4.1. Development of Human Resource in Agricultural TrainingDevelopment of Human Resource in Agricultural Training

4.2.4.2. Importance of Human Resource in AgriculturalImportance of Human Resource in Agricultural

4.3.4.3. H. R. M. H. R. M. development progdevelopment program for Agriram for Agribusinessbusiness

5.5. Emerging Emerging Trends Trends in in ABM ABM (06)(06)

5.1.5.1. Agro TourismAgro Tourism

5.2.5.2. Organic FarmingOrganic Farming

5.3.5.3. Contract FarmingContract Farming

5.4.5.4. Herbal FarmingHerbal Farming


1.1. Dhondyal, S.P. Farm Management: An Economics Analysis. Friends Publications, 90, Krishnapur, Meerut -Dhondyal, S.P. Farm Management: An Economics Analysis. Friends Publications, 90, Krishnapur, Meerut -

250002250002

2.2. Johl, S.S. and T.R. Kapur. Fundamentals of Farm Business Management. Kalyani Publishers, 11 Rajendra Nagar,Johl, S.S. and T.R. Kapur. Fundamentals of Farm Business Management. Kalyani Publishers, 11 Rajendra Nagar,

Ludhiana – 114008,P-475Ludhiana – 114008,P-475

3.3. Kahlon, A.S. and Karan Singh. EcoKahlon, A.S. and Karan Singh. Economics and Farm Management in India: Theory and Practice. Allied Publishersnomics and Farm Management in India: Theory and Practice. Allied Publishers

Pvt. Ltd. 15 JN Heredia Marg, Ballard Pvt. Ltd. 15 JN Heredia Marg, Ballard Estate Mumbai-400038Estate Mumbai-400038

4.4. Singh I.J. Elements of Farm Management Economics. Affiliated East West Press, Pvt. Ltd. New Delhi.Singh I.J. Elements of Farm Management Economics. Affiliated East West Press, Pvt. Ltd. New Delhi.5.5. Srivastava, U.K. Vathsala. Agro-processing Strategy for AccSrivastava, U.K. Vathsala. Agro-processing Strategy for Acceleration and Exports Oxford University Press,YMCA,eleration and Exports Oxford University Press,YMCA,

Library Building, Jai Singh Road, New Delhi Library Building, Jai Singh Road, New Delhi – 110001.– 110001.

6.6. Rajagopal. Organizing Rural Business Policy Planning and Management. Sage Publication, New Delhi.Rajagopal. Organizing Rural Business Policy Planning and Management. Sage Publication, New Delhi.

7.7. Pandey, Mukesh and Deepak Tiwari. Rural and Agricultural Marketing International Book Distribution Co. NewPandey, Mukesh and Deepak Tiwari. Rural and Agricultural Marketing International Book Distribution Co. New

Delhi.Delhi.

8.8. Diwase, Smita. Agri-Business Management. Everest Publishing House, Everest Lane, 536, Shaniwar Peth, AppaDiwase, Smita. Agri-Business Management. Everest Publishing House, Everest Lane, 536, Shaniwar Peth, Appa

Balwant Chowk, Pune – 4110030Balwant Chowk, Pune – 4110030

9.9. Siva Rama, K., K. Ramesh and M. Gangadhar. Human Resource Management in AGRICULTURE. DisscoverySiva Rama, K., K. Ramesh and M. Gangadhar. Human Resource Management in AGRICULTURE. Disscovery

Publication, New Delhi.Publication, New Delhi.

10.10. Talwar, Prakash, Travel and Tourism Management, Gyan Books Pvt. Ltd., Main Ansari Road, Darya Ganj, NewTalwar, Prakash, Travel and Tourism Management, Gyan Books Pvt. Ltd., Main Ansari Road, Darya Ganj, New

Delhi- 110 002Delhi- 110 002

11.11. Bagri, S.C. Trends in Tourism Promotion 2003. International Books Distributors, 9/3, RajpurBagri, S.C. Trends in Tourism Promotion 2003. International Books Distributors, 9/3, Rajpur

Road,Dehradun-248 001 Uttarakhand (India)Road,Dehradun-248 001 Uttarakhand (India)





305 F –Management of Agro Industries305 F –Management of Agro Industries 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• The present course aims at familiarizing the participants with the concepts, tools and techniques ofThe present course aims at familiarizing the participants with the concepts, tools and techniques ofManagement of Agro based industries so as to enable them to develop analytical and conceptualManagement of Agro based industries so as to enable them to develop analytical and conceptual

skills and the ability to handle the various situations.skills and the ability to handle the various situations.

1.1. Animal Animal Production Production Management Management (10)(10)

1.1.1.1. Scope of livestock in Scope of livestock in Indian economyIndian economy

1.2.1.2. Livestock census and trend of livestock productionLivestock census and trend of livestock production

1.3.1.3. Terminology used in livestock care, poultry care and management of livestock and poultry i.e. calf,Terminology used in livestock care, poultry care and management of livestock and poultry i.e. calf,

heifer, milking animal, dry animal, pregnant animal, draft animal heifer, milking animal, dry animal, pregnant animal, draft animal and breeding bull.and breeding bull.

1.4.1.4. Stress management. Housing of different livestock and poultry.Stress management. Housing of different livestock and poultry.

1.5.1.5. Routine farm management. Preparation of animal for different purposesRoutine farm management. Preparation of animal for different purposes

1.6.1.6. Various breeds of cattle, sheep, goat, buffalo Various breeds of cattle, sheep, goat, buffalo and poultryand poultry

1.7.1.7. Nutrient requirement of livestock and poultryNutrient requirement of livestock and poultry

1.8.1.8. Maintenance of records on livestock dairy and poultry farmsMaintenance of records on livestock dairy and poultry farms

1.9.1.9. Animal health cover, structAnimal health cover, structure of udder and letting doure of udder and letting down of milk, clean and hygiewn of milk, clean and hygienic nic milk production.milk production.1.10.1.10. Reproductive systems of male and female, estrus cycle, pregnancy and parturition. Systems ofReproductive systems of male and female, estrus cycle, pregnancy and parturition. Systems of

breeding, artificial inseminationbreeding, artificial insemination

2.2. Value Value Addition Addition in in Animal Animal Products Products (10)(10)

2.1.2.1. Present status of dairy, Present status of dairy, poultry, meat, wool and poultry, meat, wool and hide industries hide industries in WTO in WTO regime. Milk composition ofregime. Milk composition of

different speciesdifferent species

2.2.2.2. Production, packing, marketing of milk, meat and their productsProduction, packing, marketing of milk, meat and their products

2.3.2.3. Import, export of animal and poultry productsImport, export of animal and poultry products

2.4.2.4. Price regulation in animal products. Factors influencing pricePrice regulation in animal products. Factors influencing price

2.5.2.5. Trends in marketing and utilization of animal productsTrends in marketing and utilization of animal products

2.6.2.6. Importance of Importance of hides and hides and bones, qualbones, quality standards anity standards and storage Market d storage Market standards astandards and nd regulation of regulation of animalanimal

productsproducts

3.3. Post Post – – Harvest Harvest Technology Technology of of Horticultural Horticultural Crops Crops (12)(12)3.1.3.1. Importance and present status of post-harvest technology in horticultural crops inImportance and present status of post-harvest technology in horticultural crops in

3.2.3.2. India and India and Maharashtra. Maturity, harvesting and handling in relation to extendedMaharashtra. Maturity, harvesting and handling in relation to extended

3.3.3.3. shelf-life and storage quality of fruits, vegetables and flowers.shelf-life and storage quality of fruits, vegetables and flowers.

3.4.3.4. Methods of pre-cooling, grading, packaging, storage and transport of Methods of pre-cooling, grading, packaging, storage and transport of fruits, vegetables andfruits, vegetables and

flowers.flowers.

3.5.3.5. Importance and scope of fruits and vegetable preservation.Importance and scope of fruits and vegetable preservation.

3.6.3.6. Selection of site for fruit and vegetable preservation uSelection of site for fruit and vegetable preservation unit. Principles and methods of nit. Principles and methods of preservation.preservation.

3.7.3.7. Preparation of jams, jellies, marmalades, squashes, juices, syrups, preserves, crystallized fruits,Preparation of jams, jellies, marmalades, squashes, juices, syrups, preserves, crystallized fruits,

chutney, pickle and ketchupschutney, pickle and ketchups

3.8.3.8. Spoilage of processed products, Post-harvest management of cut flowers. Control ofSpoilage of processed products, Post-harvest management of cut flowers. Control of

3.9.3.9. Post-Post-harvharvest diseases of est diseases of important fruits and important fruits and vegetables.vegetables.

4.4. Bio-fertilizers Bio-fertilizers and and Mushroom Mushroom Production Production (08)(08)

4.1.4.1. Bio-fertilizers: Introduction, importance and definitionBio-fertilizers: Introduction, importance and definition

4.2.4.2. Type of bio-fertilizeType of bio-fertilizers, rs, Economics of bio-fertilizer pEconomics of bio-fertilizer productionroduction

4.3.4.3. Mushroom: Introduction, importance and types of mushrooms. Requirements for mushrooms cultivation:Mushroom: Introduction, importance and types of mushrooms. Requirements for mushrooms cultivation:

different tools, equipment’s, substrates and chemicals required fordifferent tools, equipment’s, substrates and chemicals required for

4.4.4.4. commercial cultivation of mushroom.commercial cultivation of mushroom.

5.5. Technology in AgriTechnology in Agri-Business (08)-Business (08)

5.1.5.1. Information Technology: meaning, role and importance in Agri Information Technology: meaning, role and importance in Agri business and Agriculture marketing.business and Agriculture marketing.

5.2.5.2. Importance of Common Service Centers (CSC), Common issues of CSCs, Expert decision support system inImportance of Common Service Centers (CSC), Common issues of CSCs, Expert decision support system in

Agriculture.Agriculture.

5.3.5.3. Information Technology for Agriculture Marketing.Information Technology for Agriculture Marketing.

5.4.5.4. Online market information, online market status in India.Online market information, online market status in India.

5.5.5.5. Website on Agriculture marketing and export.Website on Agriculture marketing and export.

5.6.5.6. Role of private companies in online marketing – Role of private companies in online marketing – eChaupal, HLL Shakti, Quality control system.eChaupal, HLL Shakti, Quality control system.

5.7.5.7.

Packaging, preservation and storage systems.Packaging, preservation and storage systems.


1.1. Banerjee, G.C. Text Book of Animal Husbandry. Oxford and Banerjee, G.C. Text Book of Animal Husbandry. Oxford and IBM Publishers, New Delhi.IBM Publishers, New Delhi.

2.2. Sashry, N.S.R.C.K. Thomas and R.A. SSashry, N.S.R.C.K. Thomas and R.A. Singh. Farm Animal Management and Poultry Production. NSR, Vikasingh. Farm Animal Management and Poultry Production. NSR, Vikas

Publishing House Pvt. Ltd. Delhi.Publishing House Pvt. Ltd. Delhi.

3.3. Hand Book of Hand Book of Animal Husbandry, ICAR, New Delhi.Animal Husbandry, ICAR, New Delhi.

4.4. Singh, R.A. Poultry Production. Publishers, New Delhi.Singh, R.A. Poultry Production. Publishers, New Delhi.

5.5. Maske, O Norton. Commercial Chicken Production. Manuel AVI Publishers, INC West Port.Maske, O Norton. Commercial Chicken Production. Manuel AVI Publishers, INC West Port.

6.6. Ling. E.R. Text Ling. E.R. Text Book and Dairy Chemistry. Chapman Hall Ltd., LondonBook and Dairy Chemistry. Chapman Hall Ltd., London

7.7. Pantastico, E.R.,B. Post Harvest Technology, Handling, Utilization of Tropical and Pantastico, E.R.,B. Post Harvest Technology, Handling, Utilization of Tropical and Sub-tropical Fruits andSub-tropical Fruits andVegetables. The AVI Publishing Co., West-Post, Connecticut, USA.Vegetables. The AVI Publishing Co., West-Post, Connecticut, USA.

8.8. Salunke, D.K. and Desai, B.B.Past HarveSalunke, D.K. and Desai, B.B.Past Harvest Biotechnology of Vegetablst Biotechnology of Vegetables. II CRC Press, es. II CRC Press, Boca Raton, Florida.Boca Raton, Florida.

9.9. Varma, L.R. and Varma, L.R. and V.K.Joshi. Post Harvest Technology of Fruits and Vegetables, Vol. II. Indus PublishingV.K.Joshi. Post Harvest Technology of Fruits and Vegetables, Vol. II. Indus Publishing

Company, New Delhi-110027Company, New Delhi-110027

10.10. Motsara I.M.R., P. BMotsara I.M.R., P. Bhattacharyya and Beena Srivastava, Biofertilizer Technology, Marketing and Usage- Ahattacharyya and Beena Srivastava, Biofertilizer Technology, Marketing and Usage- A

source Book – csource Book – cum glossary, FDCO, New Delhi.um glossary, FDCO, New Delhi.

11.11. Bahl, N. Handbook on Mushrooms. Oxford Bahl, N. Handbook on Mushrooms. Oxford and IBH Pub. Co.Pvt, Ltd, New Delhi.and IBH Pub. Co.Pvt, Ltd, New Delhi.

12.12. Kapoor, J.N. Mushroom Cultivation. Sterling Pub. Co., New Delhi-16.Kapoor, J.N. Mushroom Cultivation. Sterling Pub. Co., New Delhi-16.

13.13. Recciuti, M.Database vendors hawk wares on Internet. Info World, 1Recciuti, M.Database vendors hawk wares on Internet. Info World, 17-2, Jan 9,10.7-2, Jan 9,10.

14.14. Shah Jignesh. Commodity Future- Benefits start flowing in The Hindu Survey of Shah Jignesh. Commodity Future- Benefits start flowing in The Hindu Survey of Indian Industry.Indian Industry.





306 F306 F- Agri-Business Financial Management- Agri-Business Financial Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



To understand the perspective of financing agricultural operations and rural development in India and the currentTo understand the perspective of financing agricultural operations and rural development in India and the current

developments in this field.developments in this field.

1.1. Introduction Introduction to to Agriculture Agriculture Economics Economics (08)(08)

1.1.1.1. Meaning,-Need, importance, scope, importance of Agricultural in National Economy, Special characteristicsMeaning,-Need, importance, scope, importance of Agricultural in National Economy, Special characteristics

of agriculture in Indian economyof agriculture in Indian economy

1.2.1.2. Principles of agriculture finance, financial management for agribusiness.Principles of agriculture finance, financial management for agribusiness.

1.3.1.3. Introduction-Accounting concepts,-Farm accounting,-Ratio analysis- Cash budget,Difference between MicroIntroduction-Accounting concepts,-Farm accounting,-Ratio analysis- Cash budget,Difference between Micro

and Macro Economics, Basic terms and concepts used in economics.and Macro Economics, Basic terms and concepts used in economics.

1.4.1.4. Consumer behaviour and demand, law of diminishing marginal utility, consumer’s surplus and application,Consumer behaviour and demand, law of diminishing marginal utility, consumer’s surplus and application,

Production and supply: Nature and factors of production, Short-run and loProduction and supply: Nature and factors of production, Short-run and long –run production function.ng –run production function.

2.2. Structure Structure & & Dynamics Dynamics of of Indian Indian Agricultural Agricultural (10)(10)

2.1.2.1. Place of Agricultural in National Place of Agricultural in National and International economy.and International economy.

2.2.2.2. Pattern of agricultural holdings.Pattern of agricultural holdings.

2.3.2.3. Agricultural productivity: Trends, causes and consequences of low productivity in India. MeasuringAgricultural productivity: Trends, causes and consequences of low productivity in India. Measuringefficiency in agricultural production, Economic efficefficiency in agricultural production, Economic efficiencies.iencies.

2.4.2.4. Theory of product choice; selection of optimal product combination.Theory of product choice; selection of optimal product combination.

2.5.2.5. Green revolution: Strategy in development of Indian agriculture.Green revolution: Strategy in development of Indian agriculture.

3.3. Indian Indian Agricultural Agricultural Policies Policies (16)(16)

3.1.3.1. Meaning, types and importance of agricultural policies.Meaning, types and importance of agricultural policies.

3.2.3.2. Evolution of agricultural policy.Evolution of agricultural policy.

3.3.3.3. Famine Commission Report.Famine Commission Report.

3.4.3.4. Drought Prone area Programme (DPAP)Drought Prone area Programme (DPAP)

3.5.3.5. Nature and objectives of land reforms, Land Reform Policy.Nature and objectives of land reforms, Land Reform Policy.

3.6.3.6. National Insurance Policy.National Insurance Policy.

3.7.3.7. Tenancy reforms, Crash Scheme for RTenancy reforms, Crash Scheme for Rural Development.ural Development.

3.8.3.8. National Rural Employment Assurance Programme & other recent AgriculturalNational Rural Employment Assurance Programme & other recent Agricultural

Development Programs.Development Programs.

4.4. Financial Financial Management Management in in Agri-Business Agri-Business (14)(14)

4.1.4.1. Definition, Importance, Need of Agricultural Finance, Problems of agricultural credit inDefinition, Importance, Need of Agricultural Finance, Problems of agricultural credit in

India, Requisites of good credit system.India, Requisites of good credit system.

4.2.4.2. Classification of credit and loan, Institutional agencies in agricultural Classification of credit and loan, Institutional agencies in agricultural credit, test of farmcredit, test of farm

Credit proposal, tools of farm financial analysis, agricultural projects.Credit proposal, tools of farm financial analysis, agricultural projects.

4.3.4.3. Traditional sources Traditional sources of finance of finance for agriculture for agriculture – issues, – issues, Significance of Significance of Co-op. CreCo-op. Credit, dit, Estimation ofEstimation of

Agricultural Finance, Issues Theories of Agricultural Finance - Productive Agricultural Finance, Issues Theories of Agricultural Finance - Productive Vs. Consumption Credit Analysis,Vs. Consumption Credit Analysis,

Kind Loans Vs. Cash Loans, Supervised Credit – Crop Loan – Cooperative credit, agricultural Finance in India.Kind Loans Vs. Cash Loans, Supervised Credit – Crop Loan – Cooperative credit, agricultural Finance in India.

4.4.4.4. Financial Institutions, Central banks - role of NABARD, Financial Institutions, Central banks - role of NABARD, RBI and developmental banks. Budgetary provision toRBI and developmental banks. Budgetary provision to

agri-business, Agricultural subsidies Agricultural taxagri-business, Agricultural subsidies Agricultural taxation, Agricultural finance-Problems and remedies.ation, Agricultural finance-Problems and remedies.


1.1. Indian Economy- S.K. Misra, V.K. Puri, HimIndian Economy- S.K. Misra, V.K. Puri, Himalaya Publishing House.alaya Publishing House.

2.2. Student Guide to Income Tax- Singhania, Taxman PublicationStudent Guide to Income Tax- Singhania, Taxman Publication

3.3. Indian Economy since Independence- Uma Kapila, Academic Foundation.Indian Economy since Independence- Uma Kapila, Academic Foundation.

4.4. Banking Theory & Practice- Dr. P.K. Shrivastava, Himalaya Publishing House.Banking Theory & Practice- Dr. P.K. Shrivastava, Himalaya Publishing House.

5.5. Direct Taxes- Singhania, Taxman Publication.Direct Taxes- Singhania, Taxman Publication.

6.6. Beattie BR & Taylor CR. 1985. The Economics of Production. John Wiley & Sons.Beattie BR & Taylor CR. 1985. The Economics of Production. John Wiley & Sons.

7.7. Doll JP & Frank O. 1978. Production Economics - Theory and Applications.John Wiley & Sons.Doll JP & Frank O. 1978. Production Economics - Theory and Applications.John Wiley & Sons.

8.8. Gardner BL & Gardner BL & Rausser GC. Rausser GC. 2001. Handbook of Agricultural Economics. 2001. Handbook of Agricultural Economics. Vol. I Vol. I Agricultural Production.Agricultural Production.

Elsevier. Heady EO. Economics of Agricultural Production and Elsevier. Heady EO. Economics of Agricultural Production and Resource Use. Prentice-Hall.Resource Use. Prentice-Hall.9.9. Sankayan PL. 1983. Introduction to Farm Management. Tata Mc Graw Hill.Sankayan PL. 1983. Introduction to Farm Management. Tata Mc Graw Hill.

10.10. Agricultural Finance In India – Agricultural Finance In India – Theories and Practices, VB Jugale, Atlantic PublishersTheories and Practices, VB Jugale, Atlantic Publishers

11.11. Financing Agricultural industries – Long term loans – Need and estimation – Working Capital loans –Financing Agricultural industries – Long term loans – Need and estimation – Working Capital loans –

Issues in managing Finance For Micro Finance – SHGs Bank linkages ,Insurance – Crop Insurance,Issues in managing Finance For Micro Finance – SHGs Bank linkages ,Insurance – Crop Insurance,

Financing Agro exports.Financing Agro exports.

12.12. Agricultural finance in India – the roAgricultural finance in India – the role of NABARD - Rajkumar K. – New Century Publications(208)le of NABARD - Rajkumar K. – New Century Publications(208)





307 F307 F- Agricultural marketing- Agricultural marketing60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To understand and appreciate the concept of marketing strategy formulation and implementation inTo understand and appreciate the concept of marketing strategy formulation and implementation in

agricultural marketing.agricultural marketing.

1.1. Introduction Introduction to to Agricultural Agricultural Marketing Marketing (06)(06)

1.1.1.1. Scope, concepts & objectives, Role of agricultural marketingScope, concepts & objectives, Role of agricultural marketing

1.2.1.2. Differences in Agricultural & consumer marketingDifferences in Agricultural & consumer marketing

1.3.1.3. Problems of Agri. Marketing: Traditional agri. MProblems of Agri. Marketing: Traditional agri. Marketing and present status, suggestion for improvements.arketing and present status, suggestion for improvements.

1.4.1.4. Present status & problem in various marketing function, role of government in agricultural marketing,Present status & problem in various marketing function, role of government in agricultural marketing,

Standardization and Grading.Standardization and Grading.

2.2. Retail Retail Marketing Marketing (14)(14)

2.1.2.1. Concept, types of retailers, supermarkets, factory oConcept, types of retailers, supermarkets, factory outlets, hypermarketsutlets, hypermarkets

2.2.2.2. Non store retailing. Retailer- marketing decisions. Direct selling, one to one selling, multiple selling, directNon store retailing. Retailer- marketing decisions. Direct selling, one to one selling, multiple selling, direct

marketing and multiple marketing.marketing and multiple marketing.

2.3.2.3. Major types of retail organization, co-operative chain stores, voluntary chain, retailers and consumerMajor types of retail organization, co-operative chain stores, voluntary chain, retailers and consumer

cooperatives.cooperatives.2.4.2.4. Packaging and Market Segmentation in Retail Marketing.Packaging and Market Segmentation in Retail Marketing.

2.5.2.5. Store Management: Retail location, merchandising, using price to stimulate market sale.Store Management: Retail location, merchandising, using price to stimulate market sale.

2.6.2.6. Branding StrategyBranding Strategy:: Manufacturer’s brand, private label, brand for a sale.Manufacturer’s brand, private label, brand for a sale.

2.7.2.7. Trends in retailing, retailing strategies.Trends in retailing, retailing strategies.

2.8.2.8. Impact of retailing on economy and society.Impact of retailing on economy and society.

2.9.2.9. Understanding Supply Chain, Decision phasUnderstanding Supply Chain, Decision phases in Supply Chain, Drivers of Supply Chain es in Supply Chain, Drivers of Supply Chain Performance.Performance.

2.10.2.10. The Role of Transportation in a Supply Chain, Factors affecting transportation Decisions, tailoredThe Role of Transportation in a Supply Chain, Factors affecting transportation Decisions, tailored

Transportation, Managing Demand in Supply Chain.Transportation, Managing Demand in Supply Chain.

3.3. Promotion Promotion of of Agri Agri Products Products (10)(10)

3.1.3.1. Basic Concept of Promotion, Fundamental of Advertising.Basic Concept of Promotion, Fundamental of Advertising.

3.2.3.2. Market Analysis for Agri Products segmentation & TargetingMarket Analysis for Agri Products segmentation & Targeting

3.3.3.3. Concept of Direct marketing, Sales Management, Personal Selling & Salesmanship, Sales Related MarketingConcept of Direct marketing, Sales Management, Personal Selling & Salesmanship, Sales Related Marketing

Policies.Policies.3.4.3.4. Developing and implementing customer Relationships Management: Key concepts in CustomerDeveloping and implementing customer Relationships Management: Key concepts in Customer

relationships, Customer loyalty, key principles of relationship management, framework for building CRMrelationships, Customer loyalty, key principles of relationship management, framework for building CRM

strategy in agriculture marketing, strategy in agriculture marketing, CRM Implementation.CRM Implementation.

4.4. Problems Problems of of Agricultural Agricultural Marketing Marketing (10)(10)

4.1.4.1. Standardization: Basis of standards, aims of standardization, significance of standardization, demerits ofStandardization: Basis of standards, aims of standardization, significance of standardization, demerits of

standardization.standardization.

4.2.4.2. Grading: A marketing function, Importance of grading in agriculture grading in India.Grading: A marketing function, Importance of grading in agriculture grading in India.

4.3.4.3. Study of Market Intelligence and Market Integration: Meaning, definition, types of market integration,Study of Market Intelligence and Market Integration: Meaning, definition, types of market integration,

market function, AGMARK, price trends, market imarket function, AGMARK, price trends, market information. Co-operative agricultural marketing and publicnformation. Co-operative agricultural marketing and public

agencies involved in agricultural marketing agencies involved in agricultural marketing viz. FCI, viz. FCI, NAFED, STC, etc.; Functions of price mechanism, NAFED, STC, etc.; Functions of price mechanism, NatureNature

and supply of agricultural and supply of agricultural products, marketable aproducts, marketable and marketed surplusnd marketed surplus, Types and , Types and reasons for pricereasons for price

movements and movements and their effect on agricultural price stheir effect on agricultural price stabilization and price support tabilization and price support police.police.

4.4.4.4. Warehousing: State and Central Warehousing Corporations, objectives, functions, advantages, speculation,Warehousing: State and Central Warehousing Corporations, objectives, functions, advantages, speculation,future trading and hedging. Hedging: Meaning, chief features of hedging, kinds, purpose, benefits andfuture trading and hedging. Hedging: Meaning, chief features of hedging, kinds, purpose, benefits and

limitations of Hedging.limitations of Hedging.

5.5. Trading Trading of of Agricultural Agricultural MarketinMarketing g (08)(08)

5.1.5.1. Importance of agricultural commodities in agricultural marketing.Importance of agricultural commodities in agricultural marketing.

5.2.5.2. Marketing of cereals rice, wheat and jawar etc.Marketing of cereals rice, wheat and jawar etc.

5.3.5.3. Marketing of pulses-mango, tur, gram, udid etc.Marketing of pulses-mango, tur, gram, udid etc.

5.4.5.4. Average cost of processing wheat into Average cost of processing wheat into wheat flour, paddy to rice, whole pulses in to wheat flour, paddy to rice, whole pulses in to split pulses, comparisonsplit pulses, comparison

of different rice milling methodsof different rice milling methods

5.5.5.5. Marketing of mango, citrus and grapes etc.Marketing of mango, citrus and grapes etc.

5.6.5.6. Improving efficiency in commodity marketing, Role of co-operative and regulated market in commoditnImproving efficiency in commodity marketing, Role of co-operative and regulated market in commoditn

marketing.marketing.

5.7.5.7. Marketing of commercial crops with special reference to all functions and price analysisMarketing of commercial crops with special reference to all functions and price analysis

5.8.5.8. Commercial commodity Trading- cotton, sugarcane, grapes, banana, mango, cut flowers – roses, gerbera,Commercial commodity Trading- cotton, sugarcane, grapes, banana, mango, cut flowers – roses, gerbera,gladiolus, etc. vegetables – cauliflower, tomato, potato, onion, ladies finger.gladiolus, etc. vegetables – cauliflower, tomato, potato, onion, ladies finger.


1.1. Acharya, S.S. and N.L. Agrawal. -Agricultural Marketing in India.- Oxford and IBM Publishing Company Pvt.Acharya, S.S. and N.L. Agrawal. -Agricultural Marketing in India.- Oxford and IBM Publishing Company Pvt.

Ltd., 66 Janpath, New Delhi-110001.Ltd., 66 Janpath, New Delhi-110001.

2.2. Gupta, A.P. - Marketing of Agricultural Produce in India. - Vora and Company Publishers Pvt, Ltd., 3, RoundGupta, A.P. - Marketing of Agricultural Produce in India. - Vora and Company Publishers Pvt, Ltd., 3, Round

Building, Kalbadevi, Mumbai-400002Building, Kalbadevi, Mumbai-400002

3.3. Mamoria C.B. and R.L. Joshi.- Principles and Practice of Marketing Mamoria C.B. and R.L. Joshi.- Principles and Practice of Marketing in India. -Kitab Mahal, 15, Thorn hill Road,in India. -Kitab Mahal, 15, Thorn hill Road,

Allahabad.Allahabad.

4.4. Philip Kotler.- Marketing Management.- Pearson Philip Kotler.- Marketing Management.- Pearson Education Publishers, New Delhi.Education Publishers, New Delhi.

5.5. Panvar, J.S.Beyond - Consumer Marketing. - Response Books, Sage Publications, New Delhi.Panvar, J.S.Beyond - Consumer Marketing. - Response Books, Sage Publications, New Delhi.

6.6. Pandey, Mukesh and Deepak Tiwari.- Rural and Agricultural MPandey, Mukesh and Deepak Tiwari.- Rural and Agricultural Marketing.- International Book Distribution Co.,arketing.- International Book Distribution Co.,

New Delhi.New Delhi.7.7. Swapna Pradhan.- Retail Management – Tata McGraw HillSwapna Pradhan.- Retail Management – Tata McGraw Hill

8.8. Acharya, S.S. and N.L. Agrawal. - Agricultural Marketing in India. - Oxford and IBH Publishing Company Pvt.,Acharya, S.S. and N.L. Agrawal. - Agricultural Marketing in India. - Oxford and IBH Publishing Company Pvt.,

Ltd., 66, Janpath, New Delhi 110001Ltd., 66, Janpath, New Delhi 110001

9.9. Mamoria, C.B. and R.L. Joshi. - Principles and practice of Marketing in India. - Kitab Mahal,15, Thorn hill Road,Mamoria, C.B. and R.L. Joshi. - Principles and practice of Marketing in India. - Kitab Mahal,15, Thorn hill Road,

Allahbad.Allahbad.

10.10. Sunil Chopra, Peter Meindl,- Supply Chain Management.- Prentice Hall PublicationSunil Chopra, Peter Meindl,- Supply Chain Management.- Prentice Hall Publication

11.11. Panvar, J.S. Beyond - Consumer Marketing. - Response Books Sage Publications, New Delhi.Panvar, J.S. Beyond - Consumer Marketing. - Response Books Sage Publications, New Delhi.

12.12. S. A. Chunawala,-Advertising, Sales S. A. Chunawala,-Advertising, Sales and Promotion Management- Himalaya Publishing Houseand Promotion Management- Himalaya Publishing House

13.13. Customer relationship Management –A strategy approach to mCustomer relationship Management –A strategy approach to marketing by Kaushik Mukerjee , Parketing by Kaushik Mukerjee , Prentice Hallrentice Hall

India.India.

Specialization – G -Specialization – G - Information Technology & Systems ManagementInformation Technology & Systems Management

Employability Opportunities for MBA inEmployability Opportunities for MBA in Information Technology & Systems ManagementInformation Technology & Systems Management Specialization StudentsSpecialization Students

Students who have a desire to take control of technology transformations and gain a thorough understanding ofStudents who have a desire to take control of technology transformations and gain a thorough understanding of

business factors, IT networking, and specialized databases should consider pursuing this Specialization. Thisbusiness factors, IT networking, and specialized databases should consider pursuing this Specialization. This

specialization can teach students the necessary skills to lead organizations in strategic decision-making regardingspecialization can teach students the necessary skills to lead organizations in strategic decision-making regarding

systems, database administration, telecommunications, and internet technologies.systems, database administration, telecommunications, and internet technologies.

MBA in Information Technology & Systems Management offers students the opportunity to study critical businessMBA in Information Technology & Systems Management offers students the opportunity to study critical businessand management skills, database management, and business application of these principles. Courses centre on ISand management skills, database management, and business application of these principles. Courses centre on IS

principles, analysis, and design while also focusing on project and change management and networkingprinciples, analysis, and design while also focusing on project and change management and networking

communications. Most programs are tailored toward developing graduates that are leaders in the IS industry.communications. Most programs are tailored toward developing graduates that are leaders in the IS industry.

MBA students specializing in Information Technology & Systems Management can perform the following broad rolesMBA students specializing in Information Technology & Systems Management can perform the following broad roles

within an organization:within an organization:

1.1. Software Developers:Software Developers:

This job name broadly describes those information technology This job name broadly describes those information technology professionals who design computer programs,professionals who design computer programs,

applications and operating systems.applications and operating systems.

2.2. Information security analyst:Information security analyst:

These analysts monitor and protect an organization’s computer network and systems. According to the BLS,These analysts monitor and protect an organization’s computer network and systems. According to the BLS,

prior experience in a related field is usually a prerequisite, and companies prefer to hire tprior experience in a related field is usually a prerequisite, and companies prefer to hire those with an MBA.hose with an MBA.

3.3. Management analyst:Management analyst:

In this field, you’ll provide feedback on improving an organization’s efficiency and profitability.In this field, you’ll provide feedback on improving an organization’s efficiency and profitability.

4.4. Systems Analyst:Systems Analyst:

Systems analysts are responsible for the complete life-cycle of a new/modified IT system, from analysingSystems analysts are responsible for the complete life-cycle of a new/modified IT system, from analysing

existing arrangements to implementing systems and providing training, Addressing Information systemsexisting arrangements to implementing systems and providing training, Addressing Information systems

issues & developing Systems.issues & developing Systems.

5.5. IT Entrepreneur:IT Entrepreneur:

Students are able to start their own Software Project Development firm.Students are able to start their own Software Project Development firm.

6.6. Information Technology Consultant :Information Technology Consultant :

Information technology consultants provide analysis, advice and solutions for organizations that need toInformation technology consultants provide analysis, advice and solutions for organizations that need to

develop or improve their communication, data or software systems. They can also provide training develop or improve their communication, data or software systems. They can also provide training for currentfor current

employees. Job duties of IT business consultants vary by industry and specialty, but generally includeemployees. Job duties of IT business consultants vary by industry and specialty, but generally include

performance assessments of a business' existing systems, strategic planning and implementation of the performance assessments of a business' existing systems, strategic planning and implementation of the newnew

system or process.system or process.

7.7. IT Administrative Officer:IT Administrative Officer:

This job includes investigating and diagnosing network problems, collecting IT usage stats, makingThis job includes investigating and diagnosing network problems, collecting IT usage stats, making

recommendations for improving the company's IT systems and carrying out routine configuration andrecommendations for improving the company's IT systems and carrying out routine configuration and

installation of IT solutions.installation of IT solutions.

8.8. Network AdministratorNetwork Administrator

To monitor computer networks for security threats or unauthorized users. To identify compromised machinesTo monitor computer networks for security threats or unauthorized users. To identify compromised machines

and report on security measures taken to address threats. He aland report on security measures taken to address threats. He also needs to analyze security risks and developso needs to analyze security risks and develop

response procedures. Additional duties may include developing and testing software deployment tools,response procedures. Additional duties may include developing and testing software deployment tools,

firewalls and intrusion firewalls and intrusion detection systems.detection systems.

9.9. E-commerce Development :E-commerce Development :Expand their business over internet & Expand their business over internet & become a part of E-Commerce, E-business & E-World.become a part of E-Commerce, E-business & E-World.

10.10. Database Manager:Database Manager:

Database Manager works Database Manager works closely with the closely with the teams who need to teams who need to use the data use the data and manage a and manage a databasedatabase

administrator or a team of database administrators to help you with the work.administrator or a team of database administrators to help you with the work.

The Job involves modeling and designing databases. This means database Manager spend a lot of timeThe Job involves modeling and designing databases. This means database Manager spend a lot of time

working with users to find oworking with users to find out what information they need to ut what information they need to use, how frequently, what categories they needuse, how frequently, what categories they need

to split it by and what would make it easy to use. Once database is built, it needs to test thoroughly byto split it by and what would make it easy to use. Once database is built, it needs to test thoroughly by

database manager.database manager.

11.11. Cyber Security AnalystCyber Security Analyst

Cyber Security analysts assess and mitigate risk while enhancing system security. They are typicallyCyber Security analysts assess and mitigate risk while enhancing system security. They are typically

responsible for identifying and patching any responsible for identifying and patching any security weaknesses they may find and making recommendationssecurity weaknesses they may find and making recommendations

for security hardware and soffor security hardware and software. The Analyst is often tasked with tware. The Analyst is often tasked with establishing information security policiesestablishing information security policies

and procedures, as well as reviewing violations to help prevent future occurrences. Cyber Security analystsand procedures, as well as reviewing violations to help prevent future occurrences. Cyber Security analysts

have to regulate access to computer files, develop firewalls, perform risk assessments and test datahave to regulate access to computer files, develop firewalls, perform risk assessments and test data

processing systems to verify security processing systems to verify security measures.measures.

the firm's policies and practices. Lead digital forensic and cybercrime response efforts. Liaise with clientthe firm's policies and practices. Lead digital forensic and cybercrime response efforts. Liaise with client

representatives.representatives.

12.12. MIS Manager:MIS Manager:

An MIS manager who is employed by an organization plans computer-related work for organizations andAn MIS manager who is employed by an organization plans computer-related work for organizations and

develops and implements new technologies for more efficient business processes. ; directs the work ofdevelops and implements new technologies for more efficient business processes. ; directs the work of

technology professionals; analyzes business technology needs; works with top management to discuss andtechnology professionals; analyzes business technology needs; works with top management to discuss and

determine technology projects needed for the business; hires, manages and developed technology staff;determine technology projects needed for the business; hires, manages and developed technology staff;

develops technology policies and procedures within the organization; oversees purchases and maintenancedevelops technology policies and procedures within the organization; oversees purchases and maintenance

of office computer equipment and peripherals; acts as a technology consultant to business managers;of office computer equipment and peripherals; acts as a technology consultant to business managers;

performs gap analysis to determine required changes to core systems of the organization; creates testperforms gap analysis to determine required changes to core systems of the organization; creates test

scenarios; conducts testing efforts; designs and documents combined solutions; and supervises and delegatesscenarios; conducts testing efforts; designs and documents combined solutions; and supervises and delegates

work to other IT staff members.work to other IT staff members.





Paper: 304G: EMERGING TRENDS IN INFORMATION TECHNOLOGYPaper: 304G: EMERGING TRENDS IN INFORMATION TECHNOLOGY60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


ObjectiveObjective::

•• To gain the basic knowledge of emerging trends in Information technology.To gain the basic knowledge of emerging trends in Information technology.

•• To understand the changing scenario of businessTo understand the changing scenario of business•• To understand the diversifying need of customer & make utilization of same for expanding the scope ofTo understand the diversifying need of customer & make utilization of same for expanding the scope of

business.business.

1.1. Overview Overview of of an an E E – – Commerce Commerce (8)(8)

1.1.1.1. Definition of ecommerce, EssDefinition of ecommerce, Essential of E-commerce, ential of E-commerce, Goals of E- CGoals of E- Commerceommerce

1.2.1.2. Difference between E-Commerce and Traditional Commerce,Difference between E-Commerce and Traditional Commerce,

1.3.1.3. Limitations and Advantages of E-Commerce, Scope Limitations and Advantages of E-Commerce, Scope of E-commerceof E-commerce

2.2. E-Business (8)E-Business (8)

2.1.2.1. Definition-E-business,Definition-E-business,

2.2.2.2. Characteristics of E-business,Characteristics of E-business,

2.3.2.3. E-business Roles & their Challenges,E-business Roles & their Challenges,

2.4.2.4. E-business Requirements, Impact of E-business,E-business Requirements, Impact of E-business,

2.5.2.5. Inhibitors of E-Business,Inhibitors of E-Business,

2.6.2.6.

Case study of Amazon.com & Flip cartCase study of Amazon.com & Flip cart3.3. E-Banking (8)E-Banking (8)

3.1. Transactions: Inter Banking, Intra Banking, Electronic Payments, Payment3.1. Transactions: Inter Banking, Intra Banking, Electronic Payments, Payment

3.1.3.1. Gateway, Securities in E-banking -SSL, Digital SignaturesGateway, Securities in E-banking -SSL, Digital Signatures

3.2.3.2. Services Provided: ATM, Smart Card, Micro payment, E-cash, Electronic Fund Transfer,Services Provided: ATM, Smart Card, Micro payment, E-cash, Electronic Fund Transfer,

3.3.3.3. ECS (Electronic Clearing System) e.g. Telephone, Electricity BillsECS (Electronic Clearing System) e.g. Telephone, Electricity Bills

3.4.3.4. Case study based on E-banking services provided by National & International BanksCase study based on E-banking services provided by National & International Banks

4.4. E- E- Security Security (8)(8)

4.1.4.1. Type of cyber-attacks, Intruders-hacking, cracking, freaking,Type of cyber-attacks, Intruders-hacking, cracking, freaking,

4.2.4.2. Types of Securities, Security Tools,Types of Securities, Security Tools,

4.3.4.3. Network Security,Network Security,

4.4.4.4. Security Protection & Recovery,Security Protection & Recovery,

4.5.4.5. Cryptography and Digital Certificates.Cryptography and Digital Certificates.

5.5. EE – – Governance: (8)Governance: (8)

5.1.5.1. Concept of E-Governance,Concept of E-Governance,

5.2.5.2. E –Governance Models: (G2B, G2C, C2G, G2G),E –Governance Models: (G2B, G2C, C2G, G2G),

5.3.5.3. Challenges to E – Challenges to E – Governance,Governance,

5.4.5.4. Strategies and tactics for implementation of E – Governance,Strategies and tactics for implementation of E – Governance,

5.5.5.5. Case Study of E-Governance services like UAN Case Study of E-Governance services like UAN etc.etc.

6.6. E-CRM (8)E-CRM (8)

6.1.6.1. Definition e-CRM, Need of e-CRM,Definition e-CRM, Need of e-CRM,

6.2.6.2. Framework of e-CRM, Features of e-CRM,Framework of e-CRM, Features of e-CRM,

6.3.6.3. Various stages in evolution of e-CRM,Various stages in evolution of e-CRM,

6.4.6.4. Six e’s of e-CRM, CRM Vs E-CRM,Six e’s of e-CRM, CRM Vs E-CRM,

6.5.6.5. Architecture of e-CRM,Architecture of e-CRM,

6.6.6.6. mobile applicationsmobile applications

6.7.6.7. Case study of Dell & HP for E-CRMCase study of Dell & HP for E-CRM


1.1. Management Information System: Jawadekar- TMHManagement Information System: Jawadekar- TMH

2.2. Management Information System: Laudon & LaudonManagement Information System: Laudon & Laudon

3.3. E – Commerce: Bhaskar - TMHE – Commerce: Bhaskar - TMH

4.4. The Essential Guide to Knowledge management: Amrit The Essential Guide to Knowledge management: Amrit TiwanaTiwana

5.5. Electronic Commerce: Elias M. Awad, Pearson EducationElectronic Commerce: Elias M. Awad, Pearson Education

6.6. E – Commerce: Milind OkaE – Commerce: Milind Oka

7.7. Fire Wall and Internet Security: William Cheswick, Stevens, Aviel RubinFire Wall and Internet Security: William Cheswick, Stevens, Aviel Rubin

8.8. E-Governance Case Studies – Ashok AgarwalE-Governance Case Studies – Ashok Agarwal

9.9. E-commerce – C. S. V. MurthyE-commerce – C. S. V. Murthy

10.10. E-Business: Michael P. Papazoglou, Wiley-India EducationE-Business: Michael P. Papazoglou, Wiley-India Education

11.11. E-Commerce: David WhiteleyE-Commerce: David Whiteley





Paper: 305G: RDBMS USING ORACLE 8iPaper: 305G: RDBMS USING ORACLE 8i60 + 40 Pattern: 60 + 40 Pattern: External Marks 60 +Internal Marks (20 External Marks 60 +Internal Marks (20 Marks Theory+ 20 Marks Practical=40 Marks) = Marks Theory+ 20 Marks Practical=40 Marks) = Maximum Total Marks: 100Maximum Total Marks: 100

Required Lectures: 48 hours (30 Hours Theory + 18 Hours Practical)Required Lectures: 48 hours (30 Hours Theory + 18 Hours Practical)

Objectives:Objectives:•• To understand the flow of data & how data is organized & manipulated.To understand the flow of data & how data is organized & manipulated.

•• To provide basic understanding for retrieving data according to required format.To provide basic understanding for retrieving data according to required format.•• To learn the accessibility of data for different users.To learn the accessibility of data for different users.

-- 1.1. IntroductionIntroduction (3)(3)

1.1.1.1. Limitation of File Processing SystemLimitation of File Processing System

1.2.1.2. Advantages and limitations of RDBMSAdvantages and limitations of RDBMS

1.3.1.3. Applications of RDBMSApplications of RDBMS

1.4.1.4. Modelling TechniquesModelling Techniques

1.4.1.1.4.1. Different Types of Database Models,Different Types of Database Models,

1.4.2.1.4.2. Relational Model,Relational Model,

1.4.3.1.4.3. Hierarchical Model,Hierarchical Model,

1.4.4.1.4.4. Network Model,Network Model,

1.4.5.1.4.5. E-R ModelE-R Model

2.2. Normalization (3)Normalization (3)

2.1.2.1. Normalization Introduction,Normalization Introduction,2.2.2.2. Advantages and disadvantages of Normalization;Advantages and disadvantages of Normalization;

2.3.2.3. 1NF-2NF-3NF rules with examples;1NF-2NF-3NF rules with examples;

2.4.2.4. Anomalies,Anomalies,

2.5.2.5. DenormalizationDenormalization

3.3. Data Data Types Types & & SQL SQL Functions- Functions- (4)(4)

3.1.3.1. Numeric - abs(),ceil(),MOD, floor(), Round(), Trunc() etcNumeric - abs(),ceil(),MOD, floor(), Round(), Trunc() etc

3.2.3.2. Aggregate –avg(), count(), min(), Max(), Sum() etc.Aggregate –avg(), count(), min(), Max(), Sum() etc.

3.3.3.3. Character-char(),ltrim(), rtrim(), Upper(), LCase(), Concat() etcCharacter-char(),ltrim(), rtrim(), Upper(), LCase(), Concat() etc

3.4.3.4. Date Date - sysdate(), - sysdate(), Curdate(), Hour(), Curdate(), Hour(), LastDay(), Month() etcLastDay(), Month() etc

4.4. SQL SQL Statements Statements (12)(12)

4.1.4.1. Type of SQL Statements, Structure of SQL statement(create, Type of SQL Statements, Structure of SQL statement(create, alter, delete, update, alter, delete, update, modify, Insert,modify, Insert,

select)select)

4.2.4.2. Constraints- Primary key, Unique key, Foreign KConstraints- Primary key, Unique key, Foreign Key, Alternate Key, NULL, NOT NULL, ey, Alternate Key, NULL, NOT NULL, Check ConstraintCheck Constraint4.3.4.3. Operator Used-IN, Between, AND, OR, IS NULL, NOT NULL, Join- Natural Join/Equal, Self Join,Operator Used-IN, Between, AND, OR, IS NULL, NOT NULL, Join- Natural Join/Equal, Self Join,

Left/Right/Both Join, Cross JoinLeft/Right/Both Join, Cross Join

4.4.4.4. Queries: Simple queries, Sub queries, Nested Queries,Queries: Simple queries, Sub queries, Nested Queries,

5.5. Views Views & & Sequence Sequence (4)(4)

5.1.5.1. Create View, Types of View(Simple, Complex, Updatable, PCreate View, Types of View(Simple, Complex, Updatable, Predicate View),redicate View),

5.2.5.2. Queries based on View & JoinQueries based on View & Join

5.3.5.3. Sequence- Create, alter, Drop Sequence, Use of Sequence- Create, alter, Drop Sequence, Use of SequenceSequence

6.6. Database Database Trigger Trigger & & Stored Stored Procedures Procedures (4)(4)

6.1.6.1. Trigger-Types, Enabling, Disabling, Create, Drop, Predicates- Inserting, Updating, Trigger-Types, Enabling, Disabling, Create, Drop, Predicates- Inserting, Updating, DeletingDeleting

6.2.6.2. Stored Procedure- Definition, Implementation & ExecutionStored Procedure- Definition, Implementation & Execution

ERENCE BOOKS:ERENCE BOOKS:


1.1. Mastering Database Technologies- Ivan BayrossMastering Database Technologies- Ivan Bayross

2.2. SQL by Scott UrmanSQL by Scott Urman

3.3. Oracle 8- William G. Page Jr. and Nathan HughesOracle 8- William G. Page Jr. and Nathan Hughes

4.4. Database System Concepts- Silberschatz,Korth, SudarshanDatabase System Concepts- Silberschatz,Korth, Sudarshan

Practical ListPractical List

1)1) Create Database, table using data types( Create, Modify, Delete, Drop)Create Database, table using data types( Create, Modify, Delete, Drop)

2)2) Write SQL queries Write SQL queries to implement Insert, Delete, Update, Alter statementto implement Insert, Delete, Update, Alter statement3)3) Write SQL queries to apply table level & Column Level Constraints like Primary key, Foreign Key, UniqueWrite SQL queries to apply table level & Column Level Constraints like Primary key, Foreign Key, Unique

Key, Check, NULL, NOT NULL, DefaultKey, Check, NULL, NOT NULL, Default

4)4) Write a SQL queries to use select statement with the use of different Clauses like Where, Group By,Write a SQL queries to use select statement with the use of different Clauses like Where, Group By,

Order by, Having, DistinctOrder by, Having, Distinct

5)5) Write a SQL queries to implement different Functions Numeric, Aggregate, Character & DateWrite a SQL queries to implement different Functions Numeric, Aggregate, Character & Date

6)6) Write a SQL to demonstrate different Sub queries & Nested Queries.Write a SQL to demonstrate different Sub queries & Nested Queries.

7)7) Write a SQL queries to demonstrate different types of Joins.Write a SQL queries to demonstrate different types of Joins.

8)8) Write SQL queries to perform different operation on View.Write SQL queries to perform different operation on View.





Paper: 306G: OBJECT ORIENTED PROGRAMMING USING C++Paper: 306G: OBJECT ORIENTED PROGRAMMING USING C++60 + 40 60 + 40 Pattern: External Marks 60 +Internal Marks (20 Pattern: External Marks 60 +Internal Marks (20 Marks Theory+20 Marks Practical= 40 Marks) =Maximum Total Marks: 100Marks Theory+20 Marks Practical= 40 Marks) =Maximum Total Marks: 100

Required Lectures: 48 hours (30 Hours Theory + 18 Hours Practical)Required Lectures: 48 hours (30 Hours Theory + 18 Hours Practical)

ObjectivesObjectives::

•• To gain the basic knowledge of programming language & build logical thinking.To gain the basic knowledge of programming language & build logical thinking.

•• To understand the behavior of real life entities through practicality.To understand the behavior of real life entities through practicality.

•• To gain the knowledge or different structure.To gain the knowledge or different structure.

1.1. Introduction Introduction & & moving moving from from C C to to C++ C++ (6)(6)

Difference between Structures oriented & Object oriented programming language, Advantages of C++,Difference between Structures oriented & Object oriented programming language, Advantages of C++,

Structure of C++ Program, Single & Multi line Comment, Literals- Constant Qualifier, Variables, DataStructure of C++ Program, Single & Multi line Comment, Literals- Constant Qualifier, Variables, Data

types in C++, Type Conversion, Array, Sttypes in C++, Type Conversion, Array, Strings.rings.

2.2. Operators Operators & & Expression Expression (6)(6)

Character Set, Operators, Types of Operators (Arithmetic operators, Relational Operator, LogicalCharacter Set, Operators, Types of Operators (Arithmetic operators, Relational Operator, Logical

Operator, Bitwise Operator, and Increment & Decrement Operators), and Operator Precedence &Operator, Bitwise Operator, and Increment & Decrement Operators), and Operator Precedence &

Associativity.Associativity.

3.3. C++ C++ At At a a Glance Glance (4)(4)

Introduction, Data Encapsulation & Introduction, Data Encapsulation & Abstraction-Classes, Inheritance- Base & Derived Class,Abstraction-Classes, Inheritance- Base & Derived Class,

Polymorphism- Operator & Function Overloading, Friend Function. Control flow statement-If-else,Polymorphism- Operator & Function Overloading, Friend Function. Control flow statement-If-else,

nested if- else, for loop, while loop, do…while loop, Switch statement, goto statement, and breaknested if- else, for loop, while loop, do…while loop, Switch statement, goto statement, and break

Statement.Statement.4.4. C++ C++ Structure Structure & & Inheritance Inheritance (6)(6)

Difference between Structure & C++ Program, C++ Program Structure, Visibility Mode, Access SpecifierDifference between Structure & C++ Program, C++ Program Structure, Visibility Mode, Access Specifier

scope, Concept-Inheritance, Types- Simple, Multiple, Multilevel, Hybrid Inheritancescope, Concept-Inheritance, Types- Simple, Multiple, Multilevel, Hybrid Inheritance

5.5. Constructor Constructor & & Destructor Destructor (4)(4)

Introduction, Types of Constructor (Default, Parameterized & Copy Constructor), ConstructorIntroduction, Types of Constructor (Default, Parameterized & Copy Constructor), Constructor

Overloading, DestructorOverloading, Destructor

6.6. Exception Exception Handling Handling (4)(4)

Introduction, Basics of Exception Handling, Types of Exception Handling, Exception HandlingIntroduction, Basics of Exception Handling, Types of Exception Handling, Exception Handling

Mechanism (Try, Throw & Catch).Mechanism (Try, Throw & Catch).


1.1. Object oriented programming with C++ : E. Balagurusamy, 3Object oriented programming with C++ : E. Balagurusamy, 3rdrd Edition Edition

2.2. Mastering C++: K. R. Venugopal, Rajkumar, T. Ravishankar.Mastering C++: K. R. Venugopal, Rajkumar, T. Ravishankar.

3.3. The Complete Reference C++: Herbert Schildt, 4The Complete Reference C++: Herbert Schildt, 4thth

Edition Edition4.4. C++ By Example under C Learning: Steve DonovanC++ By Example under C Learning: Steve Donovan

5.5. Let us C++: S. Jaiswal, Galgotia PublicationLet us C++: S. Jaiswal, Galgotia Publication

6.6. Let us C++: Yashwant KanetkarLet us C++: Yashwant Kanetkar

PRACTICAL LISTPRACTICAL LIST

1.1. Write a C++ Write a C++ program to demonstrate use of operaprogram to demonstrate use of operators( Arithmetic, Logical, Relational, Bitwise,tors( Arithmetic, Logical, Relational, Bitwise,

Increment & decrement)Increment & decrement)

2.2. Write a C++ program to demonstrate use of if…else, nested if elseWrite a C++ program to demonstrate use of if…else, nested if else

3.3. Write a C++ Program to demonstrate use of FOR, While & Do….While Loop.Write a C++ Program to demonstrate use of FOR, While & Do….While Loop.

4.4. Write a C++ program to demonstrate use of array.Write a C++ program to demonstrate use of array.

5.5. Write a C++ Program to demonstrate use of encapsulation.Write a C++ Program to demonstrate use of encapsulation.

6.6.

Write a C++ program to demonstrate use of different types of Inheritance.Write a C++ program to demonstrate use of different types of Inheritance.7.7. Write a C++ program to demonstrate Function & Operator Overloading.Write a C++ program to demonstrate Function & Operator Overloading.

8.8. Write a C++ program to demonstrate use of Friend Function.Write a C++ program to demonstrate use of Friend Function.

9.9. Write a C++ program to demonstrate different types of Constructor & destructor.Write a C++ program to demonstrate different types of Constructor & destructor.

10.10. Write a C++ Program to demonstrate use of exception handling.Write a C++ Program to demonstrate use of exception handling.





Paper: 307G: SYSTEM ANALYSIS & DESIGNPaper: 307G: SYSTEM ANALYSIS & DESIGN 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100

Required Lectures: 48 hours (50 Hours Theory)Required Lectures: 48 hours (50 Hours Theory)

Objective of Course:Objective of Course:•• Plan and organize an information systems development project.Plan and organize an information systems development project.•• Apply system analysis and design tecApply system analysis and design techniques to define and document information hniques to define and document information system requirementssystem requirements

•• Apply systems analysis and design techniques to develop object-oriented models (UML diagrams) ofApply systems analysis and design techniques to develop object-oriented models (UML diagrams) of

information systemsinformation systems

•• Evaluate models of an information systemEvaluate models of an information system

1.1. System Concept:System Concept: (6)(6)

1.1.1.1. Definitions, Types of Systems, Characteristics and elements oDefinitions, Types of Systems, Characteristics and elements of Systemf System

1.2.1.2. Role of Software Role of Software Engineer/Analysts/Users in the various phases of SystemsEngineer/Analysts/Users in the various phases of Systems

1.3.1.3. Development Life CycleDevelopment Life Cycle

2.2. General General phases phases of of Systems Systems Development Development Life Life Cycle: Cycle: (12)(12)

2.1.2.1. Feasibility Study, Requirements Capture, Detailed Systems Analysis, Systems Design,Feasibility Study, Requirements Capture, Detailed Systems Analysis, Systems Design,

2.2.2.2. Testing, On-site Implementation and Maintenance, Fact Finding MethodsTesting, On-site Implementation and Maintenance, Fact Finding Methods

3.3. Different Different Approaches Approaches to to Software Software Development Development (10)(10)

3.1.3.1. Waterfall Model, Spiral Model, Prototyping, RAD, Object OrientedWaterfall Model, Spiral Model, Prototyping, RAD, Object Oriented

4.4. Process Process & Data & Data ModelingModeling – – (6)(6)

4.1.4.1. Data Flow Diagrams; Concept of Object Oriented ModelingData Flow Diagrams; Concept of Object Oriented Modeling

4.2.4.2. Data Modeling - Entity Relationship DiagramsData Modeling - Entity Relationship Diagrams

5.5. Database Design:Database Design: (8)(8)

5.1.5.1. Normalization Technique for Database Design; De-normalizationNormalization Technique for Database Design; De-normalization

6.6. System Documentation Techniques:System Documentation Techniques: (2)(2)

6.1.6.1. System Flow Charts; Functional DecompositionSystem Flow Charts; Functional Decomposition

6.2.6.2. Diagrams; Structured Flow Charts (N-S Diagrams)Diagrams; Structured Flow Charts (N-S Diagrams)

7.7. Logic Representation TechniquesLogic Representation Techniques:: (2)(2)

7.1.7.1. Decision Trees;Decision Trees;

7.2.7.2. Decision Tables;Decision Tables;

7.3.7.3. Pseudo code and Structured EnglishPseudo code and Structured English

8.8. Users Interface DesignUsers Interface Design:: (2)(2)

8.1.8.1. Menu, Screen and Report Layout DesigningMenu, Screen and Report Layout Designing

8.2.8.2. Introduction to Computer Aided Software Engineering (CASE)Introduction to Computer Aided Software Engineering (CASE)


1.1. Analysis and Design of Information System 2nd Ed. - SennAnalysis and Design of Information System 2nd Ed. - Senn

2.2. Software Engineering Practitioner's Approach - Roger PressmanSoftware Engineering Practitioner's Approach - Roger Pressman

3.3. Introduction to Systems Analysis and Design - HawryszkiwyczIntroduction to Systems Analysis and Design - Hawryszkiwycz

4.4. Systems Analysis and Design - Elias AwadSystems Analysis and Design - Elias Awad

5.5. Introducing Systems Analysis and Design - LeeIntroducing Systems Analysis and Design - Lee

6.6. Systems Analysis and Design - Perry EdwardsSystems Analysis and Design - Perry Edwards

7.7. Software Engineering Concepts – FairleySoftware Engineering Concepts – Fairley

8.8. Software Engineering – K.K.AgrawalSoftware Engineering – K.K.Agrawal

Specialization –H– Retail ManagementSpecialization –H– Retail Management





Paper: 304 H :Introduction to Retail ManagementPaper: 304 H :Introduction to Retail Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To understand the scenario of Retailing.To understand the scenario of Retailing.

•• To get in depth knowledge of Retail and functions of Retailing.To get in depth knowledge of Retail and functions of Retailing.

•• To be able to understand the recent trends in Retailing.To be able to understand the recent trends in Retailing.

1.1. Fundamentals Fundamentals of of Retailing Retailing (12)(12)

1.1.1.1. Retailing:Retailing:

1.1.1.Concepts of Retail, Retailing & Retail Management1.1.1.Concepts of Retail, Retailing & Retail Management

1.1.2.Types and functions of Retailers1.1.2.Types and functions of Retailers

1.1.3.Characteristics, Role, Importance, functionsand Principlesof Retailing1.1.3.Characteristics, Role, Importance, functionsand Principlesof Retailing

1.1.4.Evolution of retailing in India- Growth, Reasons for growth,1.1.4.Evolution of retailing in India- Growth, Reasons for growth,

1.1.5.Emerging trends in retailing - New approaches in Retailing1.1.5.Emerging trends in retailing - New approaches in Retailing1.1.6.Indian Vs Global Scenario and careers in retailing1.1.6.Indian Vs Global Scenario and careers in retailing

1.1.7.Concept of value chain in retail, Services retailing, ethical 1.1.7.Concept of value chain in retail, Services retailing, ethical issues in retailing.issues in retailing.

1.2.1.2. Retailing FormatsRetailing Formats

1.2.1.Store-based (1) By Ownership, (2) On the basis of Merchandise: Food-based & General1.2.1.Store-based (1) By Ownership, (2) On the basis of Merchandise: Food-based & General

Merchandise-basedMerchandise-based

1.2.2.Non Store-based : Traditional & Non-Traditional1.2.2.Non Store-based : Traditional & Non-Traditional

1.2.3.Organized vs Un-organized Retailing1.2.3.Organized vs Un-organized Retailing

2.2. Retail Location, Design and LayoutRetail Location, Design and Layout (08)(08)

2.1.2.1. Factors affecting retail location decision-Site selection-Location based retail strategies,StoreFactors affecting retail location decision-Site selection-Location based retail strategies,Store

design-Interiors & exteriors.design-Interiors & exteriors.

2.2.2.2. Store layout – Types of layouts – Factors affecting store layout – Retailing image mix:(employees,Store layout – Types of layouts – Factors affecting store layout – Retailing image mix:(employees,

merchandise, fixtures, sound, odor, visual, etc.) Effective Retail Space Managementmerchandise, fixtures, sound, odor, visual, etc.) Effective Retail Space Management

2.3.2.3. Live Exercise –To visit and observe any retail Supermarket from view point of location, storeLive Exercise –To visit and observe any retail Supermarket from view point of location, store

layout, merchandise arrangement and space utilization followed by group discussion in classlayout, merchandise arrangement and space utilization followed by group discussion in classroom.room.

3.3. Managing Managing a a Retail Retail Business- Business- (06)(06)

3.1.3.1. Human Resource Management in Retailing:Human Resource Management in Retailing:

3.2.3.2. Significance of Human resources in retail,Gaining competitive advantage through HRM,Significance of Human resources in retail,Gaining competitive advantage through HRM,

Designing retail organization structure, Motivating retail employees.Designing retail organization structure, Motivating retail employees.

3.3.3.3. Retail store operations-Functional areas of retail operations, store operatingRetail store operations-Functional areas of retail operations, store operating

parameters,strategic resource model in retailingparameters,strategic resource model in retailing

3.4.3.4. Theories of Retail DTheories of Retail Development: Environmental Theory, Cyclical Theory and Conflict Theory.evelopment: Environmental Theory, Cyclical Theory and Conflict Theory.

4.4. Merchandise Merchandise Management Management (12)(12)

4.1.4.1. Basics of Retail Merchandising: Meaning, EvolutionBasics of Retail Merchandising: Meaning, Evolution

4.2.4.2. Factors affecting buying functionsFactors affecting buying functions

4.3.4.3. Roles & Responsibilities of Merchandiser & BuyerRoles & Responsibilities of Merchandiser & Buyer

4.4.4.4. Buying for a single store, chain store &Buying for a single store, chain store &Non store retailersNon store retailers4.5.4.5. Lifestyle merchandisingLifestyle merchandising

4.6.4.6. Merchandising Planning: Concept and Process of Merchandising PlanningMerchandising Planning: Concept and Process of Merchandising Planning

4.7.4.7. Developing Sales forecastDeveloping Sales forecast

4.8.4.8. Determining Merchandising requirementsDetermining Merchandising requirements

g g qg g q

4.9.4.9. Merchandising Control & Assortment planningMerchandising Control & Assortment planning

4.10.4.10. Evaluation of Merchandise performanceEvaluation of Merchandise performance

4.11.4.11. Retail pricing: concepts & elementsRetail pricing: concepts & elements

4.12.4.12. Determining price, ii) Retail Pricing Determining price, ii) Retail Pricing policies/ Strategiespolicies/ Strategies

5.5. Private Private Labels Labels in in Retailing Retailing (05)(05)

5.1.5.1. Concept,Importance, evolution of private labeling in retail.Concept,Importance, evolution of private labeling in retail.

5.2.5.2. Role of private labels, current scenario in IndiaRole of private labels, current scenario in India

5.3.5.3. Factors influencing private labels development, promotion of private labelsFactors influencing private labels development, promotion of private labels

5.4.5.4. Transition of private labels to store brandsTransition of private labels to store brands

5.5.5.5. Theory of retail incubation and propagationTheory of retail incubation and propagation

6.6. Rural Rural retailing retailing &Legislation &Legislation for for Retailing Retailing (05)(05)

6.1.6.1. Concept, opportunities and challenges in rural retailing.Concept, opportunities and challenges in rural retailing.

6.2.6.2. Regulations and Policies for the rural Regulations and Policies for the rural retailingretailing

6.3.6.3. Regulations to promote healthy retail competition, product related regulations.Regulations to promote healthy retail competition, product related regulations.

6.4.6.4. Legal compliances in store operationsLegal compliances in store operations

6.5.6.5. Taxation and its impact on retailingTaxation and its impact on retailing

6.6.6.6. Live Exercise- Students shall study various rural Live Exercise- Students shall study various rural retail projects like Hariyaali Kisaan Bretail projects like Hariyaali Kisaan Bazaar, Projectazaar, Project

Shakti, e-choupal, Kisanseva kendra etc. followed by class room presentations.Shakti, e-choupal, Kisanseva kendra etc. followed by class room presentations.


1.1. Retail Management: Swapna Pradhan – Tata Mcgraw HillRetail Management: Swapna Pradhan – Tata Mcgraw Hill

2.2. Retail Management by Berman& Evans Retail Management by Berman& Evans - Pearson- Pearson

3.3. Retail Management: Suja Nair, First Edition 2006Retail Management: Suja Nair, First Edition 2006

4.4. Retail Management: A global Perspective: Dr. Harjeet Singh – S. Retail Management: A global Perspective: Dr. Harjeet Singh – S. Chand & SonsChand & Sons

5.5. Retail Management by Areef Sheikh &Kaneez FatimaRetail Management by Areef Sheikh &Kaneez Fatima

6.6. Retail Management by Bajaj, Tuli & SrivastavaRetail Management by Bajaj, Tuli & Srivastava

7.7. Retail Management - Functional Principles & Practices by Gibson G.Vedamani, Jaico publishingRetail Management - Functional Principles & Practices by Gibson G.Vedamani, Jaico publishing

househouse

8.8. Fundamentals of retailing by K.V.S.Madan, Tata Mcgraw Hill Fundamentals of retailing by K.V.S.Madan, Tata Mcgraw Hill PublicationsPublications





Paper: 305 H – Retail PPaper: 305 H – Retail Promotion & Consumer Behaviorromotion & Consumer Behavior60 + 40 Pattern: External Marks 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 +Internal Marks 40 = Maximum Total Marks: 100



• • To To know know the the Retail Retail promotion promotion and and advertising advertising strategy.strategy.

• • To providTo provide ese essential sential knowledge knowledge of core of core concepts like concepts like market smarket segmentation, egmentation, customer customer loyalty,loyalty,

Consumer behavior.Consumer behavior.

• • To prepare To prepare students students to undto undertake practical ertake practical assignments assignments and live and live projects in projects in various retail various retail stores.stores.

1.1. Retail Promotion StrategyRetail Promotion Strategy – – (8)(8)

1.1.1.1. Advertising sales promotion and publicityAdvertising sales promotion and publicity

1.2.1.2. Communication and stages of Models of Communication: what is communication, types ofCommunication and stages of Models of Communication: what is communication, types of

communication, important issues for considerationcommunication, important issues for consideration

1.3.1.3. Deciding objective of sales promotionDeciding objective of sales promotion

1.4.1.4. determining budget determining budget and and allocation of allocation of budgetbudget

1.5.1.5. Implement Implement promotional plans and promotional plans and evaluate implementation pevaluate implementation programsrograms

1.6.1.6. Live assignment: visiting D-mart and Big bazaar in the festive season to understand the differentLive assignment: visiting D-mart and Big bazaar in the festive season to understand the different

retail promotional strategiesretail promotional strategies

2.2. Advertising, Sales Promotion and PublicityAdvertising, Sales Promotion and Publicity (12)(12)

2.1.2.1. Developing plans for advertisingDeveloping plans for advertising

2.2.2.2. When to advertise, what to When to advertise, what to advertise, where to advertise and how advertise, where to advertise and how to advertiseto advertise

2.3.2.3. Sales promotion by vendor originated and retailer originatedSales promotion by vendor originated and retailer originated

2.4.2.4. Planning of Planning of promotional events promotional events & Limitations & Limitations and benefits and benefits of of promotional evpromotional eventsents

2.5.2.5. Ways to effective publicity and Dos and don’ts of Ways to effective publicity and Dos and don’ts of effective publicityeffective publicity

2.6.2.6. Live assignment: analyzing list of advertising as per the products and brands available in theLive assignment: analyzing list of advertising as per the products and brands available in the

Retail storeRetail store

3.3. Retail Promotional StrategyRetail Promotional Strategy—— (8)(8)

3.1.3.1. Store atmosphere and personal sellingStore atmosphere and personal selling

3.2.3.2. Display as promotional tool: window display, interior displayDisplay as promotional tool: window display, interior display

3.3.3.3. How display affects the salesHow display affects the sales

3.4.3.4. Types of retail selling :Personal sellingTypes of retail selling :Personal selling

3.5.3.5. Competencies, common errors of personal Competencies, common errors of personal selling cause poor performanceselling cause poor performance

3.6.3.6. Ideal selling: evaluate sales performanceIdeal selling: evaluate sales performance

3.7.3.7. Importance of CRM and personal sellingImportance of CRM and personal selling

4.4. Retailing StrategyRetailing Strategy (4)(4)

4.1.4.1. Store image and target customerStore image and target customer

4.2.4.2. Sustainable competitive advantageSustainable competitive advantage

4.3.4.3. Customer loyalty, vendor relation, location and low cost operationsCustomer loyalty, vendor relation, location and low cost operations

5.5. Market segmentation and growth strategyMarket segmentation and growth strategy (6)(6)

bl h l f lbl h l f l

5.1.5.1. Establishing retail mix: components of retail mixEstablishing retail mix: components of retail mix

5.2.5.2. Market penetration, market expansion and diversificationMarket penetration, market expansion and diversification

5.3.5.3. Retail mix scales: innovative strategies, coordinate efforts, avoid diffusionRetail mix scales: innovative strategies, coordinate efforts, avoid diffusion

6.6. Retail Consumer BehaviorRetail Consumer Behavior (10)(10)

6.1.6.1. Major factors influencing buying behavior : cultural, social, personal, psychologicalMajor factors influencing buying behavior : cultural, social, personal, psychological

6.2.6.2. Purchase decision: basis of purchasing parameters and inducing factorsPurchase decision: basis of purchasing parameters and inducing factors

6.3.6.3. Customers buying behavior: complex, dissonance reducing, variCustomers buying behavior: complex, dissonance reducing, variety seeking, habitualety seeking, habitual

6.4.6.4. The buying decision process- a model: problem recognition, information search, Post purchaseThe buying decision process- a model: problem recognition, information search, Post purchase

behaviorbehavior6.5.6.5. Live assignments: collecting data from the students actually filled at retail store for buyingLive assignments: collecting data from the students actually filled at retail store for buying

behavior and understanding the different factors influencing buying behaviorbehavior and understanding the different factors influencing buying behavior


1.1. Retail Management: Arif Shaikh and Kaneez Fatima, Himalaya PublishingRetail Management: Arif Shaikh and Kaneez Fatima, Himalaya Publishing

2.2. Retail Management: Swapna Pradhan – Tata McGraw HillRetail Management: Swapna Pradhan – Tata McGraw Hill

3.3. Consumer Behavior and Text and Cases, Satish K.Batra, Excel BookConsumer Behavior and Text and Cases, Satish K.Batra, Excel Book

4.4. Consumer Behavior Building Marketing Strategy, Hawkins, Mc.Graw HillConsumer Behavior Building Marketing Strategy, Hawkins, Mc.Graw Hill

5.5. Consumer Behavior, Solomon, Pearson PublicationConsumer Behavior, Solomon, Pearson Publication

6.6. Marketing Management, (Kotler, Koshy, Keller, Jha), Pearson PublicationMarketing Management, (Kotler, Koshy, Keller, Jha), Pearson Publication





Paper: 306 H –Retail Supply Chain Paper: 306 H –Retail Supply Chain ManagementManagement60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



• • To undersTo understand tand the fundathe fundamental mental of supof supply chain.ply chain.

• • To geTo get t acquainted acquainted about about Retail Retail logistics.logistics.

• • To provide To provide knowledge knowledge of Reof Retail distribution tail distribution channels.channels.

1.1. Fundamentals Fundamentals of of Supply Supply Chain Chain (06)(06)

1.1.1.1. Meaning and importance of Supply ChainMeaning and importance of Supply Chain

1.2.1.2. How Retail Supply Chain is Different from MHow Retail Supply Chain is Different from Manufacturing Supply Chainanufacturing Supply Chain

1.3.1.3. Aligning the Supply Chain with Business Strategy.Aligning the Supply Chain with Business Strategy.

1.4.1.4. Supply Chain LinkagesSupply Chain Linkages

1.5.1.5. Decision phases in supply chainDecision phases in supply chain

1.6.1.6. Supply chain flowsSupply chain flows

1.7.1.7. Cycle view of supply chainCycle view of supply chain

1.8.1.8. Drivers of retail supply chainDrivers of retail supply chain

2.2. Retail Retail Distribution Distribution Channels- Channels- (08)(08)

2.1.2.1.

Participants in the DParticipants in the Distribution Channel,Need for distribution Channel and Types of istribution Channel,Need for distribution Channel and Types of ChannelsChannels2.2.2.2. Channel relationships-Channel relationships-

2.2.1.2.2.1. Retail supplier relationship management- retail sourcing, merchandise procurement, globalRetail supplier relationship management- retail sourcing, merchandise procurement, global

Sourcing, and sourcing measures.Sourcing, and sourcing measures.

2.3.2.3. Retail customer relationship management- Introduction, customer service, oRetail customer relationship management- Introduction, customer service, order management,rder management,

2.4.2.4. Retail loyalty programmes, retail kiosks and Green retailing – what it means to CRM, measuresRetail loyalty programmes, retail kiosks and Green retailing – what it means to CRM, measures

of of Retail Retail CRM.CRM.

2.5.2.5. Direct Store Delivery (DSD), Managing Direct Store Delivery (DSD), Managing Retail Home Delivery.Retail Home Delivery.

2.6.2.6. Live Exercise-Students shall visit the office of a manufacturer/marketer of anyLive Exercise-Students shall visit the office of a manufacturer/marketer of any

consumer/industrialconsumer/industrial

2.7.2.7. goods and discuss the distribution channels used by them in order to make their productgoods and discuss the distribution channels used by them in order to make their product

available to the buyers/ available to the buyers/ customers.customers.

3.3. Managing Managing Retail Retail Logistics- Logistics- (12)(12)

3.1.3.1. Introduction to retail logistics management – Elements of retail logistics, Retail logisticsIntroduction to retail logistics management – Elements of retail logistics, Retail logisticsstructure,Importance and Retail logistics trstructure,Importance and Retail logistics trends.ends.

3.2.3.2. Retail Transport-Transportation Infrastructure, Freight Management, Freight Costs,Retail Transport-Transportation Infrastructure, Freight Management, Freight Costs,

Transportation Transportation Networks, Networks, Route Route Planning, Planning, Containerization.Containerization.

3.3.3.3. Retail Warehousing-Warehousing Functions, Consolidation, Warehouse Site Selection, Size,Retail Warehousing-Warehousing Functions, Consolidation, Warehouse Site Selection, Size,

Layout, Warehouse Costing, Warehousing Strategies, Virtual Warehouses, Cold ChainLayout, Warehouse Costing, Warehousing Strategies, Virtual Warehouses, Cold Chain

Infrastructure.Infrastructure.

3.4.3.4. Retail returns and reverse logistics-challenge of Retail returns and reverse logistics-challenge of product returns, scope of reverse logistics, product returns, scope of reverse logistics, systemsystem

design for reverse logistics, reverse logistics – a competitive tooldesign for reverse logistics, reverse logistics – a competitive tool

3.5.3.5. Logistics Outsourcing-Logistics Outsourcing-

3.6.3.6. Drivers of Outsourcing Trend, Benefits of Outsourcing, Third Drivers of Outsourcing Trend, Benefits of Outsourcing, Third Party & Fourth Logistics, Selection ofParty & Fourth Logistics, Selection of

Service Provider, Value Added Services, Service Contracts.Service Provider, Value Added Services, Service Contracts.

4.4. Category Category and and Format Format Specific Specific Supply Supply Chain Chain Issues- Issues- (08)(08)

4.1.4.1. Food and Grocery Retailing Supply Chain- Food and Grocery Retailing, Food and Grocery SupplyFood and Grocery Retailing Supply Chain- Food and Grocery Retailing, Food and Grocery Supply

Chain Characteristics, Fresh Fruit and Vegetable Supply Chain, Managing the Cold Chain, DairyChain Characteristics, Fresh Fruit and Vegetable Supply Chain, Managing the Cold Chain, Dairy

Retailing Technology Requirements for Food and Grocery RetailingRetailing Technology Requirements for Food and Grocery Retailing

Retailing, Technology Requirements for Food and Grocery RetailingRetailing, Technology Requirements for Food and Grocery Retailing

4.2.4.2. Apparel and Footwear Retailing Supply Chain-Understanding the Segment, Apparel RetailingApparel and Footwear Retailing Supply Chain-Understanding the Segment, Apparel Retailing

Supply Chain, Supply Chain Characteristics, Apparel Retailing in India, Supply Chain, Supply Chain Characteristics, Apparel Retailing in India, Apparel Retail Supply ChainApparel Retail Supply Chain

Innovations, Footwear Retailing.Innovations, Footwear Retailing.

5.5. Other Category Retailing Supply ChainsOther Category Retailing Supply Chains- (08)- (08)

5.1.5.1. Consumer Electronics Retailing - Understanding the Segment, Consumer Electronics RetailingConsumer Electronics Retailing - Understanding the Segment, Consumer Electronics Retailing

Supply Supply Chain Chain Characteristics, Characteristics, Jewelry Jewelry Retailing, Retailing, Home Home Furnishing Furnishing Retailing,Retailing,

5.2.5.2. Health and Beauty Retailing, Pharma Retailing, retailing of Health and Beauty Retailing, Pharma Retailing, retailing of Books and Music, Retailing of FinancialBooks and Music, Retailing of Financial

Products and Retail Banking, Courier Service Retailing, Service Retailing.Products and Retail Banking, Courier Service Retailing, Service Retailing.5.3.5.3. Live exercise- Students shall visit any retail mall/ outlet from Live exercise- Students shall visit any retail mall/ outlet from above category products to study itsabove category products to study its

retail supply chain followed by presentation in class room.retail supply chain followed by presentation in class room.

6.6. Information Information Technology Technology for for retail retail supply supply chain chain & & logistics- logistics- (06)(06)

6.1.6.1. Information Needs, Desired Characteristics of Information Systems, Retail Technology MaturityInformation Needs, Desired Characteristics of Information Systems, Retail Technology Maturity

ModelModel

6.2.6.2. Bar Coding & RFID- product tracking in transitBar Coding & RFID- product tracking in transit

6.3.6.3. Retail ERPRetail ERP

6.4.6.4. Mobile ApplicationsMobile Applications

6.5.6.5. Retail Analytics, Point of Sales SolutionsRetail Analytics, Point of Sales Solutions

6.6.6.6. Green Information technology and other Emerging Retail TechnologiesGreen Information technology and other Emerging Retail Technologies


1.1. Retail Supply chain Management: Rajesh Ray –Mcgraw Hill educationRetail Supply chain Management: Rajesh Ray –Mcgraw Hill education

2.2. Supply Chain Management in the Retail Industry-Michael H. Hugos, Chris Thomas, Wiley PublicationsSupply Chain Management in the Retail Industry-Michael H. Hugos, Chris Thomas, Wiley Publications

3.3. Channel Management and retail marketing by Channel Management and retail marketing by Meenal Dhotre.Meenal Dhotre.

4.4. Supply chain Management by V.V. SopleSupply chain Management by V.V. Sople

5.5. Supply Chain Management by Rahul V. AltekarSupply Chain Management by Rahul V. Altekar





307 H: Mall Management307 H: Mall Management

60 + 40 Pattern: External Marks 60 +Internal Marks 40 = 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Maximum Total Marks: 100



•• To understand the current scenario of Shopping Malls with challenges.To understand the current scenario of Shopping Malls with challenges.

•• To get in depth knowledge of To get in depth knowledge of Mall development.Mall development.

•• To provide knowledge of Mall maintenance, tenant mix etc.To provide knowledge of Mall maintenance, tenant mix etc.

1.1. Introduction Introduction to to Shopping Shopping Malls Malls (08)(08)

1.1.1.1. Introduction, Emergence of Organized retail in India,Introduction, Emergence of Organized retail in India,

1.2.1.2. Evolution of Shopping MallsEvolution of Shopping Malls

1.3.1.3. Malls move out of Indian MetrosMalls move out of Indian Metros

1.4.1.4. Types of shopping mallsTypes of shopping malls

1.5.1.5. Factors stimulating growth of shopping malls in IndiaFactors stimulating growth of shopping malls in India

1.6.1.6. Challenges of Mall development in India.Challenges of Mall development in India.

2.2. Mall Mall Development Development (08)(08)

2.1.2.1. Introduction, Planning & design Decisions.Introduction, Planning & design Decisions.

2.2.2.2. Site for shopping malls, Mall Design process, Capital sources of malls, Sources of revenues,Site for shopping malls, Mall Design process, Capital sources of malls, Sources of revenues,

Strategic decisions in mall financing.Strategic decisions in mall financing.

3.3. Tenant Tenant Mix Mix (10)(10)

3.1.3.1. Introduction, Zoning, Concept of Tenant mix, important terms related to Tenant mix, FiveIntroduction, Zoning, Concept of Tenant mix, important terms related to Tenant mix, Five

attributes of Tenant mix, Tenant mix modification to flow with attributes of Tenant mix, Tenant mix modification to flow with times.times.

3.2.3.2. Models of Tenant mix impModels of Tenant mix improvement. Future direction of Trovement. Future direction of Tenant mix management. enant mix management. Concept ofConcept of

anchor store.anchor store.

4.4. Maintenance Maintenance Management Management (06)(06)

4.1.4.1. Areas of maintenance, Housekeeping services, security services, Fire management, parkingAreas of maintenance, Housekeeping services, security services, Fire management, parking

management, Finance, HR policies, some management, Finance, HR policies, some common Engineering system.common Engineering system.

5.5. Marketing Marketing Planning Planning (08)(08)

5.1.5.1. Marketing planning, Facilitating marketing planning process, Graphical summery of marketingMarketing planning, Facilitating marketing planning process, Graphical summery of marketing

plans. Customer segmentation methodology, 4P’s, Marketing communication, Brandingplans. Customer segmentation methodology, 4P’s, Marketing communication, Branding

methodology. Brand valuation, Market research.methodology. Brand valuation, Market research.

6.6. Attributes Attributes of of Mall Mall (08)(08)

6.1.6.1. Entertainment, Relationship between key constructs and overall satisfaction, important factorsEntertainment, Relationship between key constructs and overall satisfaction, important factors

related to consumer choice of choosing shopping centers, Dimensions of retailer attributes,related to consumer choice of choosing shopping centers, Dimensions of retailer attributes,

shopping centers and food court, Common area kiosks.shopping centers and food court, Common area kiosks.


1.1. Mall Management with case studies (2Mall Management with case studies (2ndnd Edition)- Abhijit Das, Taxmann’s, New Delhi. Edition)- Abhijit Das, Taxmann’s, New Delhi.


3.3. Mall Management- operating in Indian Retail space, Harvinder Sing, Srini R SrinivasanMall Management- operating in Indian Retail space, Harvinder Sing, Srini R Srinivasan

4.4. Retail Management: Swapna Pradhan – Tata Mcgraw HillRetail Management: Swapna Pradhan – Tata Mcgraw Hill

Specialization –I– Hospitality ManagementSpecialization –I– Hospitality Management

Objective of the course:Objective of the course:

The syllabus is aimed to organize, integrate, and present information aboutThe syllabus is aimed to organize, integrate, and present information about

managing hospitality organizations, which comes from academic studies and bymanaging hospitality organizations, which comes from academic studies and by

experience. It is designed to experience. It is designed to meet the needs of meet the needs of hospitality managemenhospitality management students int students in

exploration of this exciting, undeveloped area. It should also guide students toexploration of this exciting, undeveloped area. It should also guide students to

implement a guest-focused service strategy in any implement a guest-focused service strategy in any hospitality or service organizationhospitality or service organization

that wants to compete successfully in that wants to compete successfully in today’s customer-driven market.today’s customer-driven market.

North North Maharashtra Maharashtra UniversiUniversity, ty, JalgaonJalgaon

(NACC Accredited ‘A’ Grade University)(NACC Accredited ‘A’ Grade University)




30304 I:4 I: Hospitality ManagementHospitality Management




•• To study the To study the fundamental aspects of hospitality managementfundamental aspects of hospitality management

•• To study Hospitality business models, To study Hospitality business models, Practices, StrategiesPractices, Strategies

•• To study Front Office Division, services & communicationTo study Front Office Division, services & communication..

1.1. Nature Nature and and Scope Scope of of Hospitality Hospitality Business Business 0606

1.1.1.1. A generic view of Hospitality and Tourism business, Various characteristic of Hospitality industryA generic view of Hospitality and Tourism business, Various characteristic of Hospitality industry

1.2.1.2. Corporate culture, Philosophy and Mission statement of the business.Corporate culture, Philosophy and Mission statement of the business.

1.3.1.3. Service – a focal point, Various ways to Service – a focal point, Various ways to improve service, TQM approach in serviceimprove service, TQM approach in service

2.2. Hospitality Hospitality business business models, models, Practices, Practices, Strategies Strategies 0808

2.1.2.1. Careers in hospitality – Career Careers in hospitality – Career goals, Professionalism, Etiquettes, Self-assessment and Personalgoals, Professionalism, Etiquettes, Self-assessment and Personal

philosophyphilosophy

2.2.2.2. Hospitality industry in IndiaHospitality industry in India

2.2.1.2.2.1. Emerging trends in hospitality industryEmerging trends in hospitality industry

2.2.2.2.2.2. Career options in hospitality industryCareer options in hospitality industry

2.2.3.2.2.3. Eco friendly practices in hospitality industryEco friendly practices in hospitality industry

2.3.2.3. Customer care in hospitality industryCustomer care in hospitality industry

2.4.2.4. Social Responsibility – Ethical dilemmasSocial Responsibility – Ethical dilemmas

2.5.2.5. Careers in allied industryCareers in allied industry

3.3. Hotel Hotel industry industry – – 0808

3.1.3.1. Classification of hotels, Hotel integration, Hotel chainClassification of hotels, Hotel integration, Hotel chain

3.2.3.2. Organizational Structure of HotelOrganizational Structure of Hotel

3.2.1.3.2.1. Departments in hotel and their functionsDepartments in hotel and their functions

3.2.2.3.2.2. Organizational charts in hotelsOrganizational charts in hotels

3.2.3.3.2.3. Facilities provided in hotelsFacilities provided in hotels

3.3.3.3. Classification of hotelsClassification of hotels

3.3.1.3.3.1. Types of roomsTypes of rooms

3.3.2.3.3.2. Room RatesRoom Rates

3.3.3.3.3.3. Classification of hotelsClassification of hotels

3.4.3.4. Registration & Gradation of HotelsRegistration & Gradation of Hotels

4.4. Recreation Recreation management management 0606

4.1.4.1. Recreation – Leissure and for WellnessRecreation – Leissure and for Wellness

4.2.4.2. Types of Recreation – Types of Recreation – Sponsored, Non-sponsored, Commercial and Non-commercial recreationSponsored, Non-sponsored, Commercial and Non-commercial recreation

4.3.4.3. Gaming, Entertainment – Size and Scope, Trends in Gaming industryGaming, Entertainment – Size and Scope, Trends in Gaming industry

4.4.4.4. Meeting, Incentive Travel, Conventions and Exhibitions (MICE) – Overall perspective of MICEMeeting, Incentive Travel, Conventions and Exhibitions (MICE) – Overall perspective of MICE

w.r.t trendsw.r.t trends

w.r.t trendsw.r.t trends

5.5. Introduction Introduction to to Front Front Office Office 1414

5.1.5.1. Front Office DivisionFront Office Division

5.1.1.5.1.1. Front Office department and its functionsFront Office department and its functions

5.1.2.5.1.2. Sections and layout of Front OfficeSections and layout of Front Office

5.1.3.5.1.3. The organization structure of rooms divisionThe organization structure of rooms division

5.1.4.5.1.4. Organizational chart of front oOrganizational chart of front office department (small, medium and large hotels)ffice department (small, medium and large hotels)

5.1.5.5.1.5. Duties and responsibilities of various staffDuties and responsibilities of various staff

5.1.6.5.1.6. Attributes of front office personnelAttributes of front office personnel

5.1.7.5.1.7. Co-ordination of front office with other departments of the hotelCo-ordination of front office with other departments of the hotel5.1.8.5.1.8. The Guest CycleThe Guest Cycle

5.1.9.5.1.9. Property Management SystemsProperty Management Systems

5.2.5.2. Front Office ServicesFront Office Services

5.2.1.5.2.1. Equipments used (Manual and Automated)Equipments used (Manual and Automated)

5.2.2.5.2.2. Role of Front Office inRole of Front Office in

5.2.3.5.2.3. key control and key handling procedureskey control and key handling procedures

5.2.4.5.2.4. mail and message handlingmail and message handling

5.2.5.5.2.5. paging and luggage handlingpaging and luggage handling

5.2.6.5.2.6. bell desk and conciergebell desk and concierge

5.2.7.5.2.7. Rules of the houseRules of the house

5.2.8.5.2.8. Black listBlack list

5.3.5.3. Front Office Communications & Other AttributesFront Office Communications & Other Attributes

5.3.1.5.3.1. Communication FundamentalsCommunication Fundamentals

5.3.2.5.3.2. Telephone etiquettes – restaurant and hotel EnglishTelephone etiquettes – restaurant and hotel English

5.3.3.5.3.3. Professional Attributes - Attitude towards your job,Professional Attributes - Attitude towards your job,

5.3.4.5.3.4. Personal HygienePersonal Hygiene

5.3.5.5.3.5. UniformsUniforms

5.3.6.5.3.6. Care for your own health & safetyCare for your own health & safety

5.3.7.5.3.7. Important terminology used in hotelsImportant terminology used in hotels

6.6. Global Global Perspective Perspective of of Hospitality Hospitality Economy Economy and and a a futuristic futuristic view view 0606

6.1.6.1. Tourism – International Organization, Domestic organizations, Long term prospect of tourismTourism – International Organization, Domestic organizations, Long term prospect of tourism

industry: Vision 2020industry: Vision 2020

6.2.6.2. The economic impact of tourism and its multiplier effectThe economic impact of tourism and its multiplier effect

6.3.6.3. Social and cultural impact of tourism, Sustainable Tourism, Ecotourism etc.Social and cultural impact of tourism, Sustainable Tourism, Ecotourism etc.

ReferencesReferences

1.1. Introduction to Hospitality Management by John R. Walker – PearsonIntroduction to Hospitality Management by John R. Walker – Pearson

2.2. Hotel front office management by James A. Bardi.—3rd ed. - John Wiley & Hotel front office management by James A. Bardi.—3rd ed. - John Wiley & SonsSons

3.3. Hospitality Management Hospitality Management By Prof. Jagmohan Negi, Gaurav Manohe – UniversiBy Prof. Jagmohan Negi, Gaurav Manohe – University science Pressty science Press

New DelhiNew Delhi

4.4. Hotel Front Office: Operations and Management by Jatashankar R. Tewari, OxfordHotel Front Office: Operations and Management by Jatashankar R. Tewari, Oxford

5.5. Hospitality Marketing Management by Hospitality Marketing Management by Robert D. Reid Robert D. Reid (Author), David C. Bojanic (Author) J(Author), David C. Bojanic (Author) Johnohn

Wiley & SonsWiley & Sons





30305 I:5 I: Hospitality Marketing ManagementHospitality Marketing Management




•• To study Marketing Mix and To study Marketing Mix and Marketing Strategies for Hospitality sector.Marketing Strategies for Hospitality sector.

•• To study Marketing and positioning To study Marketing and positioning of hospitality services.of hospitality services.

•• To understand License & Permits required for To understand License & Permits required for HotelsHotels

1.1. Marketing Marketing for for Hospitality Hospitality and and Tourism: Tourism: 0606

1.1.1.1. Service Characteristics,Service Characteristics,

1.2.1.2. Segmentation,Segmentation,

1.3.1.3. Targeting and Positioning of Targeting and Positioning of Hospitality Industry,Hospitality Industry,

1.4.1.4. Environmental influence on HospitalityEnvironmental influence on Hospitality

1.5.1.5. Marketing Mix and Marketing Strategies foMarketing Mix and Marketing Strategies for Hospitality and Tourism.r Hospitality and Tourism.

2.2. Marketing Marketing of of Hospitality Hospitality Services Services 1010

2.1.2.1. Concepts & Issues : Marketing of Hospitality and TourismConcepts & Issues : Marketing of Hospitality and Tourism

2.2.2.2. Services – Management and Marketing of Tourism in Services – Management and Marketing of Tourism in India-India-

2.3.2.3. Hospitality Marketing : A Special Case in Services Marketing.Hospitality Marketing : A Special Case in Services Marketing.

2.4.2.4. Future trends in Hospitality Industry –Future trends in Hospitality Industry –

2.5.2.5. Usage of CRS in Hotel Industry,Usage of CRS in Hotel Industry,

2.6.2.6. operational usage through chain of hotels.operational usage through chain of hotels.

2.7.2.7. Role of Associations in Role of Associations in hospitality management- Functions and operations.hospitality management- Functions and operations.

3.3. Positioning Positioning of of services services – – 0808

3.1.3.1. Designing service delivery System,Designing service delivery System,

3.2.3.2. Service Channel –Service Channel –

3.3.3.3. Pricing of services, methods –Pricing of services, methods –

3.4.3.4. Service marketing triangle –Service marketing triangle –

3.5.3.5. Integrated Service marketing Integrated Service marketing communication.communication.

3.6.3.6. Service Marketing Strategies for health –Service Marketing Strategies for health –

3.7.3.7. Hospitality – Tourism – Financial – Logistics - Hospitality – Tourism – Financial – Logistics - Educational – Entertainment & public utilityEducational – Entertainment & public utility

Information technique ServicesInformation technique Services

4.4. Distribution Distribution Channel Channel 1010


4.2.4.2. Functions of distribution channelFunctions of distribution channel

4.3.4.3. Number of channel levelsNumber of channel levels

4 44 4 Di t ib ti Ch l i H it litDi t ib ti Ch l i H it lit

4.4.4.4. Distribution Channel in HospitalityDistribution Channel in Hospitality

4.4.1.4.4.1. Travel AgentsTravel Agents

4.4.2.4.4.2. Tour OperatorsTour Operators

4.4.3.4.4.3. SpecialistsSpecialists

4.4.4.4.4.4. Hotel RepresentativesHotel Representatives

4.4.5.4.4.5. National, State and Local Tourist National, State and Local Tourist AgenciesAgencies

4.4.6.4.4.6. Global Distribution SystemGlobal Distribution System

4.4.7.4.4.7. Consortia and Reservation SystemsConsortia and Reservation Systems

4.4.8.4.4.8. ConciergeConcierge

4.4.9.4.4.9. Internet-Online travel companies,Internet-Online travel companies,

4.4.10.4.4.10. Individual hotel website, mobile phonesIndividual hotel website, mobile phones

5.5. Laws Laws & & Guidelines: Guidelines: 0606

5.1.5.1. Recognition of Travel Agency,Recognition of Travel Agency,

5.2.5.2. Tour Operator and Travel GuideTour Operator and Travel Guide

5.3.5.3. License & Permits required License & Permits required for Hotels: National & International Organization: IATA, PATA,for Hotels: National & International Organization: IATA, PATA,

ICAO, WTO, UFTAA, FHRAI, TAAI.ICAO, WTO, UFTAA, FHRAI, TAAI.

6.6. Brand Brand Building Building & & Promotional Promotional activity activity for for development development of of Hospitality Hospitality Sector Sector 0808

6.1.6.1. Branding of location (Adventure, heritage, Branding of location (Adventure, heritage, cultural etc)cultural etc)

6.2.6.2. Branding of service operatorsBranding of service operators

6.3.6.3. Branding at state & National LevelBranding at state & National Level

6.4.6.4. Promotional tools and techniques used for brand buildingPromotional tools and techniques used for brand building

6.5.6.5. Digital marketing avenues for Digital marketing avenues for hospitality sectorhospitality sector


1.1. Hospitality Marketing Management, Fifth Edition by Robert D. Reid and David C. Bojanic -Hospitality Marketing Management, Fifth Edition by Robert D. Reid and David C. Bojanic -

WilleyWilley

2.2. Hospitality Marketing Hospitality Marketing By David Bowie, FrancBy David Bowie, Francis Buttle - Elsevieris Buttle - Elsevier

3.3. Stephen Ball, Jones Peter, Kirk David and Lockwood Andrew - Hospitality Operations: AStephen Ball, Jones Peter, Kirk David and Lockwood Andrew - Hospitality Operations: A

System Approach (Cengage Learning, 1System Approach (Cengage Learning, 1stst

Ed.)Ed.)

4.4. Marketing for Hospitality and Tourism - Kotler Philip, Bowen John and Makens James -Marketing for Hospitality and Tourism - Kotler Philip, Bowen John and Makens James -

(Pearson Education, 3rd Ed.)(Pearson Education, 3rd Ed.)

5.5. Services Marketing, Chiristropher H.Lovelock and Jochen Wirtz, Pearson Education, NewServices Marketing, Chiristropher H.Lovelock and Jochen Wirtz, Pearson Education, New

Delhi, 7th edition, 2011.Delhi, 7th edition, 2011.

North North Maharashtra Maharashtra UniversiUniversity, ty, JalgaonJalgaon(NACC Accredited ‘A’ Grade University)(NACC Accredited ‘A’ Grade University)




306 306 I: I: Travel and Travel and Tourism Management:Tourism Management:

60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Marks: 100



•• To study travel & tourism management w.r.to IndiaTo study travel & tourism management w.r.to India

•• To study different types of tourism & To study different types of tourism & its future prospects vis a vis Indiaits future prospects vis a vis India

•• To evaluate the components of demand and supply of To evaluate the components of demand and supply of tourism services.tourism services.

1.1. Introduction 08Introduction 08

1.1.1.1. Introduction to travel and tourismIntroduction to travel and tourism

1.2.1.2. Development of tourism through ages (History)Development of tourism through ages (History)

1.3.1.3. Future prospectsFuture prospects

1.4.1.4. Impact of tourismImpact of tourism

1.5.1.5. Indian and Global perspective of tourismIndian and Global perspective of tourism

2.2. Types 10Types 10

2.1.2.1. Types of tourismTypes of tourism

2.2.2.2. EcotourismEcotourism

2.3.2.3. Heritage TourismHeritage Tourism

2.4.2.4. Religious tourismReligious tourism

2.5.2.5. AgrotourismAgrotourism

2.6.2.6. Adventure tourismAdventure tourism

2.7.2.7. Wildlife tourismWildlife tourism

2.8.2.8. Sports tourismSports tourism

2.9.2.9. Medical tourismMedical tourism

2.10.2.10. Cultural tourismCultural tourism

2.11.2.11. Emerging new areasEmerging new areas

3.3. Organisational Organisational Support Support 1010

3.1.3.1. Tourism OrganisationsTourism Organisations

3.2.3.2. Promoters of tourismPromoters of tourism

4.4. Tourist Tourist Transport Transport 0808

4.1.4.1. Transportation: Different ModesTransportation: Different Modes

4.2.4.2. Domestic travellingDomestic travelling

4.3.4.3. International TravellingInternational Travelling

5.5. Sustainability Sustainability and and Monitoring Monitoring 0606

5.1.5.1. Sustainability: Importance and problemsSustainability: Importance and problems

5.2.5.2. Monitoring : Need and TechniquesMonitoring : Need and Techniques

6.6. Demand Demand and and Supply Supply 0606

6.1.6.1. Basic Basic Tourism STourism Supply upply ComponentsComponents

6.2.6.2. Measurement Measurement of of Tourism Tourism DemandDemand

Reference BooksReference Books

1.1. Tourism: Operations aTourism: Operations and Management, nd Management, 1/e, by Sunetra Roday, Arc1/e, by Sunetra Roday, Archana Biwal, &hana Biwal, &

Vandana Joshi - Vandana Joshi - OxfordOxford

2.2. Tourism: Principals and Practices, Oxford,1/e, Sampad Kumar Swain & Jitendra MohanTourism: Principals and Practices, Oxford,1/e, Sampad Kumar Swain & Jitendra Mohan

MishraMishra

3.3. Tourism in Global Perspective, Tourism in Global Perspective, Global Vision Publishing House, Dr Global Vision Publishing House, Dr Sukanta SarkarSukanta Sarkar

4.4. Sustainable Tourism, Global Vision Publishing House, S. Sustainable Tourism, Global Vision Publishing House, S. R. ChauhanR. Chauhan

5.5. Monitoring Tourism, Sonali Publications, Romila ChawlaMonitoring Tourism, Sonali Publications, Romila Chawla

6.6. Tourism Marketing Tourism Marketing by by Manjula Chaudhary Manjula Chaudhary - Oxford- Oxford





307 I: 307 I: Human Resource Human Resource ManagemeManagement in Hospitality Industrynt in Hospitality Industry




•• To study Human resource activities in Hospitality sectorTo study Human resource activities in Hospitality sector

•• To study the different HR function required in hospitality industryTo study the different HR function required in hospitality industry

•• To study retention policies in hospitality industry.To study retention policies in hospitality industry.

1.1. HR HR & & Hospitality Hospitality Industry Industry (An (An Overview)- Overview)- 0606

1.1.1.1. Concept of HospitalityConcept of Hospitality

1.2.1.2. HR Activities/Functions in HR Activities/Functions in OrganizationsOrganizations

1.3.1.3. Diversity in Hospitality WorkersDiversity in Hospitality Workers

1.4.1.4. Views of HRM in HospitalityViews of HRM in Hospitality

2.2. Employee Employee Recruitment Recruitment & & Selection- Selection- 0808

2.1.2.1. Recruitment-Recruitment-

2.1.1.2.1.1. Labor Market-Primary & secondaryLabor Market-Primary & secondary

2.1.2.2.1.2. Sources of Recruitment-Internal & ExternalSources of Recruitment-Internal & External

2.1.3.2.1.3. Recruitment ProcessRecruitment Process

2.1.4.2.1.4. Future of Recruiting in Future of Recruiting in Hospitality IndustryHospitality Industry

2.2.2.2. Selection-Selection-

2.2.1.2.2.1. Concept of SelectionConcept of Selection

2.2.2.2.2.2. Process & Factors affecting Selection Process & Factors affecting Selection EffortsEfforts

3.3. Delivering Delivering & & Evaluating Evaluating Training- Training- 0606

3.1.3.1. Concept of TrainingConcept of Training

3.2.3.2. Methods-Individual-On job and Off JobMethods-Individual-On job and Off Job

3.3.3.3. Group Training-Concept, Preparing Group for Training and Group Training-Concept, Preparing Group for Training and MethodsMethods

3.4.3.4. Evaluation of Training ProgramsEvaluation of Training Programs

4.4. Performance Performance Management Management & & Appraisal- Appraisal- 0808

4.1.4.1. Performance Appraisal-Concept and OverviewPerformance Appraisal-Concept and Overview

4.2.4.2. Performance Management- ConceptPerformance Management- Concept

4.3.4.3. Common Methods of Common Methods of AppraisalAppraisal

4.4.4.4. Other Methods of Other Methods of AppraisalAppraisal

4.5.4.5. Behavior Improvement TacticsBehavior Improvement Tactics

5.5. Reward & Compensation Strategies in Hospitality Reward & Compensation Strategies in Hospitality IndustryIndustry- 08- 08

5.1.5.1. Employee’s & Employer’s View of PEmployee’s & Employer’s View of Payay

5.2.5.2. Remuneration in Hospitality IndustriesRemuneration in Hospitality Industries

5.3.5.3. Practice if TippingPractice if Tipping

5.4.5.4. Financial(Direct & Indirect) Financial(Direct & Indirect) CompensationCompensation

5.5.5.5. Non-Financial CompensationNon-Financial Compensation

5.6.5.6. Retaining manpower in hospitalityRetaining manpower in hospitality

6.6. Employee Employee Relation, Relation, Welfare, Welfare, Health Health & & Safety- Safety- 1212

6.1.6.1. Employee Relation-Employee Relation-

6.1.1.6.1.1. Employee or Employee or Industrial RelationsIndustrial Relations

6.1.2.6.1.2. Trade UnionsTrade Unions

6.2.6.2. Welfare, Health & Safety Issues-Welfare, Health & Safety Issues-

6.2.1.6.2.1. Absence ManagementAbsence Management

6.2.2.6.2.2. AIDS/HIVAIDS/HIV

6.2.3.6.2.3. Drug Misuse-Alcohol & SmokingDrug Misuse-Alcohol & Smoking

6.2.4.6.2.4. Sexual HarassmentSexual Harassment

6.2.5.6.2.5. StressStress

6.2.6.6.2.6. Work timeWork time

6.2.7.6.2.7. Workplace ViolenceWorkplace Violence


1.1. HRM in Hospitality Industry-David Hayes, Jack D. Ninemeier-John Wiley & SonsHRM in Hospitality Industry-David Hayes, Jack D. Ninemeier-John Wiley & Sons

2.2. HRM for the HRM for the Hospitality & Tourism Industries-Denis Nickson- Butterworth’sHospitality & Tourism Industries-Denis Nickson- Butterworth’s

3.3. HRM in Hospitality Industry-M J Boella, Nelson Thornes Ltd.HRM in Hospitality Industry-M J Boella, Nelson Thornes Ltd.

4.4. Human Resource Management in Hospitality by Malay Biswas - OxfordHuman Resource Management in Hospitality by Malay Biswas - Oxford

5.5. Human Resource Management, P S Rao, HimalayaHuman Resource Management, P S Rao, Himalaya

SEMESTER IVSEMESTER IV





Paper: 401: Current Business ScenarioPaper: 401: Current Business Scenario

60 + 40 60 + 40 Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 100Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 100Required Lectures: 48 hoursRequired Lectures: 48 hours

Objective :Objective :To equip the students with the Current Indian Business Scenario and decision making.To equip the students with the Current Indian Business Scenario and decision making.

1.1. Business Business Environment Environment (6)(6)1.1.1.1. Meaning and Definition, Scope of EnvironmentMeaning and Definition, Scope of Environment

1.2.1.2. Environmental Factors, Characteristic of BEnvironmental Factors, Characteristic of Business environment, Indian Perspectiveusiness environment, Indian Perspective

1.3.1.3. Environmental Risk Overview, Methods of Assessing Environmental Risk, ManagingEnvironmental Risk Overview, Methods of Assessing Environmental Risk, Managing

Environmental RiskEnvironmental Risk

1.4.1.4. Market OpportunitiesMarket Opportunities

1.5.1.5. Distribution of Indian Household by IncomeDistribution of Indian Household by Income

2.2. Economic Economic Overview Overview (12)(12)2.1.2.1. Emergence of Planning, five year plan challengesEmergence of Planning, five year plan challenges

2.2.2.2. The Planning Commission of India, The National Development Council and Niti AayogThe Planning Commission of India, The National Development Council and Niti Aayog

2.3.2.3. Highlights of Five Year Plan -2012-2017, infHighlights of Five Year Plan -2012-2017, infrastructure and Indian planningrastructure and Indian planning

2.4.2.4. Policies of Indian Policies of Indian GovernmentGovernment

New Industrial Policy-Historical Background, Meaning and Objectives, Recent IndustrialNew Industrial Policy-Historical Background, Meaning and Objectives, Recent Industrial

Policy- MSME SectorPolicy- MSME Sector

Indian Industrial Licensing- Objectives, PolicyIndian Industrial Licensing- Objectives, Policy

2.5.2.5. The Indian Financial System- Structure and Functions, Markets-Money, Capital and BillThe Indian Financial System- Structure and Functions, Markets-Money, Capital and Bill

2.6.2.6. Industrial Structure: Classification of Industry, Industrial Structure of India, OwnershipIndustrial Structure: Classification of Industry, Industrial Structure of India, Ownership

sectors, Major Industriessectors, Major Industries

2.7.2.7. Privatisation and Disinvestment of PSUs - Concept, Meaning, Objectives and governmentPrivatisation and Disinvestment of PSUs - Concept, Meaning, Objectives and government

performance in last decadeperformance in last decade

3.3. Problems Problems of of Growth Growth in in India India (10)(10)3.1.3.1. Poverty- Concept, Factors Responsible, People Living Under Poverty- Concept, Factors Responsible, People Living Under Poverty Line, Measure to reducePoverty Line, Measure to reduce

Poverty LinePoverty Line

3.2.3.2. Unemployment- Concept, Factors Responsible, Types, Government Policy Measures toUnemployment- Concept, Factors Responsible, Types, Government Policy Measures to

Reduce UnemploymentReduce Unemployment

3.3.3.3. Inflation-Meaning, Overview, Measures, Effects of Inflation, Global Inflation and IndiaInflation-Meaning, Overview, Measures, Effects of Inflation, Global Inflation and India

3.4.3.4. Human Development-Concept, Importance, Gender SituationHuman Development-Concept, Importance, Gender Situation

3.5.3.5. Rural Development- Concept, Importance, Important features of Rural Economy and Society,Rural Development- Concept, Importance, Important features of Rural Economy and Society,

ChallengesChallenges

3.6.3.6. Other- Parallel Economy, Regional Imbalance, Social InjusticeOther- Parallel Economy, Regional Imbalance, Social Injustice

4.4. Management Management Systems Systems (MS)- (MS)- Certification Certification Schemes Schemes (6)(6)4.1.4.1. Overview of Bureau of Indian StandardsOverview of Bureau of Indian Standards

4.2.4.2. Quality Management System (IS/ISO 9001)Quality Management System (IS/ISO 9001)

4.3.4.3. Environmental Management System (IS/ISO 14001)Environmental Management System (IS/ISO 14001)

4.4.4.4. Hazards Analysis and Critical Control Point (IS 15000)Hazards Analysis and Critical Control Point (IS 15000)

4.5.4.5. Occupational Health and Safety Management System (IS 18001)Occupational Health and Safety Management System (IS 18001)

4 64 6 Food Safety Management System (IS/ISO 22000)Food Safety Management System (IS/ISO 22000)

4.6.4.6. Food Safety Management System (IS/ISO 22000)Food Safety Management System (IS/ISO 22000)

4.7.4.7. Quality Management Systems - Requirements for service quality by public serviceQuality Management Systems - Requirements for service quality by public service

organizations (IS 15700)organizations (IS 15700)

4.8.4.8. Energy Management System (IS/ISO 50001)Energy Management System (IS/ISO 50001)

4.9.4.9. Six Sigma CertificationSix Sigma Certification

5.5. Global Global Competitiveness Competitiveness (6)(6)5.1.5.1. Global Entry StrategiesGlobal Entry Strategies

5.2.5.2. Technology and Global Competition, Globalization and Human Resource Development,Technology and Global Competition, Globalization and Human Resource Development,

Globalization with Social Responsibility; Negotiating an International Business, Issues inGlobalization with Social Responsibility; Negotiating an International Business, Issues in

Asset Protection; Multilateral SettlementsAsset Protection; Multilateral Settlements6.6. Indian Indian Rural Rural Market Market (8)(8)

6.1.6.1. Understanding Indian Rural Economy- Introduction, Rural Urban Disparities, Diagnosis ofUnderstanding Indian Rural Economy- Introduction, Rural Urban Disparities, Diagnosis of

Failure, Rural Face of reforms, Towards Cyber India.Failure, Rural Face of reforms, Towards Cyber India.

6.2.6.2. Rural Banking System- Rural Indebtedness and Rural Credit, The co-operative Banks,Rural Banking System- Rural Indebtedness and Rural Credit, The co-operative Banks,

Commercial Banks-Functions, ProblemsCommercial Banks-Functions, Problems

6.3.6.3. Agriculture and Indian EconomyAgriculture and Indian Economy

6.4.6.4. Various Employment Generation Schemes.Various Employment Generation Schemes.

•• Comprehensive Cases on various business environments can be Comprehensive Cases on various business environments can be discussed and solved. (Nodiscussed and solved. (No

Case Study in Case Study in University Examinations)University Examinations)

REFERENCE BOOKSREFERENCE BOOKS1.1. Business Environment, 2/E- Saleem Shaikh-PearsonBusiness Environment, 2/E- Saleem Shaikh-Pearson

2.2. Business Environment – Paleri – Business Environment – Paleri – Cengage LearningCengage Learning

3.3. Fundamentals of Business Environment by Shukla Fundamentals of Business Environment by Shukla – Taxmann– Taxmann

4.4. Economic Environment of Business - By Pailwar-PHIEconomic Environment of Business - By Pailwar-PHI

5.5. Economic Environment of Business-V. K. Puri , S. K. Economic Environment of Business-V. K. Puri , S. K. Misra-Himalayan BooksMisra-Himalayan Books

6.6. Business Environment- A.C. Fernando-PearsonBusiness Environment- A.C. Fernando-Pearson

7.7. The International Business Environment – Janet MorThe International Business Environment – Janet Morrison- ANE Books Chennairison- ANE Books Chennai

8.8. International Business Text and cases by International Business Text and cases by Francis Cherunilam- PHIFrancis Cherunilam- PHI

9.9. International Business – By Rakesh International Business – By Rakesh Mohan Joshi-Oxford University PressMohan Joshi-Oxford University Press

10.10. http://www.bis.org.in/index.asphttp://www.bis.org.in/index.asp

11.11. Cases in the Environment of Business international Perspective, David W Conklin, A South AsianCases in the Environment of Business international Perspective, David W Conklin, A South Asian

Reprint, Sage IndiaReprint, Sage India

12.12. Rural Development-Dr. I. Satya Sundaram, Himalaya Publishing HouseRural Development-Dr. I. Satya Sundaram, Himalaya Publishing House

13.13. Rural Marketing Indian Perspective- Awadesh Kumar Singh, Satya Prakash Pandey, New AgeRural Marketing Indian Perspective- Awadesh Kumar Singh, Satya Prakash Pandey, New AgeInternational PublicationInternational Publication

14.14. Rural Marketing: Text and Cases- By C. S. G. KrRural Marketing: Text and Cases- By C. S. G. Krishnamacharyulu- Pearson Education Indiaishnamacharyulu- Pearson Education India





402 – E402 – E-commerce and Excellence Management-commerce and Excellence Management60 + 40 60 + 40 Pattern: External Marks 60 +Internal Marks 40= Maximum Total Pattern: External Marks 60 +Internal Marks 40= Maximum Total Marks: 100Marks: 100


Objective:Objective:•• To get in-depth knowledge about variTo get in-depth knowledge about various e-commerce terminologyous e-commerce terminology

•• To understand business excellenceTo understand business excellence

1.1. Introduction to E-CommerceIntroduction to E-Commerce

1.1.1.1. History, E-Commerce Concepts, Definitions, Features of History, E-Commerce Concepts, Definitions, Features of Electronic Commerce, Traditional vs. e-Electronic Commerce, Traditional vs. e-

commerce transactions.commerce transactions.

1.2.1.2. Electronic Commerce Framework, Benefits &Impact, Factors affecting Electronic Commerce,Electronic Commerce Framework, Benefits &Impact, Factors affecting Electronic Commerce,

Challenges of e-commerce.Challenges of e-commerce.

1.3.1.3. Classification of e-commerce: B2B, B2C, C2C, B2G, B2E.Classification of e-commerce: B2B, B2C, C2C, B2G, B2E.

1.4.1.4. The E-Commerce Domain and ApplicationsThe E-Commerce Domain and Applications

1.4.1.1.4.1. e-Customer Relationship Managemente-Customer Relationship Management

1.4.2.1.4.2. Enterprise Resource PlanningEnterprise Resource Planning

1.4.3.1.4.3. e-Supply Chain Managemente-Supply Chain Management

1.4.4.1.4.4. E-ProcurementE-Procurement

1.4.5.1.4.5. E-BankingE-Banking

1.4.6.1.4.6. Knowledge Management.Knowledge Management.

1.4.7.1.4.7. Call Center & BPO’s etc.Call Center & BPO’s etc.

2.2. E-commerce ModelsE-commerce Models

2.1.2.1. Native Content Based ModelsNative Content Based Models

2.2.2.2. Native Transaction ModelsNative Transaction Models

2.3.2.3. Transplanted Content based ModelsTransplanted Content based Models

2.4.2.4. Transplanted Transaction based ModelsTransplanted Transaction based Models

3.3. E-Commerce InfrastructureE-Commerce Infrastructure

3.1.3.1. Meaning and concept of Cluster servers, Virtualization techniques.Meaning and concept of Cluster servers, Virtualization techniques. 3.2.3.2. Introduction to Cloud Computing, Hadoop and Google Apps Engine.Introduction to Cloud Computing, Hadoop and Google Apps Engine.

3.3.3.3. Network InfrastructureNetwork Infrastructure

3.3.1.3.3.1. LAN, MAN, WAN, VPNLAN, MAN, WAN, VPN

3.3.2.3.3.2. TCP/IP Reference ModelTCP/IP Reference Model

3.3.3.3.3.3. Domain Name SystemsDomain Name Systems

4.4. Security, Encryption and LawSecurity, Encryption and Law

4.1.4.1. Concept of Firewalls, types, need and benefit.Concept of Firewalls, types, need and benefit.

4.2.4.2. Computer Crime, types of crime and Computer security classification, E-Commerce threats,Computer Crime, types of crime and Computer security classification, E-Commerce threats,

Security of Clients and sever, Importance of Security.Security of Clients and sever, Importance of Security.

4.3.4.3. Cryptography (Digital Signature): Public Key & Private Key.Cryptography (Digital Signature): Public Key & Private Key.

4.4.4.4. Electronic Mail Security.Electronic Mail Security.

4.5.4.5. Cyber lawCyber law

4.5.1.4.5.1. Cyber laws aims and salient provisions.Cyber laws aims and salient provisions.

4.5.2.4.5.2. Copyright and intellectual Property concept relating to e-commerce.Copyright and intellectual Property concept relating to e-commerce.4.5.3.4.5.3. Cyber laws in India and their limitations.Cyber laws in India and their limitations.

5.5. EPS and EDIEPS and EDI

5.1.5.1. Electronic Payment Systems:Electronic Payment Systems:

5 1 15 1 1 O li El i P SO li El i P S

5.1.1.5.1.1. Online Electronic Payment Systems,Online Electronic Payment Systems,

5.1.2.5.1.2. Prepaid and Post Paid Electronic Payment Systems.Prepaid and Post Paid Electronic Payment Systems.

5.1.3.5.1.3. E-Cash, e-cheque, credit cards, debit cards, smart E-Cash, e-cheque, credit cards, debit cards, smart cards; E-Banking.cards; E-Banking.

5.1.4.5.1.4. Inter-organizational commerce & intra—organizational cInter-organizational commerce & intra—organizational commerce.ommerce.

5.2.5.2. Electronic data Electronic data interchangeinterchange

5.2.1.5.2.1. Concept Concept and Meaning and Meaning of of EDI and EDI and Paperless Paperless trading,trading,

5.2.2.5.2.2. EDI architecture, EDI standards and components.EDI architecture, EDI standards and components.

5.2.3.5.2.3. Internet based EDI, Web enabled EDI.Internet based EDI, Web enabled EDI.

6.6. Business ExcellenceBusiness Excellence

6.1.6.1. Concept and Definition of business Excellence.Concept and Definition of business Excellence.

6.2.6.2. Business Excellence ModelsBusiness Excellence Models

6.2.1.6.2.1. EFQMEFQM6.2.2.6.2.2. Ericsson Business Excellence Model Ericsson Business Excellence Model

6.3.6.3. Excellence Maturity ModelExcellence Maturity Model

6.4.6.4. Measuring Business Excellence.Measuring Business Excellence.

6.5.6.5. Comparison of the Baldrige and EFQMComparison of the Baldrige and EFQM

6.6.6.6. Quality awards & Excellence.Quality awards & Excellence.

6.7.6.7. Overview & Development of Self-Assessment Process.Overview & Development of Self-Assessment Process.

6.8.6.8. Achieving organizational Excellence.Achieving organizational Excellence.


1.1. Business on the Net : What’s and Business on the Net : What’s and How’s of E-Commerce - Kamlesh N Agarwala How’s of E-Commerce - Kamlesh N Agarwala - Macmillan Publishers- Macmillan Publishers

IndiaIndia

2.2. E-commerce - C.S.V. Murthy – Himalaya Publications.E-commerce - C.S.V. Murthy – Himalaya Publications.

3.3. E-commerce: Framework, Technologies & Applications 3E-commerce: Framework, Technologies & Applications 3rdrd Ed Ednn – Bharat Bhaskar – Tata McGraw Hill – Bharat Bhaskar – Tata McGraw Hill

4.4. Electronic Commerce–Awad - PearsonElectronic Commerce–Awad - Pearson

5.5. Electronic Commerce: a Managers Guide – Ravi Kalakota - pearsonElectronic Commerce: a Managers Guide – Ravi Kalakota - pearson

6.6. E-Commerce -Greenstein and Feinman – Tata McGraw HillE-Commerce -Greenstein and Feinman – Tata McGraw Hill

7.7. Assessing Business Excellence – L.J.Porter& S.J Assessing Business Excellence – L.J.Porter& S.J Tanner – ElsevierButterworth HeinemannTanner – ElsevierButterworth Heinemann

8.8. E-Commerce: The Cutting Edge of Business -Bajaj & Nag – TMHE-Commerce: The Cutting Edge of Business -Bajaj & Nag – TMH

9.9. Measuring Business Excellence - by Gopal K. Kanji – RoutledgeMeasuring Business Excellence - by Gopal K. Kanji – Routledge

10.10. E-Commerce – Mishra - MacmillanE-Commerce – Mishra - Macmillan





403: Indian Commercial Law403: Indian Commercial Law60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100

Required Lectures: 48 hoursRequired Lectures: 48 hours ==========================================================================================================================================Objectives:Objectives:

•• To provide the Basic knowledge about the Company.To provide the Basic knowledge about the Company.

•• To increase the Understanding level of Individual about rights as a Consumer.To increase the Understanding level of Individual about rights as a Consumer.

•• To aware about the basic terms in the field of Information Technology.To aware about the basic terms in the field of Information Technology.

•• TTo provide the practical o provide the practical aspects in the aspects in the light of light of case studycase study..

1.1. The Consumer protection Act, 1986 (7)The Consumer protection Act, 1986 (7)

1.1.1.1. Who is consumerWho is consumer

1.2.1.2. who can make a complaintwho can make a complaint

1.3.1.3. Unfair Trade practicesUnfair Trade practices

1.4.1.4. Restrictive Trade PracticesRestrictive Trade Practices

1.5.1.5. Medical services and the consumer protection Act,1986Medical services and the consumer protection Act,1986

1.6.1.6. Consumer Protection CouncilsConsumer Protection Councils

1.7.1.7. Consumer Dispute Redressal AgenciesConsumer Dispute Redressal Agencies

2.2. The Company Law – CThe Company Law – Companies Act 2013ompanies Act 2013

2.1.2.1. Definition, characteristics , & types of companyDefinition, characteristics , & types of company

2.2.2.2. Setting up of a companySetting up of a company

2.2.1.2.2.1. Incorporation of companyIncorporation of company

2.2.2.2.2.2. Prospectus & public offerProspectus & public offer

2.2.3.2.2.3. share capital , debenturesshare capital , debentures

2.3.2.3. Management & AdministrationManagement & Administration

2.3.1.2.3.1. Directors: - Types, Duties & Liability, ResponsibilitiesDirectors: - Types, Duties & Liability, Responsibilities

2.3.2.2.3.2. Corporate Social ResponsibilityCorporate Social Responsibility

2.4.2.4. MOA & AOA: MOA & AOA: - - Meaning & Meaning & ContentContent

2.5.2.5. Winding up of the company & its Winding up of the company & its typestypes

3.3. Cyber laws – Cyber laws – Information Technology Act 2000Information Technology Act 2000

3.1.3.1. Objectives & scheme of the IT Act 2000Objectives & scheme of the IT Act 2000

3.2.3.2. Digital signature – i) meaning ii) Authentication of Digital signature – i) meaning ii) Authentication of electronic records – Asymmetric Cryptoelectronic records – Asymmetric Crypto

system , Electronic records , Key pair , Private key , Public Ksystem , Electronic records , Key pair , Private key , Public Keyey

3.3.3.3. Electronic Governance –Electronic Governance –

3.3.1.3.3.1. Legal recognition of electronic records & digital signatureLegal recognition of electronic records & digital signature

3.3.2.3.3.2. Use of electronic records & digital signature in Government & its signatureUse of electronic records & digital signature in Government & its signature

3.3.3.3.3.3. Retention of Electronic RecordsRetention of Electronic Records

3.3.4.3.3.4. Powers to make rules by central government in respect of digital signaturePowers to make rules by central government in respect of digital signature

3.3.5.3.3.5. Definitions of – Information , electronic foDefinitions of – Information , electronic form , Computer , Computer network , Computerrm , Computer , Computer network , Computer

resources , Computer system , Data & functions.resources , Computer system , Data & functions.

3.3.6.3.3.6. meaning of certifying authority under the actmeaning of certifying authority under the act

4.4. Right to Information Act Right to Information Act 20052005

4.1.4.1. Important theme w.r.t. Citizen, information & public authorityImportant theme w.r.t. Citizen, information & public authority

4.2.4.2. Enforcement and Penalty under actEnforcement and Penalty under act

4.3.4.3. Right of Third PartyRight of Third Party

55 ArbitrationArbitration

5.5. ArbitrationArbitration

5.1.5.1. What is ArbitrationWhat is Arbitration

5.2.5.2. Arbitration AgreementArbitration Agreement

5.3.5.3. Appointment of ArbitratorAppointment of Arbitrator

5.4.5.4. Arbitration ProceedingsArbitration Proceedings

5.5.5.5. Arbitral TribunalArbitral Tribunal

5.6.5.6. Arbitral AwardArbitral Award

5.7.5.7. New York convention AwardsNew York convention Awards

5.8.5.8. Geneva Convention AwardsGeneva Convention Awards

6. Case studies in Indian commercial laws –6. Case studies in Indian commercial laws – Typical case based on above Typical case based on above topics onlytopics only


1.1. Mercantile & Commercial Laws by RohiniAggrawal – Taxman PublicationMercantile & Commercial Laws by RohiniAggrawal – Taxman Publication

2.2. Legal Aspects of Business by Akhileshwar Pathak – Tata McGraw HillLegal Aspects of Business by Akhileshwar Pathak – Tata McGraw Hill

3.3. Legal Aspects of Business by R.R.Ramtirthkar – Himalaya Publishing HouseLegal Aspects of Business by R.R.Ramtirthkar – Himalaya Publishing House

4.4. Mercantile Law by S.S.Gulshan – Excell BooksMercantile Law by S.S.Gulshan – Excell Books

5.5. Elements of Merchantile Laws by N.D. Kapoor – Sultan Chand & SonsElements of Merchantile Laws by N.D. Kapoor – Sultan Chand & Sons

6.6. Business law – Bulchandani - HimalayaBusiness law – Bulchandani - Himalaya





404: Entrepreneurship & Project Management404: Entrepreneurship & Project Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


1.1. Entrepreneur Entrepreneur and and Entrepreneurship Entrepreneurship (04)(04)

1.1.1.1. Entrepreneur Entrepreneur - Concept, Functions, Types, Ch- Concept, Functions, Types, Characteristics, Qualities and Role – Idealaracteristics, Qualities and Role – Ideal

EntrepreneurEntrepreneur

1.2.1.2. Entrepreneur vis-à-vis Professional Manager, Intrapreneur, CopreneurEntrepreneur vis-à-vis Professional Manager, Intrapreneur, Copreneur

1.3.1.3. Distinction between wage employment, self employment & Distinction between wage employment, self employment & EntrepreneurshipEntrepreneurship

1.4.1.4. Entrepreneurial CompetenciesEntrepreneurial Competencies

1.5.1.5. Entrepreneur and Entrepreneurship – Factors, Barriers & Problems and Process ofEntrepreneur and Entrepreneurship – Factors, Barriers & Problems and Process of

EntrepreneurshipEntrepreneurship

2.2. Entrepreneurship Entrepreneurship Development Development (10)(10)

2.1.2.1. Entrepreneurship Development: Concepts, Factors affecting, Development Cycle and StrEntrepreneurship Development: Concepts, Factors affecting, Development Cycle and Strategyategy

2.2.2.2. Entrepreneurship Development Program (EDP): Concepts, Objective, Contents, issues, Phases,Entrepreneurship Development Program (EDP): Concepts, Objective, Contents, issues, Phases,

Evaluation. Institutions conducting EDP’s in IndiaEvaluation. Institutions conducting EDP’s in India

2.3.2.3. Entrepreneurship Development Training: Importance, Objective, MethodsEntrepreneurship Development Training: Importance, Objective, Methods

2.4.2.4. Role of Institutions in Entrepreneurship Development - District Industrial Centre (DIC), SmallRole of Institutions in Entrepreneurship Development - District Industrial Centre (DIC), Small

Industries Services Institute (SISI), Entrepreneurship Development Institute of India (EDII),Industries Services Institute (SISI), Entrepreneurship Development Institute of India (EDII),

National Institute of Entrepreneurship and Small BNational Institute of Entrepreneurship and Small Business Units Development (NIESBUD), Nationalusiness Units Development (NIESBUD), National

Entrepreneurship Development BoardEntrepreneurship Development Board ((NEDB)NEDB)

2.5.2.5. Role of Central Role of Central and State Government in Entrepreneurship Developmentand State Government in Entrepreneurship Development

3.3. Emerging Emerging areas areas in in Entrepreneurship Entrepreneurship (08)(08)

3.1.3.1. Women Entrepreneurship: Types, Challenges, Opportunities, Achievements, Problems, RemedialWomen Entrepreneurship: Types, Challenges, Opportunities, Achievements, Problems, Remedial

Measures & supporting Institutions and Role Models of Woman Entrepreneurs in India, Self HelpMeasures & supporting Institutions and Role Models of Woman Entrepreneurs in India, Self Help

Groups,Groups,

3.2.3.2. Rural Entrepreneurship: meaning, need, Problems, Development, Role of Rural Entrepreneurship: meaning, need, Problems, Development, Role of NGO’s,NGO’s,

Entrepreneurship in agriculture, TRYSEM.Entrepreneurship in agriculture, TRYSEM.

3.3.3.3. Social Entrepreneurship: Genesis & CharacteristicSocial Entrepreneurship: Genesis & Characteristic

3.4.3.4. E- Entrepreneurship: Concept, Purpose and Essence.E- Entrepreneurship: Concept, Purpose and Essence.

4.4. Family Family Business Business Management Management (08)(08)

4.1.4.1. Importance of Family BusinessImportance of Family Business

4.2.4.2. Types of Family businessTypes of Family business

4.3.4.3. History of family businessesHistory of family businesses

4.4.4.4. Responsibilities and Rights of Family Shareholders of a Family BusinessResponsibilities and Rights of Family Shareholders of a Family Business

4.5.4.5. Succession in Family BusinessSuccession in Family Business

4.6.4.6. Pitfalls of the Family BusinessPitfalls of the Family Business

4.7.4.7. Improving Family Business PerformanceImproving Family Business Performance

4.8.4.8. How to Overcome Nepotism How to Overcome Nepotism in Family Businessesin Family Businesses

4.9.4.9. Management Development Plan in Family Management Development Plan in Family BusinessBusiness

4.10.4.10. How to save the Family BusinessHow to save the Family Business

4.11.4.11. Seasonal Nature of the Family BusinessSeasonal Nature of the Family Business

5.5. Project (08)Project (08)

5.1.5.1. Project : Concept, Classification, Identification, Project Design, Project Appraisal, ProjectProject : Concept, Classification, Identification, Project Design, Project Appraisal, Project

Planning,Planning,5.2.5.2. Formulation of Project Report - Cost Benefit AFormulation of Project Report - Cost Benefit Analysis, Technical Feasibility, Financial Feasibility,nalysis, Technical Feasibility, Financial Feasibility,

Managerial Feasibility, and Market Survey.Managerial Feasibility, and Market Survey.

5.3.5.3. Financing of the Project – Sources of Financing of the Project – Sources of FinanceFinance

5 45 4 Role of Financial Institutions Commercial Banks IDBI ICICI SIDBRole of Financial Institutions Commercial Banks IDBI ICICI SIDBI SFC’s IFCI NABARD VentureI SFC’s IFCI NABARD Venture

5.4.5.4. Role of Financial Institutions – Commercial Banks, IDBI, ICICI, SIDBRole of Financial Institutions – Commercial Banks, IDBI, ICICI, SIDBI, SFC s, IFCI, NABARD, VentureI, SFC s, IFCI, NABARD, Venture

Capital.Capital.

6.6. Project Project Management Management (10)(10)

6.1.6.1. Project Management Life Cycle: Project Initiation, Planning, Execution, ClosureProject Management Life Cycle: Project Initiation, Planning, Execution, Closure

6.2.6.2. Project Monitoring and Control – Parameters, ProcessProject Monitoring and Control – Parameters, Process

6.3.6.3. Monitoring and Control of group of ProjectsMonitoring and Control of group of Projects

6.4.6.4. Computer based Project ManagementComputer based Project Management

6.5.6.5. Integrated Project Management – Management of Project Finances, Materials – Production –Integrated Project Management – Management of Project Finances, Materials – Production –

Marketing – Personnel Management.Marketing – Personnel Management.

6.6.6.6. Project AuditProject Audit

* Out of 40 internal marks the student has to prepare & submit a business plan for 10 marks. The* Out of 40 internal marks the student has to prepare & submit a business plan for 10 marks. The

students may refer & take help from local DIC or Banks.students may refer & take help from local DIC or Banks.


References forReferences for Entrepreneurship :Entrepreneurship :

1.1. Dynamics of Entrepreneurship Development and Management – Dynamics of Entrepreneurship Development and Management – Vasant Desai, HimalayaVasant Desai, Himalaya

2.2. Entrepreneurship Development small business Enterprises – Poornima Charantimath -Entrepreneurship Development small business Enterprises – Poornima Charantimath -

PearsonPearson

3.3. Entrepreneurship, Robert D. Hisrich, Michal P. Peters, Tata McGraw-Hill EditionEntrepreneurship, Robert D. Hisrich, Michal P. Peters, Tata McGraw-Hill Edition

4.4. Entrepreneurship by lall and Sahai, Excel BooksEntrepreneurship by lall and Sahai, Excel Books

5.5.

Entrepreneurship Development and Project Management by Neeta Baporikar, HiimEntrepreneurship Development and Project Management by Neeta Baporikar, Hiimalayaalaya6.6. Entrepreneurship Development in India by Gupta, Srinivasan – Entrepreneurship Development in India by Gupta, Srinivasan – Sultan Chand & SonsSultan Chand & Sons

7.7. Entrepreneurship Management by Aruna Kaulgud - Entrepreneurship Management by Aruna Kaulgud - ThomsonThomson

8.8. Entrepreneurship Development by S.S. Khanka – Entrepreneurship Development by S.S. Khanka – S. ChandS. Chand

9.9. Patterns of Entrepreneurship by Jack M. Kaplan, Willey PublicationsPatterns of Entrepreneurship by Jack M. Kaplan, Willey Publications

10.10. Entrepreneurship Development by Cynthia L. Greene, Cenage LearningEntrepreneurship Development by Cynthia L. Greene, Cenage Learning

Project ManagementProject Management

1.1. Project Management by Gray, Larson – Tata McGraw HillProject Management by Gray, Larson – Tata McGraw Hill

2.2. Project Management by Vasant Desai- HimalayaProject Management by Vasant Desai- Himalaya

3.3. Project Management by Maylor - PearsonProject Management by Maylor - Pearson

4.4. Projects -Projects - Prasanna ChandraPrasanna Chandra – CFM TMH Professional Series -Tata McGraw Hill – CFM TMH Professional Series -Tata McGraw Hill

5.5. Project Management : Managerial Approach by Jack R. Mereditts and Samuel J. MantelProject Management : Managerial Approach by Jack R. Mereditts and Samuel J. Mantel

Jr., Willey PublicationsJr., Willey Publications

6.6. Contemporary Project Management by Timothy J. Contemporary Project Management by Timothy J. Kloppenborg, Cenage LearningKloppenborg, Cenage Learning

7.7. Project Management and Control by Narendra Singh, Himalaya Publishing HouseProject Management and Control by Narendra Singh, Himalaya Publishing House

8.8. Project Management by Panneerselvam, Senthilkumar – PHIProject Management by Panneerselvam, Senthilkumar – PHI

9.9. Project Management by Nagarajan – New Age InternationalProject Management by Nagarajan – New Age International

Specialization –A – Financial Management Specialization –A – Financial Management





405 A –Financial Derivatives405 A –Financial Derivatives60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To understand the concept of To understand the concept of derivatives, various derivative instruments and the techniques ofderivatives, various derivative instruments and the techniques of

hedging the risks.hedging the risks.

1. 1. Introduction Introduction to to Financial Financial Derivatives Derivatives (08)(08)

1.11.1 Financial Derivatives: Meaning, need, Features, Types, Uses, CritiquesFinancial Derivatives: Meaning, need, Features, Types, Uses, Critiques

1.21.2 Derivative markets – participants & Derivative markets – participants & functionsfunctions

1.31.3 Growth of Financial Derivatives in IndiaGrowth of Financial Derivatives in India

1.41.4 The regulatory framework of Derivatives trading in IndiaThe regulatory framework of Derivatives trading in India

22 Futures Futures & & Forwards Forwards (12)(12)

2.12.1 Financial Futures: Contracts& TypesFinancial Futures: Contracts& Types

2.22.2 Future Market: Functions & OperatorsFuture Market: Functions & Operators

2.32.3 Forward contracts: Concept, Features & ClassificationsForward contracts: Concept, Features & Classifications

2.42.4 Future Vs ForwardsFuture Vs Forwards

2.52.5 Pricing of Future and ForwardsPricing of Future and Forwards

2.62.6 Hedging strategies – hedging with Stock Index Futures, types of members & marginingHedging strategies – hedging with Stock Index Futures, types of members & margining

System in IndiaSystem in India

2.72.7 Futures trading on BSE & NSEFutures trading on BSE & NSE

33 Options Options Market& Market& Pricing Pricing (12)(12)

3.13.1 Options: Meaning, Need, Terminology, ValuationOptions: Meaning, Need, Terminology, Valuation

3.23.2 Options v/s FuturesOptions v/s Futures

3.33.3 Types of Options contracts – Call & Put options, Covered & Uncovered optionsTypes of Options contracts – Call & Put options, Covered & Uncovered options

3.43.4 Trading Strategies involving Options – basic Option Positions – margins – OTrading Strategies involving Options – basic Option Positions – margins – Options on stockptions on stock

indicesindices

3.53.5 Option markets in India on BSE & NSEOption markets in India on BSE & NSE

3.63.6 Intrinsic value & Time value, Pricing at ExpirationIntrinsic value & Time value, Pricing at Expiration

3.73.7 Factors affecting Options pricing, Put-Call Parity PriciFactors affecting Options pricing, Put-Call Parity Pricing Relationshipng Relationship

3.83.8 Pricing models – Introduction to Binomial Pricing model, BPricing models – Introduction to Binomial Pricing model, Black Scholes Option Pricing modellack Scholes Option Pricing model

44 Swaps (06)Swaps (06)

4.14.1 Swaps: Concepts, Nature, Evolution, Features &Structure of Swaps: Concepts, Nature, Evolution, Features &Structure of SwapsSwaps

4.24.2 Types – Interest-rate Swaps, Currency Swaps, Commodity Swaps, Equity SwapsTypes – Interest-rate Swaps, Currency Swaps, Commodity Swaps, Equity Swaps

4.34.3 Swap variant, Swap Dealer RoleSwap variant, Swap Dealer Role

4.44.4 Economic Functions of Swap transactions.Economic Functions of Swap transactions.

55 Hedging Hedging &Credit &Credit Derivatives Derivatives (10)(10)

5.15.1 ConceptConcept

5.25.2 Fixed Hedging with options - conceptsFixed Hedging with options - concepts

5.35.3 Naked & covered PositionsNaked & covered Positions

5.45.4 StrategiesStrategies

5.55.5 Hedging option PortfolioHedging option Portfolio

5 65 6 C dit D i ti C t f t thC dit D i ti C t f t th B fit &B fit & C dit d i ti i I diC dit d i ti i I di

5.65.6 Credit Derivatives: Concept, feature, growth, Credit Derivatives: Concept, feature, growth, Benefits & Benefits & Credit derivatives in IndiaCredit derivatives in India


1.1. Financial Derivatives: Theory concepts & problems – S.L.Gupta – Prantice Hall IndiaFinancial Derivatives: Theory concepts & problems – S.L.Gupta – Prantice Hall India

2.2. Derivatives Derivatives And And Risk Risk Management, Management, 2/E Srivastava 2/E Srivastava Oxford Oxford University University PressPress

3.3. Options, Futures & Other Derivatives - Hull C John – Pearson Educations PublishersOptions, Futures & Other Derivatives - Hull C John – Pearson Educations Publishers

4.4. Derivatives And Risk Management - JayanthVerma- Tata Mcgraw HillDerivatives And Risk Management - JayanthVerma- Tata Mcgraw Hill

5.5. Futures Markets: theory & practice” – Sunil K Parmeswaran – Tata McGraw Futures Markets: theory & practice” – Sunil K Parmeswaran – Tata McGraw Hill.Hill.

6.6. Financial Derivatives – Bishnupriya Mishra ,Swaroop – Excel BooksFinancial Derivatives – Bishnupriya Mishra ,Swaroop – Excel Books

7.7. Risk Management: insurance & derivatives – Risk Management: insurance & derivatives – Kotreshwar - HimalayaKotreshwar - Himalaya

8.8. Derivatives Valuation & Risk Management – David Thomas, Dubofsky Miller - Oxford PDerivatives Valuation & Risk Management – David Thomas, Dubofsky Miller - Oxford Publicationublication9.9. Financial Derivatives – An introduction to Futures, Forwards, & Options – Read Head – PrenticeFinancial Derivatives – An introduction to Futures, Forwards, & Options – Read Head – Prentice

Hall of IndiaHall of India

10.10. Derivatives – T.V.Somnathan - Tata McGraw Hill.Derivatives – T.V.Somnathan - Tata McGraw Hill.

11.11. Financial Derivative & Risk Management – O.P.Agrawal – Himalaya PFinancial Derivative & Risk Management – O.P.Agrawal – Himalaya Publicationublication

12.12. Risk Risk Management Management & & Insurance Insurance Arunajatesan Arunajatesan MacmillanMacmillan





Paper: 406-A International Financial ManagementPaper: 406-A International Financial Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Maximum Total Marks: 100


Objectives of the course:Objectives of the course:

•• To study To study the international the international environment in environment in which the which the business operatesbusiness operates

•• To understand Exchange rate mechanism as well as international accounting practicesTo understand Exchange rate mechanism as well as international accounting practices

1.1. Fundamental Fundamental of of International International Management Management (06)(06)

1.11.1 International finance: Importance, goals, features, & ScopeInternational finance: Importance, goals, features, & Scope

1.21.2 Domestic Vs International financeDomestic Vs International finance

1.31.3 Emerging challenges & Responsibilities of finance ManagerEmerging challenges & Responsibilities of finance Manager

2. 2. Exchange Exchange Rate Rate Mechanism Mechanism (26)(26)

2.1 Structure/ Features of Foreign Exchange Market.2.1 Structure/ Features of Foreign Exchange Market.

2.2 2.2 Exchange Exchange Rate Rate (08)(08)

2.2.1 Forex reserves2.2.1 Forex reserves2.2.2 Exchange rate theories2.2.2 Exchange rate theories

2.2.3 Currency future quotes2.2.3 Currency future quotes

2.2.4 Speculations2.2.4 Speculations

2.2.5 Hedging2.2.5 Hedging

2.2.6 International Parity2.2.6 International Parity

2.2.6.1 Exchange Rate Determination2.2.6.1 Exchange Rate Determination

2.2.6.2 Factor Affecting Exchange Rate2.2.6.2 Factor Affecting Exchange Rate

2.2.6.3 Balance of Payment & Purchasing 2.2.6.3 Balance of Payment & Purchasing Power Parity (PPP) theory of Exchange.Power Parity (PPP) theory of Exchange.

2.2.6.4 Real Exchange Rate & Real Ef2.2.6.4 Real Exchange Rate & Real Effective Exchange Ratefective Exchange Rate

2.2.6.5 Interest Rate & Exchange Rate2.2.6.5 Interest Rate & Exchange Rate

2.2.6.6 Covered Interest Rate & Interest Rate Parity, Forward Rate Parity2.2.6.6 Covered Interest Rate & Interest Rate Parity, Forward Rate Parity

2.2.6.7 The Fischer Effect2.2.6.7 The Fischer Effect

2.2.6.8 Exchange Rate Forecasting2.2.6.8 Exchange Rate Forecasting

2.3 2.3 Foreign Foreign Exchange Exchange Markets Markets (05)(05)2.3.1 International Swap Market2.3.1 International Swap Market

2.3.1.1 Currency Swap2.3.1.1 Currency Swap

2.3.1.2 Fixed rate Currency Swap2.3.1.2 Fixed rate Currency Swap

2.3.1.3 Swap Risk2.3.1.3 Swap Risk

2.4 2.4 Global Global Financial Financial Derivatives Derivatives Market Market (03)(03)

2.4.1 Structure of Derivatives Market2.4.1 Structure of Derivatives Market

2.4.2 Credit Default Swap2.4.2 Credit Default Swap

2.4.3 VaR methodology and Analysis2.4.3 VaR methodology and Analysis

2.5 2.5 Financial Financial Integration Integration (02)(02)

2.6 2.6 Foreign Foreign Exchange Exchange Market Market in in India India (02)(02)

2.7 2.7 Arbitrage- Arbitrage- Two Two Point Point & & Triangular Triangular Arbitrage Arbitrage (01)(01)

2.8 2.8 Forward Forward & & future future spot spot rate rate (02)(02)

2.9 2.9 International International Transaction Transaction Mechanism Mechanism (03)(03)

2.9.1 Nostro, Vostro and Loro Account,2.9.1 Nostro, Vostro and Loro Account,2.9.2 SWIFT, CHIP, CHAP, Telegraphic Transaction (IT)2.9.2 SWIFT, CHIP, CHAP, Telegraphic Transaction (IT)

3. 3. International International Accounting Accounting (06)(06)

3.1 Consolidation of Financial Statements & its analysis3.1 Consolidation of Financial Statements & its analysis

3.2 Accounting of Inflationary trends3.2 Accounting of Inflationary trends

3.3 IFRS3.3 IFRS

3.4 Transfer pricing3.4 Transfer pricing

3.5 Financing of foreign trade3.5 Financing of foreign trade

3.5.1 Documentation3.5.1 Documentation

3.5.2 Modes of Payment3.5.2 Modes of Payment

3.5.3 Methods of Financing3.5.3 Methods of Financing3.5.4 EXIM Bank3.5.4 EXIM Bank

4. 4. InternationaInternational l Monetary Monetary system system (04)(04)

4.1 International Monitory Fund (IMF)4.1 International Monitory Fund (IMF)

4.1.1 Constitution, Role & Responsibility of IMF4.1.1 Constitution, Role & Responsibility of IMF

4.1.2 Funding facilities, International liquidity4.1.2 Funding facilities, International liquidity

4.1.3 Special Drawing Rights (SDR)4.1.3 Special Drawing Rights (SDR)

4.1.4 Role in Post Bretton Woods world4.1.4 Role in Post Bretton Woods world

4.2 Convertibility & Currency4.2 Convertibility & Currency

5. 5. Balance Balance of of Payment Payment (06)(06)

5.1 India’s Balance of Payment5.1 India’s Balance of Payment

5.2 Importance, Functions, Principles& Components of Balance of Payment5.2 Importance, Functions, Principles& Components of Balance of Payment

5.3 Accounting of Balance of Payment: Deficit & Surplus5.3 Accounting of Balance of Payment: Deficit & Surplus5.4 Elasticity approach Vs Absorption Approach5.4 Elasticity approach Vs Absorption Approach

5.5 General Equilibrium approach5.5 General Equilibrium approach

5.6 Balance of Payment Vs Exchange Rate5.6 Balance of Payment Vs Exchange Rate

g) Balance of Payment and Money Supplyg) Balance of Payment and Money Supply


1. International Financial Management by V.K. Bhalla 1. International Financial Management by V.K. Bhalla – Anmol Publications– Anmol Publications

2. International Financial Management by P. G. Apte, Tata McGrawHill2. International Financial Management by P. G. Apte, Tata McGrawHill

3. International Financial Management by ThumuluriSiddaiah (IFM) Pearson3. International Financial Management by ThumuluriSiddaiah (IFM) Pearson

4. International finance Marketing by V.A 4. International finance Marketing by V.A Avadhani – Himalaya PublicationAvadhani – Himalaya Publication

5. International Finance Management by vyuplesh saran – Prentice Hall5. International Finance Management by vyuplesh saran – Prentice Hall

6. International Finance Management by Cheol S. Eun& Bruce G Resnick , 6. International Finance Management by Cheol S. Eun& Bruce G Resnick , Tata McGraw HillTata McGraw Hill

7. International Finance Management by MadhuVij – Excel Books7. International Finance Management by MadhuVij – Excel Books8. International Financial Management Jain Macmillan8. International Financial Management Jain Macmillan





Paper: 407 A – Case Studies in Paper: 407 A – Case Studies in Financial ManagementFinancial Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


Objectives :Objectives :

To depict To depict thorough knowledge of the subject and dethorough knowledge of the subject and develop decision making abilitiesvelop decision making abilities

The student has to Select and discuss the case studies related to paper no. 105, 205, 207 andThe student has to Select and discuss the case studies related to paper no. 105, 205, 207 and

respective specialization papers no. 304, 305, 306, 307, 405, 406 those will have impact on businessrespective specialization papers no. 304, 305, 306, 307, 405, 406 those will have impact on business

decision making in each paper.decision making in each paper.

Specialization –B – Marketing Management Specialization –B – Marketing Management





405 B – Marketing Research and Business Analytics405 B – Marketing Research and Business Analytics

60 + 40 Pattern: External Marks 60 +Internal Marks 40 = 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Maximum Total Marks: 100Required Lectures: 48 hoursRequired Lectures: 48 hours


•• The purpose of this course is to cultivate research skills in students and a beginningThe purpose of this course is to cultivate research skills in students and a beginning

practitioner. The focus will be on qualitative (exploratory) and quantitative researchpractitioner. The focus will be on qualitative (exploratory) and quantitative research

execution and the application of research findings and analysis in decision making.execution and the application of research findings and analysis in decision making.

•• The course is geared toward the practical application of research, though gaining a The course is geared toward the practical application of research, though gaining a workingworking

knowledge of certain terminology will be important.knowledge of certain terminology will be important.


1.1.1.1. Marketing research: Meaning, Scope, Purpose, Uses, Limitations and Threats to MarketingMarketing research: Meaning, Scope, Purpose, Uses, Limitations and Threats to Marketing

ResearchResearch

1.2.1.2. Marketing Research and Marketing ManagementMarketing Research and Marketing Management

1.3.1.3. Business research and its application vis-à-vis marketingBusiness research and its application vis-à-vis marketing

1.4.1.4. Marketing research processMarketing research process

1.5.1.5. Marketing Intelligence system:Marketing Intelligence system:

1.6.1.6. Concept, Components, Scope, SignificanceConcept, Components, Scope, Significance

1.7.1.7. MIS and Marketing Decision Support System (MDSS)MIS and Marketing Decision Support System (MDSS)

1.8.1.8. Ethics in Marketing ResearchEthics in Marketing Research

2.2. Data Data Collection Collection (08)(08)

2.1.2.1. Use of internet for primary dataUse of internet for primary data

2.2.2.2. Locating and Evaluating Secondary dataLocating and Evaluating Secondary data

2.3.2.3. Measurement & ScalingMeasurement & Scaling

2.4.2.4. Concept of Measurement & ScalingConcept of Measurement & Scaling

2.5.2.5. Types of measurement scales- Comparative, Non comparativeTypes of measurement scales- Comparative, Non comparative

2.6.2.6. Attitude measurement scales, Attribute measurement scalesAttitude measurement scales, Attribute measurement scales

2.7.2.7. Questionnaire design & constructionQuestionnaire design & construction

3.3. Market Market Survey Survey as as a a method method of of Data Data Collection Collection (12)(12)

3.1.3.1. Market survey: Nature, Meaning and Objectives of Market surveyMarket survey: Nature, Meaning and Objectives of Market survey

3.2.3.2. Types of Market surveyTypes of Market survey

3.3.3.3. Field work: Conducting a SurveyField work: Conducting a Survey

3.4.3.4. Conducting Consumer Perception surveyConducting Consumer Perception survey

3.5.3.5. Conducting Consumer Satisfaction surveyConducting Consumer Satisfaction survey

3.6.3.6. Conducting Concept Testing surveyConducting Concept Testing survey

3.7.3.7. Preparation of Report based on the conducted surveyPreparation of Report based on the conducted survey

4.4. Data Data Analysis Analysis Techniques Techniques and and Interpretation Interpretation (12)(12)

4.1.4.1. Regression Analysis,Regression Analysis,

4.2.4.2. Factor Analysis,Factor Analysis,

4.3.4.3. Cluster Analysis,Cluster Analysis,

4.4.4.4. Discriminant Analysis,Discriminant Analysis,

4.5.4.5. Conjoint Analysis,Conjoint Analysis,

4.6.4.6. Multi-Dimensional AnalysisMulti-Dimensional Analysis

4.7.4.7. The Interrelationship between Analysis and InterpretationThe Interrelationship between Analysis and Interpretation

4.8.4.8. Improper interpretationImproper interpretation4.9.4.9. Improper AnalysisImproper Analysis

4.10.4.10. The interpretative processThe interpretative process

5.5. Specific Specific Research Research Applications Applications (10)(10)

5.1.5.1. Test MarketingTest Marketing

5.2.5.2. Advertisement Research: Promotion Research, Brand Equity Research, Brand Name testingAdvertisement Research: Promotion Research, Brand Equity Research, Brand Name testing

5.3.5.3. Industrial Marketing ResearchIndustrial Marketing Research

5.4.5.4. Export Marketing ResearchExport Marketing Research

5.5.5.5. Sales Analysis forecastingSales Analysis forecasting

5.6.5.6. Pricing ResearchPricing Research

5.7.5.7. Consumer Behavior ResearchConsumer Behavior Research

5.8.5.8. Rural MarketingRural Marketing

6.6. Live Project 1Live Project 1:: Students should Students should visit any marketing organizations and conduct visit any marketing organizations and conduct the any one the any one ofof

mentioned in 3mentioned in 3rd rd unit & unit & unit 5unit 5thth surveys and prepare a survey report. surveys and prepare a survey report.

7.7. Live Project 2:Live Project 2: As mentioned in l As mentioned in live project 1, students shoulive project 1, students should enter the data in SPd enter the data in SPSS or MS Excel toSS or MS Excel to

test the above mentioned multivariate data analysis techniques.test the above mentioned multivariate data analysis techniques.


1.1. Market research - G.C. Beri – Tata McGraw HillMarket research - G.C. Beri – Tata McGraw Hill

2.2. Marketing Research – Naresh Malhotra – PearsonMarketing Research – Naresh Malhotra – Pearson

3.3. Marketing Research-Rajendra Nargundkar – Tata McGraw HillMarketing Research-Rajendra Nargundkar – Tata McGraw Hill

4.4. Marketing Research by S L Gupta – Excel BooksMarketing Research by S L Gupta – Excel Books

5.5. Marketing Research – Suja Nair – HimalayaMarketing Research – Suja Nair – Himalaya

6.6. Marketing Research – Burns and Bush – PearsonMarketing Research – Burns and Bush – Pearson

7.7. Marketing Research – Luck and Rubin – Prentice Hall PublicationsMarketing Research – Luck and Rubin – Prentice Hall Publications

8.8. Marketing Research, Concept & Cases – Cooper Schindler. – Tata McGraw HillMarketing Research, Concept & Cases – Cooper Schindler. – Tata McGraw Hill

9.9. Research for Marketing Decisions – Paul Green, Donald Tull, Gerald Albaurn - Prentice HallResearch for Marketing Decisions – Paul Green, Donald Tull, Gerald Albaurn - Prentice Hall

PublicationsPublications

10.10. Marketing Research by Ramanuj Majumdar –New age InternationalMarketing Research by Ramanuj Majumdar –New age International

11.11. Marketing Research by D.M. Sarawte – EverestMarketing Research by D.M. Sarawte – Everest

12.12. Marketing Research by Shajahan –MacmillanMarketing Research by Shajahan –Macmillan





Paper: 406 B - Retail Management And Digital MarketingPaper: 406 B - Retail Management And Digital Marketing




•• To develop understanding about the retail sector and To develop understanding about the retail sector and its current requirementsits current requirements

•• To highlight the new To highlight the new trends of using technology and trends of using technology and equip students to handle suchequip students to handle such

developments in markets and developments in markets and marketing practices.marketing practices.

1.1. Retailing: (6)Retailing: (6)

1.1.1.1. ConceptConcept

1.2.1.2. ImportanceImportance

1.3.1.3. FunctionsFunctions

1.4.1.4. Indian Vs. Global ScenarioIndian Vs. Global Scenario

2.2. Retail Retail format format and and retail retail locations locations (6)(6)

2.1.2.1. Store and non-store retailingStore and non-store retailing

2.2.2.2. FranchisingFranchising

2.3.2.3. UnconventionaUnconventional l channelschannels

3.3. Merchandising: (8)Merchandising: (8)

3.1.3.1. Concept, Importance, FunctionsConcept, Importance, Functions

3.2.3.2. Steps inSteps in merchandising merchandising planning . planning .

3.3.3.3. Category management: Definition and processCategory management: Definition and process

3.4.3.4. Introduction to Private label brandsIntroduction to Private label brands

4.4. Principles Principles and and Drivers Drivers of of New New Marketing Marketing Environment Environment - - Digital Digital Media: Media: (10)(10)

4.1.4.1. Industry - Reaching Audience Through Digital ChannelsIndustry - Reaching Audience Through Digital Channels

4.2.4.2. Traditional and Digital MarketingTraditional and Digital Marketing

4.3.4.3. Introduction to Online Marketing EnvironmentIntroduction to Online Marketing Environment

4.4.4.4. Dotcom EvoDotcom Evolution and lution and Internet ReInternet Relationshipslationships

4.5.4.5. Integrating E-Business to an Existing Integrating E-Business to an Existing Business ModelBusiness Model

4.6.4.6. Online Online Marketing Marketing MixMix

4.7.4.7. Digital SignageDigital Signage

5.5. Internet Internet Enabled Enabled Retailing Retailing (8)(8)

5.1.5.1. Turning Experience Goods into Turning Experience Goods into Search GoodsSearch Goods

5.2.5.2. Personalization through Mass CustomizationPersonalization through Mass Customization

5.3.5.3. Choice AssistanceChoice Assistance

5.4.5.4. Personalized MessagingPersonalized Messaging

5.5.5.5. Selling through Online IntermediariesSelling through Online Intermediaries

5.5.5.5. Selling through Online IntermediariesSelling through Online Intermediaries

5.6.5.6. Direct to Customer Interaction - Online Channel Design for B2C and B2B Marketing.Direct to Customer Interaction - Online Channel Design for B2C and B2B Marketing.

6.6. Integrating Integrating Online Online Communication Communication into into IMC IMC Process Process - - Online Online Advertising Advertising (10)(10)

6.1.6.1. Email MarkEmail Marketing aeting and nd Viral MarkeViral Marketingting

6.2.6.2. Affiliate Marketing - ParticipatoryAffiliate Marketing - Participatory

6.3.6.3. Communication Networks - Social Media CommunitiesCommunication Networks - Social Media Communities

6.4.6.4. Consumer EngagementConsumer Engagement

6.5.6.5. Networks - Customer – Networks - Customer – Led Marketing CampaignsLed Marketing Campaigns

6.6.6.6. Legal and Ethical aspects related to Digital Marketing.Legal and Ethical aspects related to Digital Marketing.


1.1. Retailing Management – Swapna Retailing Management – Swapna PradhanPradhan

2.2. Retail Management- Berman, Evans; Retail Management- Berman, Evans; PearsonPearson

3.3. Retail Management Suja Nair- himalayaRetail Management Suja Nair- himalaya

4.4. Strauss Judy, E-Marketing, Prentice Hall, IndiaStrauss Judy, E-Marketing, Prentice Hall, India





Paper: 407 B: Case studies in MarketingPaper: 407 B: Case studies in Marketing

60 + 40 Pattern: External Marks 60 +Internal Marks 40 = 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Maximum Total Marks: 100



•• To enhance analytical skills of studentsTo enhance analytical skills of students

The student has to select and discuss the case The student has to select and discuss the case studies related to paper no 204 and studies related to paper no 204 and respectiverespective

specialization papers no 304. 305, 306, specialization papers no 304. 305, 306, 307, 405 406, those will 307, 405 406, those will have impact on businesshave impact on business

decision making in each paperdecision making in each paper

Specialization – C – Human Resource ManagementSpecialization – C – Human Resource Management





404 C – Performance & Compensation 404 C – Performance & Compensation ManagementManagement60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To study different To study different performance parameters in organisation.performance parameters in organisation.

•• To study Performance Management To study Performance Management Process.Process.

•• To understand compensation structure in organisation.To understand compensation structure in organisation.

Performance Management-Performance Management-

1.1. Introduction- (07)Introduction- (07)

1.1.1.1. Meaning, Definition and Purpose of Performance ManagementMeaning, Definition and Purpose of Performance Management

1.2.1.2. Standards of Performance and Guidelines to set Performance StandardsStandards of Performance and Guidelines to set Performance Standards

1.3.1.3. Determinants of PerformanceDeterminants of Performance

1.4.1.4. Approaches to Measure PerformanceApproaches to Measure Performance

1.5.1.5. Characteristics of Ideal Performance SystemCharacteristics of Ideal Performance System1.6.1.6. Disadvantages of Poorly Disadvantages of Poorly Implemented Performance SystemImplemented Performance System

2.2. Performance Performance Management Management Process- Process- (04)(04)

2.1.2.1. Performance PlanningPerformance Planning

2.2.2.2. Performance ExecutionPerformance Execution

2.3.2.3. Performance AssessmentPerformance Assessment

2.4.2.4. Performance ReviewPerformance Review

2.5.2.5. Renewal & Re-contractingRenewal & Re-contracting

3.3. Team Team Performance Performance Management- Management- (05)(05)

3.1.3.1. Definition, Importance & Need of TeamsDefinition, Importance & Need of Teams

3.2.3.2. Types of TeamsTypes of Teams

3.3.3.3. Purposes and Challenges of Team Performance Purposes and Challenges of Team Performance ManagementManagement

3.4.3.4. Rewarding Team PerformanceRewarding Team Performance3.5.3.5. Techniques/Measures to enhance Team PerformanceTechniques/Measures to enhance Team Performance

Compensation Management-Compensation Management-

4.4. Introduction- (08)Introduction- (08)

4.1.4.1. Meaning, Concept, Objectives & Types of Meaning, Concept, Objectives & Types of CompensationCompensation

4.2.4.2. Compensation Management ProcessCompensation Management Process

4.3.4.3. Determining Compensation: Wage MixDetermining Compensation: Wage Mix

4.4.4.4. Job Evaluation-Concept, Objectives, Principles and Methods/TechniquesJob Evaluation-Concept, Objectives, Principles and Methods/Techniques

4.5.4.5. Managerial/Executive CompensationManagerial/Executive Compensation

5.5. Wages Wages & & Salary Salary Administration- Administration- (10)(10)

5.1.5.1. Concept and Kinds of WagesConcept and Kinds of Wages

5.2.5.2. Objectives of Sound Wage PolicyObjectives of Sound Wage Policy

5.3.5.3. Principles of Wages and Salary AdministrationPrinciples of Wages and Salary Administration

5.4.5.4. Wage DeterminantsWage Determinants

5.5.5.5. Wage BoardsWage Boards

5.6.5.6. Wage Differentials-Wage Differentials-

5.7.5.7. Concept, Rationale of Wage DifferentialsConcept, Rationale of Wage Differentials

5.8.5.8. Types of Wage Differential-Pay for Performance, Pay for Types of Wage Differential-Pay for Performance, Pay for Knowledge and Skills, CompetencyKnowledge and Skills, Competency

Based PayBased Pay

5.9.5.9. Methods of Wage PaymentsMethods of Wage Payments

5.10.5.10. Components of Wage Structure in IndiaComponents of Wage Structure in India

6.6. IIncentives ncentives & & Fringe Fringe Benefits Benefits (08)(08)

6.1.6.1. IncentivesIncentives--

6.1.1.6.1.1. Meaning, Need and Types of Meaning, Need and Types of IncentivesIncentives

6.1.2.6.1.2. Individual & Group Incentive PlansIndividual & Group Incentive Plans6.2.6.2. Fringe Benefits-Fringe Benefits-

6.2.1.6.2.1. Meaning, Need, Objectives & TypesMeaning, Need, Objectives & Types

6.2.2.6.2.2. Advantages and Disadvantages of Fringe BenefitsAdvantages and Disadvantages of Fringe Benefits

* * Some Some Important Important Factors Factors in in Wage Wage Administration Administration MBA-HR MBA-HR Students Students must must aware aware about- about- (06)(06)

i.i. Income Tax Calculations on Salaries/TDS and e-Return FilingIncome Tax Calculations on Salaries/TDS and e-Return Filing

ii.ii. Preparation of Salary SheetPreparation of Salary Sheet

iii.iii. Provident Fund CalculationsProvident Fund Calculations

iv.iv. Bonus CalculationsBonus Calculations

v.v. Gratuity CalculationsGratuity Calculations

vi.vi. Retirement CalculationsRetirement Calculations

vii.vii. Calculations of all above things on MS-ExcelCalculations of all above things on MS-Excel

* Faculties are expected to t* Faculties are expected to take efforts on these points to ake efforts on these points to improve Skills and Knowledge of studentsimprove Skills and Knowledge of students

about subject. The above calculations are not expected in Exam Paper.about subject. The above calculations are not expected in Exam Paper.


1.1. Performance Management – Kohli - Oxford University PressPerformance Management – Kohli - Oxford University Press

2.2. Performance Management by Herman Aguinis.- PearsonPerformance Management by Herman Aguinis.- Pearson

3.3. Compensation Management An Indian Perspective 2e –BhattCompensation Management An Indian Perspective 2e –Bhattacharyya -Oxford University Pressacharyya -Oxford University Press

4.4. Performance Management-Chadha, MacmillanPerformance Management-Chadha, Macmillan

5.5. Compensation by Milkovich, Newman, VenkataRatnam – Tata McGraw Hill (SiE)Compensation by Milkovich, Newman, VenkataRatnam – Tata McGraw Hill (SiE)

6.6. Essentials of Human Resource Management By P. SubbaRao – Himalaya PublishingEssentials of Human Resource Management By P. SubbaRao – Himalaya Publishing

7.7. Human Resource Management By Snell, Bohalender - Cengage LearningHuman Resource Management By Snell, Bohalender - Cengage Learning

8.8. Human Resource Management-Pande & Basak, PearsonHuman Resource Management-Pande & Basak, Pearson

9.9. Human Resource Management- Gary Dessler & Biju Varkkey - Pearson Prentice HallHuman Resource Management- Gary Dessler & Biju Varkkey - Pearson Prentice Hall

10.10. Human Resource Management by S. S. Khanka – S. Chand & SoHuman Resource Management by S. S. Khanka – S. Chand & Sonsns





405 C – International Human Resource 405 C – International Human Resource ManagementManagement60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To study HRM To study HRM practices in International Environmentpractices in International Environment

•• To compare domestic HRM To compare domestic HRM practices w.r.to International contextpractices w.r.to International context

•• To get indepth knowledge on To get indepth knowledge on RepatriationRepatriation

1.1. Introduction Introduction To To (IHRM) (IHRM) International International Human Human Resource Resource Management Management (10)(10)

1.1.1.1. IHRM: Definition,IHRM: Definition,

1.2.1.2. Internationalization & HRMInternationalization & HRM

1.3.1.3. Domestic Vs International HRMDomestic Vs International HRM

1.4.1.4. Growing interest in IHRMGrowing interest in IHRM

1.5.1.5. Functional positioning of IHRMFunctional positioning of IHRM

1.6.1.6. Organizational context of IHRMOrganizational context of IHRM

1.7.1.7. International Division of LabourInternational Division of Labour

1.8.1.8. Barriers to effective Global HRMBarriers to effective Global HRM

2.2. Social Social and and Cultural Cultural Context Context of of IHRM IHRM (08)(08)

2.1.2.1. Culture & Cultural SensitivityCulture & Cultural Sensitivity

2.2.2.2. Social EnvironmentSocial Environment

2.3.2.3. Religions and Economic ImplicationsReligions and Economic Implications

2.4.2.4. MulticulturalismMulticulturalism

2.5.2.5. Cultural PredispositionCultural Predisposition

2.6.2.6. Cultural DimensionsCultural Dimensions

2.7.2.7. Managing across cultureManaging across culture

3.3. International International Joint Joint Ventures Ventures (08)(08)

3.1.3.1. Concept & Nature Concept & Nature of International Joinof International Joint Venturet Venture

3.2.3.2. Motives & Extent of Merger & AcquisitionsMotives & Extent of Merger & Acquisitions

3.3.3.3. HRM factors in IJVHRM factors in IJV

3.4.3.4. Role & impact of Culture in International Joint VentureRole & impact of Culture in International Joint Venture

3.5.3.5. Methods of Overcoming Cultural &other Problems in IJVMethods of Overcoming Cultural &other Problems in IJV

4.4. Human Human Resource Resource Practices Practices in in International International environment environment (10)(10)

4.1.4.1. Global HR PlanningGlobal HR Planning

4.2.4.2. Recruitment and Selection in International ContextRecruitment and Selection in International Context

4.2.1.4.2.1. Company MotiveCompany Motive

4.2.2.4.2.2. Individual MotiveIndividual Motive

4.2.3.4.2.3. Recruitment MethodsRecruitment Methods

4.2.4.4.2.4. Selection Criterion & TechniquesSelection Criterion & Techniques

4.3.4.3. Emerging trends in training for competitive advantageEmerging trends in training for competitive advantage

4.4.4.4. Developing staff through International assignmentDeveloping staff through International assignment

4.5.4.5. Women Expatriates -The Glass Ceiling PhenomenonWomen Expatriates -The Glass Ceiling Phenomenon

5.5. International International Industrial Industrial Relations Relations (07)(07)

5.1.5.1. Key Issues in International IRKey Issues in International IR

5.2.5.2. Trade Union & International IRTrade Union & International IR

5.3.5.3. IR policy of MNC’sIR policy of MNC’s

5.4.5.4. MNC’s Characteristic in Neutralizing the power of Labour UnionsMNC’s Characteristic in Neutralizing the power of Labour Unions

5.5.5.5. MNC’s Strategy towards International IRMNC’s Strategy towards International IR

6.6. Repatriation (07)Repatriation (07)

6.1.6.1. Concept of RepatriationConcept of Repatriation

6.2.6.2. Benefits from returneesBenefits from returnees

6.3.6.3. Challenges of Re-entryChallenges of Re-entry

6.3.1.6.3.1. Individual PerspectiveIndividual Perspective

6.3.2.6.3.2. Organisational PerspectiveOrganisational Perspective

6.4.6.4. Repatriation ProcessRepatriation Process

6.5.6.5. Managing repatriationManaging repatriation


1.1. International Human Resource Management by K. Ashwathappa – Tata McGraw HillInternational Human Resource Management by K. Ashwathappa – Tata McGraw Hill

2.2. Introduction to International Human Resource Management, 5/E by Crawley, Oxford UniversityIntroduction to International Human Resource Management, 5/E by Crawley, Oxford University

PressPress

3.3. International Human Resource Management by Tony International Human Resource Management by Tony Edwards & Chris Rees.- PearsonEdwards & Chris Rees.- Pearson

4.4. International Human Resource Management by Peter Dowling &Denice Welch – CengageInternational Human Resource Management by Peter Dowling &Denice Welch – Cengage

LearningLearning

5.5. International Human Resource Management by Sengupta, Bhattacharya – Excel BooksInternational Human Resource Management by Sengupta, Bhattacharya – Excel Books

6.6. International Human Resource Management By P. SubbaRao – Himalaya PublicationInternational Human Resource Management By P. SubbaRao – Himalaya Publication

7.7. International Human Resource Management by P L Rao – Excel BooksInternational Human Resource Management by P L Rao – Excel Books

8.8. International Human Resource Management (2/e) by Gupta -MacmillanInternational Human Resource Management (2/e) by Gupta -Macmillan





Paper: 406 C Paper: 406 C – Cases in Human Resource Management– Cases in Human Resource Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



1. To Increase the understanding of 1. To Increase the understanding of what managers should and should not do in what managers should and should not do in guiding aguiding a

business to success.business to success.

2. 2. To identify strategic issues thaTo identify strategic issues that need to be addressed, evaluating stratt need to be addressed, evaluating strategic alternatives,egic alternatives,

and formulating workable plans of action.and formulating workable plans of action.

3. 3. To gain in-depth exTo gain in-depth exposure to different indusposure to different industries and companies, tries and companies, thereby acquiringthereby acquiring

something close to actual business experience.something close to actual business experience.

The student has to Select and discuss the case studies related to paper no. 104, 106, 206, andThe student has to Select and discuss the case studies related to paper no. 104, 106, 206, and

respective specialization papers no. 304, 305, 306, 307, 404, 405 those will have impact onrespective specialization papers no. 304, 305, 306, 307, 404, 405 those will have impact on

business decision making in each paper.business decision making in each paper.

To solve the case studies following steps To solve the case studies following steps may be considered –may be considered –

Steps to solve case StudySteps to solve case Study

1.1. Fact/ SummaryFact/ Summary

2.2. Problem IdentificationProblem Identification

3.3. Assumptions (if Any)Assumptions (if Any)

4.4. Analysis of problemsAnalysis of problems

5.5.

Alternate SolutionAlternate Solution6.6. Feasibility of solutionFeasibility of solution

7.7. Best (optimum) SolutionBest (optimum) Solution

8.8. Action/Implementation PlanAction/Implementation Plan

Specialization –D – Operations Management Specialization –D – Operations Management





404 D –Industrial & Productivity Management404 D –Industrial & Productivity Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


Objectives :-Objectives :-

1)1) To study work study work management to improve productivity of organization.To study work study work management to improve productivity of organization.

2)2) To study measurement of work of labour & optimal utilization of plant & equipment toTo study measurement of work of labour & optimal utilization of plant & equipment to

decrease waste, scrape.decrease waste, scrape.

1)1) Introduction to Industrial Engineering and Introduction to Industrial Engineering and ManagementManagement (06)(06)

a)a) Indian IndustryIndian Industry

b)b) Stages of Scientific & Technological Stages of Scientific & Technological RevolutionRevolution

c)c) Growth of Indian Manufacturing IndustryGrowth of Indian Manufacturing Industry

d)d) New Industrial PolicyNew Industrial Policy

e)e) Major Areas of Indian IndustryMajor Areas of Indian Industry

f)f) Globalization of Indian industryGlobalization of Indian industry

2)2) Work StudyWork Study (06)(06)

a)a) Definition, concept, need and advantages of Work StudyDefinition, concept, need and advantages of Work Study

b)b) Objectives of Method StudyObjectives of Method Study

c)c) Procedure/steps of Method StudyProcedure/steps of Method Study

d)d) Recording TechniquesRecording Techniques

e)e) Micro-motion study and TherbligsMicro-motion study and Therbligs

f)f) SIMO ChartSIMO Chart

g)g) Principles of motion economyPrinciples of motion economy

3)3) Work Work Measurement Measurement (08)(08)

a)a) Concepts of Work measurement and itConcepts of Work measurement and its objectivess objectives

b)b) Techniques and uses of work Techniques and uses of work measurementmeasurement

c)c) Time Study and Methods of timingTime Study and Methods of timing

d)d) Work SamplingWork Sampling

e)e) Predetermined motion time & Systems (PMTS)Predetermined motion time & Systems (PMTS)

f)f) Method Time Measurement (MTM)Method Time Measurement (MTM)

g)g) Work factorWork factor

h)h) Use of Motion Time TablesUse of Motion Time Tables

i)i) ErgonomicsErgonomics

4)4) Productivity (08)Productivity (08)

a)a) Concept, Importance & Benefits of ProductivityConcept, Importance & Benefits of Productivity

b)b) Productivity & ProductionProductivity & Productionc)c) Measurement of productivityMeasurement of productivity

d)d) Productivity IndexProductivity Index

e)e) Means of increasing productivityMeans of increasing productivity

f)f) Productivity improvement procedureProductivity improvement procedure

g)g) Six lines of Attack to improve ProductivitySix lines of Attack to improve Productivity

h)h) Productivity & Standard of LivingProductivity & Standard of Living

5)5) Waste Waste Scrap Scrap & & Disposal Disposal Management Management (08)(08)

a)a) Types & Cost of wastagesTypes & Cost of wastages

b)b) Causes and Remedies of wastageCauses and Remedies of wastage

c)c) Wastage of resources and preventive stepsWastage of resources and preventive steps

d)d) Wastage control Programme and Salvage operationWastage control Programme and Salvage operation

e)e) Scrap Disposal and SurplusScrap Disposal and Surplus

6)6) ConstrainConstraint t Management Management (12)(12)

a)a) Managing constraints across the organizationManaging constraints across the organization

b)b) Theory of Constraints (TOC)Theory of Constraints (TOC)

i)i) Measuring capacity, utilization & PerformanceMeasuring capacity, utilization & Performance

ii)ii) Principles of TOCPrinciples of TOC

c)c) Identification & Management of BottleneckIdentification & Management of Bottleneck

d)d) Product mix decisions using bottlenecksProduct mix decisions using bottlenecks

e)e) Economies of scaleEconomies of scale

f)f) Capacity timing & Sizing strategiesCapacity timing & Sizing strategies

g)g) Procedure for long term capacity DecisionsProcedure for long term capacity Decisions

i)i) Estimate capacity RequirementEstimate capacity Requirementii)ii) Identify GapsIdentify Gaps

iii)iii) Develop AlternativesDevelop Alternatives

iv)iv) Evaluate alternativesEvaluate alternatives


1)1) Industrial Engineering and Production Management by M. Mahajan, DhanpatRai and Sons.Industrial Engineering and Production Management by M. Mahajan, DhanpatRai and Sons.

2)2) Operations Management by Krajewski, Ritzman, Malhotra - PearsonOperations Management by Krajewski, Ritzman, Malhotra - Pearson

3)3) Industrial Engineering and Management by O.P. Khanna, DhanpatRai and Sons.Industrial Engineering and Management by O.P. Khanna, DhanpatRai and Sons.

4)4) Industrial and Business Management by MIndustrial and Business Management by MartandTelsang, S. ChandartandTelsang, S. Chand

5)5) Purchasing and Supply Management- Donald Dobler and David Burt-Tata McGraw HillPurchasing and Supply Management- Donald Dobler and David Burt-Tata McGraw Hill

6)6) Materials Management by P Gopalkrishnan and M Sundaresan- Tata McGraw HillMaterials Management by P Gopalkrishnan and M Sundaresan- Tata McGraw Hill

7)7) Materials Management – Rajendra Mishra – Excel BookssMaterials Management – Rajendra Mishra – Excel Bookss

8)8) Purchasing and Materials Management-NK Nair-VikasPurchasing and Materials Management-NK Nair-Vikas

9)9) Operations &Materials Management by K. ShridharBhat –HPHOperations &Materials Management by K. ShridharBhat –HPH

10)10) Production and Operations Management – Chary - Tata McGraw HillProduction and Operations Management – Chary - Tata McGraw Hill





Paper: 405 D – International Quality ManagementPaper: 405 D – International Quality Management60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


1)1) Foundations Foundations of of Quality Quality Management Management (10)(10)

a)a)

Quality: Meaning, Definition, Importance, Dimension, Types, BenefitsQuality: Meaning, Definition, Importance, Dimension, Types, Benefitsi)i) Five views of QualityFive views of Quality

ii)ii) Quality & Competitive advantageQuality & Competitive advantage

iii)iii) Quality & ProfitabilityQuality & Profitability

iv)iv) Quality as a source of valueQuality as a source of value

b)b) Quality Management:Principles,Quality Management:Principles,

i)i) Traditional Vs. Modern Quality ManagementTraditional Vs. Modern Quality Management

ii)ii) Strategic Quality ManagementStrategic Quality Management

c)c) Total Quality Management (TQM) : Meaning, Scope & ElementsTotal Quality Management (TQM) : Meaning, Scope & Elements

i)i) TQM TQM Vs. Traditional Vs. Traditional Management PracticesManagement Practices

d)d) Deming’s Quality PrinciplesDeming’s Quality Principles

2)2) Administrative systems for Quality ManagementAdministrative systems for Quality Management (10)(10)

a.a. The Fork model for quality management- The HandleThe Fork model for quality management- The Handle

b.b. The Fork model for quality management- The NeckThe Fork model for quality management- The Neck

c.c. The Fork model for quality management- Daily ManagementThe Fork model for quality management- Daily Management

d.d. The Fork model for The Fork model for quality management- Cross-functional Managementquality management- Cross-functional Management

e.e. Resource requirements of the detailed fork Resource requirements of the detailed fork modelmodel

3)3) ISO ISO series series of of Standards Standards (08)(08)

a.a. ISO 9000-2000 systemISO 9000-2000 system

b.b. ISO 9001-2000 systemISO 9001-2000 system

c.c. ISO 9004-2000 systemISO 9004-2000 system

d.d. ISO 14000 SeriesISO 14000 Series

e.e. QS 9000 SeriesQS 9000 Series

4)4) Total Total Quality Quality Management Management (06)(06)

a.a. TQMEX modelTQMEX model

b.b. Japanese 5-S practiceJapanese 5-S practice

c.c. Quality control circlesQuality control circles

d.d. Business process Re-engineeringBusiness process Re-engineering

5)5) Six Sigma ManagementSix Sigma Management (08)(08)

a.a. Concept, Six Sigma TerminologyConcept, Six Sigma Terminology

b.b. DMAIC ModelDMAIC Model

c.c. Benefits and Costs of Six Sigma ManagementBenefits and Costs of Six Sigma Management

d.d. Six Sigma Roles and ResponsibilitiesSix Sigma Roles and Responsibilities

6)6) Kaizen (06)Kaizen (06)

a.a. ConceptConcept

b.b. Kaizen versus innovationKaizen versus innovation

c.c. Kaizen and ManagementKaizen and Management

d.d. Companywide Quality controlCompanywide Quality control

e.e. Characteristics of Companywide Quality controlCharacteristics of Companywide Quality control

ff Kaizen Strategy and PracticeKaizen Strategy and Practice

f.f. Kaizen Strategy and PracticeKaizen Strategy and Practice


1)1) Total Quality Management- Poornima Charantimath, Pearson Total Quality Management- Poornima Charantimath, Pearson EducationEducation

2)2) Quality Management by Howard Gitlow, Alan J, Rosa O, David Levine, Mcgraw-Hill, 3Quality Management by Howard Gitlow, Alan J, Rosa O, David Levine, Mcgraw-Hill, 3rdrd Edition Edition

3)3) Total Quality Management - ShridharBhat - Himalaya Publishing HouseTotal Quality Management - ShridharBhat - Himalaya Publishing House

4)4) Total Quality Management- Besterfield, Pearson EducationTotal Quality Management- Besterfield, Pearson Education

5)5) Total Quality Management- S.D. Bagade, Himalaya Publishing HouseTotal Quality Management- S.D. Bagade, Himalaya Publishing House

6)6) Total Quality Management – Shailendra Nigam – Excel BooksTotal Quality Management – Shailendra Nigam – Excel Books

7)7) Total Quality Management - ShridharBhat- Himalaya Publishing HouseTotal Quality Management - ShridharBhat- Himalaya Publishing House





Paper: 406 D – Case studyPaper: 406 D – Case study60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To gain in-depth exposure to different industries and companies, thereby acquiringTo gain in-depth exposure to different industries and companies, thereby acquiring

something close to actual business experience.something close to actual business experience.

The student has to Select and discuss the case studies related to paper no. 105 and respectiveThe student has to Select and discuss the case studies related to paper no. 105 and respective

specialization papers no. 304, 305, 306, 307, 404, 405 specialization papers no. 304, 305, 306, 307, 404, 405 those will have impact on business decisionthose will have impact on business decision

making in each paper.making in each paper.

Specialization –E – International Business Management Specialization –E – International Business Management





404E404E-International Human Resource Management And Diversity Management-International Human Resource Management And Diversity Management




•• To develop a sound conceptual framework for understanding International HRM.To develop a sound conceptual framework for understanding International HRM.

•• To get in-depth knowledge in To get in-depth knowledge in Diversity Management.Diversity Management.

•• To be able to understand management of global teams.To be able to understand management of global teams.

1.1. INTRODUCTION: INTRODUCTION: OVERVIEW OVERVIEW (4)(4)

1.1.1.1. Concepts of international managementConcepts of international management

1.2.1.2. What is IHRMWhat is IHRM

1.3.1.3. Issues in IHRMIssues in IHRM

1.4.1.4. Barriers to effective Global HRMBarriers to effective Global HRM

1.5.1.5. Expanding the role of HRM in international fExpanding the role of HRM in international firmsirms

1.6.1.6. Domestic Versus International HRMDomestic Versus International HRM

2.2. INTERNATIONAL INTERNATIONAL STRATEGIC STRATEGIC HUMAN HUMAN RESOURCE RESOURCE MANAGEMENT MANAGEMENT (8)(8)


2.2.2.2. Peculiarities of Global Strategic ManagementPeculiarities of Global Strategic Management

2.3.2.3. Value CreationValue Creation

2.4.2.4. Global Strategic Management ProcessGlobal Strategic Management Process

2.5.2.5. MNC’s Business Strategies and HRM StrategiesMNC’s Business Strategies and HRM Strategies

2.6.2.6. Formulation of Alternative Business Unit Level StrategiesFormulation of Alternative Business Unit Level Strategies

2.7.2.7. Collaborative StrategiesCollaborative Strategies

2.8.2.8. Organizational and Human Resource StrategiesOrganizational and Human Resource Strategies

3.3. INTERNATIONAL INTERNATIONAL INDUSTRIAL INDUSTRIAL RELATIONS RELATIONS (8)(8)


3.2.3.2. Three Actors of Industrial RelationsThree Actors of Industrial Relations

3.3.3.3. Trade UnionsTrade Unions

3.4.3.4. Concerns of Trade Unions in Multinational CompaniesConcerns of Trade Unions in Multinational Companies

3.5.3.5. Collective NegotiationsCollective Negotiations

3.6.3.6. Disputes/ ConflictsDisputes/ Conflicts

3.7.3.7. Quality Circles and Participative ManagementQuality Circles and Participative Management

4.4. MANAGING MANAGING CULTURAL CULTURAL DIVERSITY DIVERSITY (10)(10)


4.2.4.2. Culture and its factorsCulture and its factors

4.3.4.3. Cross-cultural Differences in the WorkplaceCross-cultural Differences in the Workplace

4.4.4.4. Workforce DiversityWorkforce Diversity

4.5.4.5. Breaking the Glass-ceiling for Women and MinoritiesBreaking the Glass-ceiling for Women and Minorities

4.6.4.6. Globalization and Mobility of Human ResourcesGlobalization and Mobility of Human Resources

4 74 7 Managing Diversity: Strengths andManaging Diversity: Strengths and WeaknessesWeaknesses

4.7.4.7. Managing Diversity: Strengths and Managing Diversity: Strengths and WeaknessesWeaknesses

4.8.4.8. Strategies for Managing Workforce DiversityStrategies for Managing Workforce Diversity

5.5. MANAGING MANAGING PEOPLE PEOPLE IN IN INTERNATIONAL INTERNATIONAL CONTEXT CONTEXT (8)(8)

5.1.5.1. Human Resource Management and BeyondHuman Resource Management and Beyond

5.2.5.2. French Culture and people ManagementFrench Culture and people Management

5.3.5.3. The American Model of People ManagementThe American Model of People Management

5.4.5.4. Japanese People ManagementJapanese People Management

5.5.5.5. Chinese Model of People ManagementChinese Model of People Management

5.6.5.6. Indian People ManagementIndian People Management

6.6. LEADING LEADING AND AND MANAGING MANAGING GLOBAL GLOBAL TEAMS TEAMS (10)(10)

6.1.6.1. Cross-Cultural misperceptions, misinterpretation and misevaluationCross-Cultural misperceptions, misinterpretation and misevaluation

6.2.6.2. Managing expatriates effectively, equitably and ethicallyManaging expatriates effectively, equitably and ethically

6.3.6.3. Managing multicultural workforceManaging multicultural workforce

6.4.6.4. Domestic multiculturalismDomestic multiculturalism

6.5.6.5. Teams: the organization in microcosmTeams: the organization in microcosm

6.6.6.6. Types of diversity in teamsTypes of diversity in teams

6.7.6.7. Cultural diversity’s impact on teamsCultural diversity’s impact on teams

6.8.6.8. Conditions of high-performing multicultural teamsConditions of high-performing multicultural teams

6.9.6.9. Managing culturally diverse teamsManaging culturally diverse teams


1.1. International Human Resource Management by K. Ashwathappa – Tata McGraw HillInternational Human Resource Management by K. Ashwathappa – Tata McGraw Hill

2.2. Introduction to International Human Resource Management, 5/E by Crawley, Oxford UniversityIntroduction to International Human Resource Management, 5/E by Crawley, Oxford University

PressPress

3.3. International Human Resource Management by P L Rao – Excel BooksInternational Human Resource Management by P L Rao – Excel Books

4.4. International Human Resource Management By P. SubbaRao – Himalaya PublicationInternational Human Resource Management By P. SubbaRao – Himalaya Publication

5.5. International Human Resource Management by Tony International Human Resource Management by Tony Edwards & Chris Rees.- PearsonEdwards & Chris Rees.- Pearson

6.6. International Human Resource Management by Peter Dowling &Denice Welch – CengageInternational Human Resource Management by Peter Dowling &Denice Welch – Cengage

LearningLearning

7.7. International Human Resource Management by Sengupta, Bhattacharya – Excel BooksInternational Human Resource Management by Sengupta, Bhattacharya – Excel Books

8.8. International Human Resource Management (2/e) by Gupta -MacmillanInternational Human Resource Management (2/e) by Gupta -Macmillan





405E405E-International Marketing Management-International Marketing Management



Objective of the Course:Objective of the Course:1. To develop a sound conceptual framework for understanding International Marketing management1. To develop a sound conceptual framework for understanding International Marketing management

practices.practices.

2. To get in-depth knowledge in International Marketing Mix Strategies.2. To get in-depth knowledge in International Marketing Mix Strategies.

3. To be able to understand Export Management.3. To be able to understand Export Management.

1.1. Introduction to International marketing.Introduction to International marketing.

1.1.1.1. International Market.International Market.

1.2.1.2. International Marketing.International Marketing.

1.3.1.3. International orientation and stages.International orientation and stages.

1.4.1.4. International Market orientation.International Market orientation.

1.5.1.5. International Marketing environment; External & International Marketing environment; External & Internal environment. International tradingInternal environment. International trading

environment, trading blocsenvironment, trading blocs

1.6.1.6. International market entry strategies.International market entry strategies.

2.2. International Product strategy.International Product strategy.2.1.2.1. Hierarchy of product, Product design strategy.Hierarchy of product, Product design strategy.

2.2.2.2. Product life cycle management.Product life cycle management.

2.3.2.3. Product planning for global markets.Product planning for global markets.

2.4.2.4. Standardization vs. Adaptation.Standardization vs. Adaptation.

2.5.2.5. Packaging and labeling.Packaging and labeling.

3.3. International Pricing strategy.International Pricing strategy.

3.1.3.1. Role of Pricing, Factors affecting Pricing.Role of Pricing, Factors affecting Pricing.

3.2.3.2. Pricing strategies – cost based, Transfer pricing, Dumping, Skimming price, penetration price,Pricing strategies – cost based, Transfer pricing, Dumping, Skimming price, penetration price,

price discounts.price discounts.

3.3.3.3. Price market relationship, Price escalation, cost of exporting, Taxes, tariffs, exchange rate.Price market relationship, Price escalation, cost of exporting, Taxes, tariffs, exchange rate.

3.4.3.4. Price control: Approaches to lessening price escalation, leasing in international markets.Price control: Approaches to lessening price escalation, leasing in international markets.

4.4. International Promotion strategy.International Promotion strategy.

4.1.4.1. Promotion decisions: complexities and Promotion decisions: complexities and issues, International advertising.issues, International advertising.

4.2.4.2. Marketing environment & Promotional strategies.Marketing environment & Promotional strategies.4.3.4.3. Role of export promotion organizations, Trade fairs and exhibitions.Role of export promotion organizations, Trade fairs and exhibitions.

4.4.4.4. International marketing communication mix.International marketing communication mix.

5.5. International Distribution.International Distribution.

5.1.5.1. International distribution channels, types of International distribution channels, types of channels.channels.

5.2.5.2. International channel conflict and channel decisions.International channel conflict and channel decisions.

5.3.5.3. Distribution planning and functional excellence.Distribution planning and functional excellence.

5.4.5.4. International logistics management and strategy.International logistics management and strategy.

6.6. Export Management.Export Management.

6.1.6.1. Export procedure and documentation.Export procedure and documentation.

6.2.6.2. Managing export decisions.Managing export decisions.

6.3.6.3. Export contracts; risk coverage.Export contracts; risk coverage.

6.4.6.4. Exit policy.Exit policy.

6.5.6.5. Limitations of International marketing.Limitations of International marketing.

REFERENCEREFERENCE BOOKS:BOOKS:

1. International Marketing, R.M.Joshi, OUP1. International Marketing, R.M.Joshi, OUP

2. Global Marketing Management, K. Lee, OUP2. Global Marketing Management, K. Lee, OUP

3. International Marketing-Cateora.3. International Marketing-Cateora.

4. Managing International Marketing –Varkey.4. Managing International Marketing –Varkey.

5. Creating Market across the Globe: Strategies for business excellence – Korwar5. Creating Market across the Globe: Strategies for business excellence – Korwar

6. Essence of International Marketing –Stan Paliwoda.6. Essence of International Marketing –Stan Paliwoda.

7. Global Marketing Management-Warren J. Keegan.7. Global Marketing Management-Warren J. Keegan.

8. International Marketing Management-Subhash Jain.8. International Marketing Management-Subhash Jain.9. International Marketing Micheal- R Czinkota, IIkka A Ronkainen9. International Marketing Micheal- R Czinkota, IIkka A Ronkainen

10. International Marketing, R.M. Joshi10. International Marketing, R.M. Joshi





Paper:406 E–Cases in International Business ManagementPaper:406 E–Cases in International Business Management



Objective:Objective:•• To be able to To be able to understand & solve case studies in understand & solve case studies in International Business Management.International Business Management.

The student has to Select and The student has to Select and discuss the case studies related to respective specialization papers no. 304discuss the case studies related to respective specialization papers no. 304E,E,

305E, 306E, 307E, 404E, and 405E those will have impact on business decision making in each paper.305E, 306E, 307E, 404E, and 405E those will have impact on business decision making in each paper.

Specialization –F – Agro Business Management Specialization –F – Agro Business Management





405 F405 F- RURAL DEVELOPMENT- RURAL DEVELOPMENT60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100


ObjectivesObjectives•• To understand the basic concept To understand the basic concept regarding rural development.regarding rural development.

•• To create awareness about various schemes and programs which are helpful for ruralTo create awareness about various schemes and programs which are helpful for rural

development.development.

1.1. Rural Rural Development Development (7)(7)

1.1.1.1. Concept and Basic Elements of Rural DevelopmentConcept and Basic Elements of Rural Development

1.2.1.2. Nature & Scope of Rural DevelopmentNature & Scope of Rural Development

1.3.1.3. Importance of Rural DevelopmentImportance of Rural Development

1.4.1.4. Objectives of Rural DevelopmentObjectives of Rural Development

2.2. Approaches Approaches and and Determinants Determinants of of Rural Rural Development Development (8)(8)

2.1.2.1. Community Development ProgrammesCommunity Development Programmes

2.2.2.2. Intensive Agricultural District ProgrammeIntensive Agricultural District Programme

2.3.2.3. Concept of IntegrationConcept of Integration2.4.2.4. Changes in the utilization of natural resourcesChanges in the utilization of natural resources

2.5.2.5. Changes in employment, an increase Changes in employment, an increase in Capital.in Capital.

3.3. 3. 3. Rural Rural Development Development Special Special Schemes Schemes and and policies policies (7)(7)

3.1.3.1. Stress on special schemesStress on special schemes

3.2.3.2. Limitations of special schemesLimitations of special schemes

3.3.3.3. Strengthening special schemesStrengthening special schemes

3.4.3.4. Need and Goals of rural development policyNeed and Goals of rural development policy

3.5.3.5. Rural development policy in IndiaRural development policy in India

4.4. 4. 4. Employment Employment Generation Generation Programs Programs (10)(10)

4.1.4.1. Characteristics of Rural EmploymentCharacteristics of Rural Employment

4.2.4.2. Measures needed for employment generationMeasures needed for employment generation4.3.4.3. Incidence of rural unemploymentIncidence of rural unemployment

4.4.4.4. Crash scheme for Rural Crash scheme for Rural DevelopmentDevelopment

4.5.4.5. Pilot Intensive Rural Employment projectsPilot Intensive Rural Employment projects

4.6.4.6. AntyodayaAntyodaya

4.7.4.7. Employment Guarantee schemeEmployment Guarantee scheme

4.8.4.8. Jawahar Rojgar YojanaJawahar Rojgar Yojana

5.5. Role Role of of Banking Banking and and Finance Finance in in Rural Rural Development Development (8)(8)

5.1.5.1. Role of Cooperative and Commercial Banking in Rural sectorRole of Cooperative and Commercial Banking in Rural sector

5.2.5.2. NABARD, its Schemes & PatternsNABARD, its Schemes & Patterns

5.3.5.3. Role of Self-Help Groups in rural developmentRole of Self-Help Groups in rural development

5.4.5.4. The role of foreign investmentThe role of foreign investment

6.6.

Rural Rural Development Development Administration Administration and and Panchayati Panchayati Raj Raj Institution Institution (8)(8)6.1.6.1. Functions of Panchayati Raj SystemFunctions of Panchayati Raj System

6.2.6.2. Merits & demerits of Panchayati Raj SystemMerits & demerits of Panchayati Raj System

6.3.6.3. Strengthening the Panchayati Raj SystemStrengthening the Panchayati Raj System

6.4.6.4. Rural Development AdministrationRural Development Administration


1.1. Rural Development by – Dr. I. Satya Sundaram, Himalaya Publishing HouseRural Development by – Dr. I. Satya Sundaram, Himalaya Publishing House

2.2. Rural Development and Planning in India – Devendra Thakur, Deep & Deep Publications, NewRural Development and Planning in India – Devendra Thakur, Deep & Deep Publications, New

DelhiDelhi

3.3. Rural Industrialization in India – Shrinivas Thakur – Streling Publishess, New DelhiRural Industrialization in India – Shrinivas Thakur – Streling Publishess, New Delhi

4.4. Dynamics of Rural Development Power Structure – S.N. Chandhary – Amar Prakashan, NewDynamics of Rural Development Power Structure – S.N. Chandhary – Amar Prakashan, New

Delhi.Delhi.

5.5. Integrated Rural Development Programme in India: Policy Integrated Rural Development Programme in India: Policy & Administration – A.K.Shrivastva& Administration – A.K.Shrivastva – Deep &Deep Publications, New Delhi. – Deep &Deep Publications, New Delhi.

6.6. Integrated Rural Development – R.C. Arora – S. Chand Sons, New DelhiIntegrated Rural Development – R.C. Arora – S. Chand Sons, New Delhi

7.7. Rural Development, Principles, policies and management- Katar Singh, Sage PublicationRural Development, Principles, policies and management- Katar Singh, Sage Publication





406 F406 F-- Agro entrepreneurship and Agro entrepreneurship and Project ManagementProject Management



1)1) To understand the basic concepts oTo understand the basic concepts of entrepreneurship and project managementf entrepreneurship and project management2)2) To aware learners towards agro To aware learners towards agro entrepreneurship.entrepreneurship.

3)3) To provide proper guidance to set a particular agro based project.To provide proper guidance to set a particular agro based project.

1.1. Rural Rural Entrepreneurship Entrepreneurship (8)(8)

1.1.1.1. Concept of rural Concept of rural entrepreneurshipentrepreneurship

1.2.1.2. Aims of rural Aims of rural entrepreneurshipentrepreneurship

1.3.1.3. Opportunities and barriers to entrepreneurship in rural IndiaOpportunities and barriers to entrepreneurship in rural India

1.4.1.4. Policies Governing EntrepreneurshipPolicies Governing Entrepreneurship

2.2. Skill Skill Development, Development, ICT ICT and and rural rural entrepreneurship entrepreneurship (10)(10)

2.1.2.1. Skills required for Skills required for entrepreneurshipentrepreneurship

2.2.2.2. Rural applicabilityRural applicability

2.3.2.3. Government training programs for Government training programs for skill developmentskill development

2.4.2.4. Rural ICT initiativesRural ICT initiatives

2.5.2.5. Role of ICT in changing rural IndiaRole of ICT in changing rural India

2.6.2.6. Need to create rural Need to create rural ICT entrepreneursICT entrepreneurs

3.3. Introduction Introduction to to Project Project Management Management (10)(10)

3.1.3.1. Searching for a Business IdeaSearching for a Business Idea

3.2.3.2. Project Identification and Project formulationProject Identification and Project formulation

3.3.3.3. Project Analysis, Project RiskProject Analysis, Project Risk

3.4.3.4. Project Planning, Project Design and Network AnalysisProject Planning, Project Design and Network Analysis

3.5.3.5. Project Report, Project AppraisalProject Report, Project Appraisal

3.6.3.6. Location of an Enterprise, Factory Design and LayoutLocation of an Enterprise, Factory Design and Layout

4.4. Project Project Finance Finance and and Financial Financial Analysis Analysis (10)(10)

4.1.4.1. Source of Development of Finance, Project FinancingSource of Development of Finance, Project Financing

4.2.4.2. Financial Analysis, Funds flow analysisFinancial Analysis, Funds flow analysis

4.3.4.3. Ratio Analysis, Investment processRatio Analysis, Investment process

4.4.4.4. Break Even Analysis, Profitability analysisBreak Even Analysis, Profitability analysis

4.5.4.5. Social Cost- Benefit Analysis, Budget and planning Process, BenchmarkingSocial Cost- Benefit Analysis, Budget and planning Process, Benchmarking

4.6.4.6. Role of various Government institutions for Promoting Agri. projects.Role of various Government institutions for Promoting Agri. projects.

5.5. Project Project Reports Reports (10)(10)

5.1.5.1. Preparation of project reports for –Preparation of project reports for –

5.2.5.2. Milk and Milk ProductsMilk and Milk Products

5.3.5.3. Live StocksLive Stocks

5.4.5.4. Medicinal plantsMedicinal plants

5.5.5.5. Agro TourismAgro Tourism

5.6.5.6. IrrigationIrrigation

5.7.5.7. Fertilizer /PesticidesFertilizer /Pesticides

5.8.5.8. Floriculture and HorticultureFloriculture and Horticulture


1.1. Entrepreneurship Development- Theories and Practices- N.P.SinghEntrepreneurship Development- Theories and Practices- N.P.Singh

2.2. Project Management- Vasant Desai – Himalaya PublicationProject Management- Vasant Desai – Himalaya Publication

3.3. Management in Agricultural Finance.- Jain S.C.Vora and Company. Publishers Pvt. Ltd.Management in Agricultural Finance.- Jain S.C.Vora and Company. Publishers Pvt. Ltd.

Entrepreneurship and Technology- Vasant DesaiEntrepreneurship and Technology- Vasant Desai

4.4. Agri-Business Management- Iwase Smita-Everest Publishing HouseAgri-Business Management- Iwase Smita-Everest Publishing House

5.5. Agricultural Policy in India – Karla OAgricultural Policy in India – Karla O.P. - Bombay Popular Prakashan Mumbai.P. - Bombay Popular Prakashan Mumbai

6.6. Text Book of Animal Husbandry – Banerjee G.C.-Oxford & IBH Publisher New Delhi.Text Book of Animal Husbandry – Banerjee G.C.-Oxford & IBH Publisher New Delhi.

7.7. Rural and Agricultural Marketing Rural and Agricultural Marketing –Pandey, Mukesh and Deepak Tiwari-International Book Distribution–Pandey, Mukesh and Deepak Tiwari-International Book Distribution

Co. New Delhi.Co. New Delhi.

8.8. Organizing Rural Business Policy Planning and Management- Rajagopal-Sage Publication, New Delhi.Organizing Rural Business Policy Planning and Management- Rajagopal-Sage Publication, New Delhi.





407 F407 F-- Case Studies in Case Studies in Agri Business managementAgri Business management



•• To get knowledge regarding agribusiness concepts and process.To get knowledge regarding agribusiness concepts and process.

The Student has to select and The Student has to select and discuss the case studies related to respective specialization papersdiscuss the case studies related to respective specialization papers

no 304,305,306,307,404 and 405 those will have impact on business decision making in eachno 304,305,306,307,404 and 405 those will have impact on business decision making in each

paper.paper.

Specialization –G – Information Technology & Systems Management Specialization –G – Information Technology & Systems Management





Paper: 405G: Paper: 405G: INTERNET INTERNET TECHNOLOGYTECHNOLOGY 60 + 40 Pattern: External Marks 60 +Internal Marks (20 Marks Theory + 20 Marks Practical= 40 Marks)= Maximum Total Marks:60 + 40 Pattern: External Marks 60 +Internal Marks (20 Marks Theory + 20 Marks Practical= 40 Marks)= Maximum Total Marks:

100100 Required Lectures: 48 hoursRequired Lectures: 48 hours (32 Hours Theory + 18 Hours Practical) (32 Hours Theory + 18 Hours Practical)

Objectives of the course:Objectives of the course:

•• To understand Technical aspect of To understand Technical aspect of Internet TechnologyInternet Technology•• To learn Advanced web programmingTo learn Advanced web programming•• To gain the knowledge for building & customising your own web pageTo gain the knowledge for building & customising your own web page

1.1. Introduction Introduction to to Internet Internet Technology Technology (5)(5)

1.1.1.1. Browser, Server, Client, ISP, Protocol, DNS, URL, WWWBrowser, Server, Client, ISP, Protocol, DNS, URL, WWW

1.2.1.2. HTML BasicsHTML Basics : : HTML Page Block Diagram, Tags- Singular & Paired Tags, AttributesHTML Page Block Diagram, Tags- Singular & Paired Tags, Attributes

1.3.1.3. Simple & Dynamic Web pages.Simple & Dynamic Web pages.

2.2. Designing Designing Web Web Page Page (12)(12)

2.1.2.1. Block & Text Formatting Tags, Block & Text Formatting Tags, Special Characters, Special Characters, Image tagsImage tags

2.2.2.2. Links – To a page, Within Page, To a Links – To a page, Within Page, To a Site.Site.

2.3.2.3. Links And Images – Image Mapping LayoutLinks And Images – Image Mapping Layout

2.4.2.4. List (OL, UL, DL)List (OL, UL, DL)2.5.2.5. Tables- Frames (Nested, I Frame)Tables- Frames (Nested, I Frame)

2.6.2.6. Head Elements – Base Font, Meta Tags, Scripts, StylesHead Elements – Base Font, Meta Tags, Scripts, Styles

3.3. Cascading Cascading Style Style Sheet Sheet (CSS) (CSS) (5)(5)

3.1.3.1. InlineInline

3.2.3.2. EmbeddedEmbedded

3.3.3.3. Sep. /ExternalSep. /External

3.4.3.4. Transaction Effect (Marquee Tag)Transaction Effect (Marquee Tag)

4.4. VB VB Script Script (15)(15)

4.1.4.1. Variables-Definition, Naming rules, Data Variables-Definition, Naming rules, Data types, Constant, Arrays, operator.types, Constant, Arrays, operator.

4.2.4.2. VB Script Control Structure-Conditional, looping, branchingVB Script Control Structure-Conditional, looping, branching

4.3.4.3. VB Script built-in function, Typecasting variables, Math, date, String, Formatting -FunctionVB Script built-in function, Typecasting variables, Math, date, String, Formatting -Function

5.5. ASP (05)ASP (05)

5.1.5.1. What are ASPs?What are ASPs?

5.2.5.2. Understanding Client – Server ModelUnderstanding Client – Server Model5.3.5.3. ASP versus Client side ScriptingASP versus Client side Scripting

5.4.5.4. Setting PWs and/or IISSetting PWs and/or IIS

5.5.5.5. Dissecting your First ASP Script.Dissecting your First ASP Script.

5.6.5.6. Understanding ASP Script.Understanding ASP Script.

6.6. Database Database connectivity connectivity using using ASP ASP (06)(06)

6.1.6.1. Using Database- Reading From a Database Using ASPUsing Database- Reading From a Database Using ASP

6.2.6.2. Deleting Database recordsDeleting Database records


1.1. The Complete Reference to HTML - The Complete Reference to HTML - Thomas PowellThomas Powell

2.2. Dynamic HTML for Dummies – Michael HymanDynamic HTML for Dummies – Michael Hyman

3.3. ASP Developers Guide – Greg VuczekASP Developers Guide – Greg Vuczek4.4. ASP in 21 Days – ScoASP in 21 Days – Scott Mitchell and James Atkinsontt Mitchell and James Atkinson

5.5. ASP 3.0 – A Beginner’s Guide – MercerASP 3.0 – A Beginner’s Guide – Mercer

’ d ll’ d ll

6.6. HTML - Beginner’s Guide - WillartHTML - Beginner’s Guide - Willart

7.7. Mastering ASP- Ivan BayrossMastering ASP- Ivan Bayross

Practical ListPractical List

1.1. Create a web page to demonstrate text & block formatting tags.Create a web page to demonstrate text & block formatting tags.

2.2. Create a web page to Create a web page to demonstrate various list tagsdemonstrate various list tags

3.3. Crate a web page to demonstrate Image tags.Crate a web page to demonstrate Image tags.

4.4. Create a web page to demonstrate different linking tags.Create a web page to demonstrate different linking tags.

5.5. Demonstrate table tag with all attributes & valuesDemonstrate table tag with all attributes & values

6.6. Demonstrate frame and frameset tagsDemonstrate frame and frameset tags

7.7. Demonstrate form tags & different element tagsDemonstrate form tags & different element tags

8.8. Create a web page to demonstrate CSS(Internal & External).Create a web page to demonstrate CSS(Internal & External).9.9. Validate form controls using vb script functionValidate form controls using vb script function

10.10. Implement your own tags using XMLImplement your own tags using XML

North Maharashtra University, JalgaonNorth Maharashtra University, Jalgaon

(NACC Accredited ‘A’ Grade (NACC Accredited ‘A’ Grade University)University)




Paper: 406G: Paper: 406G: SOFTWARE SOFTWARE PROJECT MANAGPROJECT MANAGEMENTEMENT 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100



•• To provide basic project management skills with a strong emphasis on issues and problems associatedTo provide basic project management skills with a strong emphasis on issues and problems associated

with delivering successful IT projects.with delivering successful IT projects.

•• The module is designed to provide an understanding of the particular issues encountered in handling ITThe module is designed to provide an understanding of the particular issues encountered in handling IT

projects and to offer projects and to offer students methods, techniques and 'hands-on' experience in dealing with students methods, techniques and 'hands-on' experience in dealing with them. Uponthem. Upon

completion of this module students will be able to undertake and be aware of aspects of projectcompletion of this module students will be able to undertake and be aware of aspects of project

management.management.

1.1. Introduction Introduction to to Software Software Project Project Management Management (8)(8)

Definition-Project, Importance of Software Project Management, Software Projects Vs Other Projects,Definition-Project, Importance of Software Project Management, Software Projects Vs Other Projects,

Ways to Categorize Software Projects, Problem with S/W Projects, Requirement Specification &Ways to Categorize Software Projects, Problem with S/W Projects, Requirement Specification &

Management ControlManagement Control

2.2. Project Project Planning Planning (8)(8)

Introduction, Select Project, Identify Project scope & objectives, Identify project infrastructure, AnalyzeIntroduction, Select Project, Identify Project scope & objectives, Identify project infrastructure, Analyze

Project Characteristics, Identify Project Products & Activities, Estimate effort for each activity, identifyProject Characteristics, Identify Project Products & Activities, Estimate effort for each activity, identify

activity risk & Allocate Resourcesactivity risk & Allocate Resources

3.3. Programme Programme Management Management & & Project Project Evaluation Evaluation (8)(8)

Introduction, Programme management, Managing the allocation of resources within programmes,Introduction, Programme management, Managing the allocation of resources within programmes,

Strategic Programme Management, Aids to Programme Management, Evaluation of Individual Projects,Strategic Programme Management, Aids to Programme Management, Evaluation of Individual Projects,

Technical Assessment, Cost- Benefit Evaluating Techniques & Technical Assessment, Cost- Benefit Evaluating Techniques & risk Evaluationrisk Evaluation

4.4. Selection Selection of of an an appropriate appropriate project project approach approach & & Software Software Effort Effort Estimation Estimation (8)(8)

Project Selection Approach- Introduction, Choosing Technologies, Choice of Process Models, Structure VsProject Selection Approach- Introduction, Choosing Technologies, Choice of Process Models, Structure Vs

Speed Delivery, Waterfall Model, V-Model, Spiral Model, Software Prototyping, Managing iterativeSpeed Delivery, Waterfall Model, V-Model, Spiral Model, Software Prototyping, Managing iterative

ProcessesProcesses

Software Effort Estimation-Software Effort Estimation- Introduction, Problems with over & under Estimates, the basis for SoftwareIntroduction, Problems with over & under Estimates, the basis for Software

estimating, Software Effort estimation estimating, Software Effort estimation Techniques, Expert Judgment, COCOMO- a parametric ModelTechniques, Expert Judgment, COCOMO- a parametric Model

5.5. Project Project organization organization & & Implementation Implementation (8)(8)

Project organizationProject organization-- Organization Structures, Comparison of organizational structures in projects, Level ofOrganization Structures, Comparison of organizational structures in projects, Level ofproject organizations, Functional & project Managers Comparisonproject organizations, Functional & project Managers Comparison

Project Implementation-Project Implementation- Information Systems Project Success, Information Systems Project Failure, Information Systems Project Success, Information Systems Project Failure,

Information Technology Failure, Critical Success Factors, Reasons for Information System Project Failure,Information Technology Failure, Critical Success Factors, Reasons for Information System Project Failure,

Quality Control in project Implementation, User involvement in Project Implementation, IntegratedQuality Control in project Implementation, User involvement in Project Implementation, Integrated

Requisitioning SystemRequisitioning System

6.6. Risk Risk Management Management & & Software Software Quality Quality (8)(8)

Risk ManagementRisk Management-- Introduction, Categories of Risk, Framework, risk identification, risk assessment, riskIntroduction, Categories of Risk, Framework, risk identification, risk assessment, risk

planning, risk management, evaluating risk to planning, risk management, evaluating risk to the schedulethe schedule

Software Quality-Introduction, Software Quality in Project Planning, Importance of Software Quality,Software Quality-Introduction, Software Quality in Project Planning, Importance of Software Quality,

Practical Software Quality Measures,Practical Software Quality Measures, Product Vs Process Quality Management, External Standards,Product Vs Process Quality Management, External Standards,

Techniques to help enhance software quality, Techniques to help enhance software quality, Quality PlansQuality Plans


1.1. Bob hughes & Mike Cotterell, “Software Project Maangement”, Tata McGraw Hill, Fourth EditionBob hughes & Mike Cotterell, “Software Project Maangement”, Tata McGraw Hill, Fourth Edition

2.2. David L. Olson, “Introduction to Information Systems Project Management”, McGRAW-HILLDavid L. Olson, “Introduction to Information Systems Project Management”, McGRAW-HILL

International EditionInternational Edition

33 Ramesh Gopalaswamy "Managing Global Projects" Tata McGraw Hill 2001Ramesh Gopalaswamy "Managing Global Projects" Tata McGraw Hill 2001

3.3. Ramesh, Gopalaswamy, Managing Global Projects , Tata McGraw Hill, 2001.Ramesh, Gopalaswamy, Managing Global Projects , Tata McGraw Hill, 2001.

4.4. Royce, “Software Project Management”, Pearson Education, 1999.Royce, “Software Project Management”, Pearson Education, 1999.

5.5. Jalote, “Software Project Management in Practice”, Pearson Education, 2000Jalote, “Software Project Management in Practice”, Pearson Education, 2000





Paper: 407G : Paper: 407G : CYBER LAWS CYBER LAWS & CYBER & CYBER SECURITYSECURITY 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 10060 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100

Required Lectures:50 hoursRequired Lectures:50 hours


•• To understand the fundamentals of cyber security and cyber offenses, be familiar with cybercrimeTo understand the fundamentals of cyber security and cyber offenses, be familiar with cybercrime

techniques and prevention through cyber laws, gain knowledge of cyber forensics and the securitytechniques and prevention through cyber laws, gain knowledge of cyber forensics and the security

mechanisms.mechanisms.


1.1.1.1. Terminologies : cyberspace, cybercrime, cyber security, Cyber squatting, cyberpunk, cyberTerminologies : cyberspace, cybercrime, cyber security, Cyber squatting, cyberpunk, cyber

warfare, cyber terrorismwarfare, cyber terrorism

1.2.1.2. Cyber security needsCyber security needs

1.3.1.3. Cyber criminals : Introduction, Cybercriminals GroupsCyber criminals : Introduction, Cybercriminals Groups

1.4.1.4. Classification of cyber crimesClassification of cyber crimes

1.5.1.5. Cybercrime categoriesCybercrime categories

1.6.1.6. Cybercrime : The legal Cybercrime : The legal perspectiveperspective

2.2. Cyber Cyber offenses offenses (08)(08)

2.1.2.1. Hackers, crackers, Freakers : IntroductionHackers, crackers, Freakers : Introduction

2.2.2.2. Planning cybercrimePlanning cybercrime

2.3.2.3. Social engineeringSocial engineering

2.4.2.4. Cyber stalkingCyber stalking

2.5.2.5. Cyber cafe and cybercrimeCyber cafe and cybercrime

2.6.2.6. Attack vectorAttack vector

2.7.2.7. Bot netsBot nets

3.3. Cybercrime Cybercrime techniques techniques (10)(10)

3.1 Proxy servers and Anonymizers, phishing3.1 Proxy servers and Anonymizers, phishing

3.2 Password cracking3.2 Password cracking

3.1.3.1. Key loggers and spywaresKey loggers and spywares

3.2.3.2. Virus and wormsVirus and worms

3.3.3.3. Trojan horse and backdoorsTrojan horse and backdoors

3.4.3.4. SteganographySteganography3.5.3.5. Dos and DDos attacksDos and DDos attacks

3.6.3.6. SQL injectionSQL injection

3.7.3.7. Buffer overflowBuffer overflow

4.4. Phishing Phishing and and Identity Identity theft theft (08)(08)

4.1.4.1. Phishing : IntroductionPhishing : Introduction

4.2.4.2. Phishing methods : Dragnet, Rod-and-reel , Lobsterpot, GillnetPhishing methods : Dragnet, Rod-and-reel , Lobsterpot, Gillnet

4.3.4.3. Techniques of phishingTechniques of phishing

4.4.4.4. Phishing Toolkits and Spy PhishingPhishing Toolkits and Spy Phishing

4.5.4.5. Phishing countermeasuresPhishing countermeasures

4.6.4.6. Personally Identifiable Information (PII)Personally Identifiable Information (PII)

4.7.4.7. Types of Identity theftTypes of Identity theft

4.8.4.8. Techniques of Identity theftTechniques of Identity theft

4.9.4.9. Identity Theft CountermeasuresIdentity Theft Countermeasures

5.5. Legal Legal Perspective Perspective of of Cyber Cyber security& security& Forensics Forensics fundamentals fundamentals (08)(08)

5.1.5.1. Need for cyber laws: The Indian contextNeed for cyber laws: The Indian context

5.2.5.2. Indian IT Act 2000Indian IT Act 2000

5.3.5.3. Changes made in IT Act 2000Changes made in IT Act 2000

5.4.5.4. Digital signatures and the Indian IT ActDigital signatures and the Indian IT Act

5.5.5.5. Cybercrime and punishmentCybercrime and punishment

5.6.5.6. Cyber forensics : introduction, typesCyber forensics : introduction, types

5.7.5.7. Needs of cyber forensicsNeeds of cyber forensics

5.8.5.8. Cyber forensics and digital evidenceCyber forensics and digital evidence

6.6. Cyber Cyber Security: Security: Organization Organization Implications Implications (08)(08)

6.1.6.1. Search Breach: PI Collecting by Organization, Insiders threats in OrganizationSearch Breach: PI Collecting by Organization, Insiders threats in Organization

6.2.6.2. Privacy DimensionPrivacy Dimension

6.3.6.3. Key-challenges in OrganizationKey-challenges in Organization

6.4.6.4. Cost of cyber crimes and IPR issuesCost of cyber crimes and IPR issues

6.5.6.5. Organizational guidelines for Internet usage, safe computing guidelines and computer usageOrganizational guidelines for Internet usage, safe computing guidelines and computer usage

policypolicy

6.6.6.6. Forensics best practices for organizationForensics best practices for organization


1.1. Nina Godhbole, SunitBelapure Cyber Security Nina Godhbole, SunitBelapure Cyber Security understanding Cyber Crimes, Computer Forensics andunderstanding Cyber Crimes, Computer Forensics and

Legal Perspectives, Wiley IndiaLegal Perspectives, Wiley India

2.2. Marjie T. Britz Computer Forensics and Cyber Crime: An Introduction, PearsonMarjie T. Britz Computer Forensics and Cyber Crime: An Introduction, Pearson3.3. AlfaredBasta and Wolf AlfaredBasta and Wolf Holten, Computer Security Concepts, Issues and Implementation, CENGAGEHolten, Computer Security Concepts, Issues and Implementation, CENGAGE

learninglearning

4.4. Raghu Santanam, M. Raghu Santanam, M. Sethumadhavan, MohitVirendraCyber Security, Cyber Crime and Cyber Forensics,Sethumadhavan, MohitVirendraCyber Security, Cyber Crime and Cyber Forensics,

IGI GlobalIGI Global

5.5. George M. Mohay,Alison AndersonComputer and intrusion George M. Mohay,Alison AndersonComputer and intrusion forensics, Artech Houseforensics, Artech House

6.6. G. Ram Kumar, Cyber G. Ram Kumar, Cyber Crimes-A primer on Internet Threats & Email Crimes-A primer on Internet Threats & Email Abuses,Viva BooksAbuses,Viva Books

Specialization – H – Retail Management Specialization – H – Retail Management





Paper: 405 H:Paper: 405 H: International RetailingInternational Retailing

60 + 40 Pattern: External 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Marks: 100 Required Lectures: 48 hoursRequired Lectures: 48 hours


•• To get acquainted about emerging trends in global retailing in 2To get acquainted about emerging trends in global retailing in 211stst century. century.

•• To provide basic knowledge of International retailing, Global Markets along withTo provide basic knowledge of International retailing, Global Markets along with

problems.problems.

•• To study the role of finTo study the role of financial management in International marketing.ancial management in International marketing.

1.1. International International Marketing Marketing (8)(8)

1.1.1.1. Concept, Importance, Need of International MConcept, Importance, Need of International Marketingarketing

1.2.1.2. International Marketing Research and Information systemInternational Marketing Research and Information system

1.3.1.3. Problems in International MarketingProblems in International Marketing

1.4.1.4. EPRG OrientationEPRG Orientation

1.5.1.5. International Retailing in 21International Retailing in 21stst century century

2.2. Internationalization Internationalization of of Retailing Retailing (8)(8)

2.1.2.1. Internationalization of Retailing-Need, ScopeInternationalization of Retailing-Need, Scope

2.2.2.2. Evolution of International RetailingEvolution of International Retailing

2.3.2.3. FDI in retailingFDI in retailing

2.4.2.4. Drivers of International RetailingDrivers of International Retailing

2.5.2.5. Live Exercise- Students should observe recent trends in Retailing along with FDI followed byLive Exercise- Students should observe recent trends in Retailing along with FDI followed by

group discussion in class room.group discussion in class room.

3.3. Global Global Retail Retail Markets Markets (8)(8)

3.1.3.1. Strategic planning process for global retailingStrategic planning process for global retailing

3.2.3.2. Challenges facing by global retailers,Challenges facing by global retailers,3.3.3.3. Challenges & Threats in global retailing,Challenges & Threats in global retailing,

3.4.3.4. Factors affecting the success of a global rFactors affecting the success of a global retailing strategyetailing strategy

3.5.3.5. Innovative emerging trends in global retailingInnovative emerging trends in global retailing

3.6.3.6. A study of US and Asian MarketsA study of US and Asian Markets

4.4. Selection Selection of of International International Retail Retail Market Market (6)(6)

4.1.4.1. Need to select International retail marketNeed to select International retail market

4.2.4.2. Study and analysis of retailing in global arena/settingStudy and analysis of retailing in global arena/setting

4.3.4.3. Different methods of international retailingDifferent methods of international retailing

4.4.4.4. Different modes of market entry for international retailersDifferent modes of market entry for international retailers

5.5. Competing Competing in in Foreign Foreign Market Market I I (5)(5)

5.1.5.1. Multi country competition and global competitionMulti country competition and global competition

5.2.5.2. Competitive advantages in foreign marketCompetitive advantages in foreign market5.3.5.3. Cross market subsidizationCross market subsidization

5.4.5.4. Global StructureGlobal Structure

5.4.5.4. Global StructureGlobal Structure

5.5.5.5. International retail marketing mix- concept & importanceInternational retail marketing mix- concept & importance

5.6.5.6. Managing brand at international levelManaging brand at international level

6.6. Competing Competing in in Foreign Foreign Market Market II II (5)(5)

6.1.6.1. Global issues in Supply chain Management: Forces behind globalizationGlobal issues in Supply chain Management: Forces behind globalization

6.2.6.2. World class SCMWorld class SCM

6.3.6.3. World class demand management (WCDM)World class demand management (WCDM)

6.4.6.4. World class logistics management (WCLM)World class logistics management (WCLM)

7.7. Financial Financial Management Management in in InternationInternational al Retailing Retailing (8)(8)

7.1.7.1. Importance of financial management in international retailingImportance of financial management in international retailing

7.2.7.2. Financial performances and Financial strategyFinancial performances and Financial strategy

7.3.7.3. Strategic Cost ManagementStrategic Cost Management

7.4.7.4. Accounting MethodsAccounting Methods

7.5.7.5. Strategic Profit ModelStrategic Profit Model

7.6.7.6. Financial ratios in RetailingFinancial ratios in Retailing

REFERENCEREFERENCE BOOKS:BOOKS:


2.2. Retailing Management: Suja Nair, Himalaya PublishingRetailing Management: Suja Nair, Himalaya Publishing

3.3. Retail Management: Swapna Pradhan, Tata Mc Graw HillRetail Management: Swapna Pradhan, Tata Mc Graw Hill

4.4. The art of Retailing- A.J.Lamba, Tata McGraw Hill EducationThe art of Retailing- A.J.Lamba, Tata McGraw Hill Education

5.5. Retail Management-A Strategic Approach: Berry Berman & J.R.Evans, Prentice Hall of Retail Management-A Strategic Approach: Berry Berman & J.R.Evans, Prentice Hall of India, NewIndia, NewDelhiDelhi

6.6. Retail Management: S.L.Gupta, Wisdom PublicationsRetail Management: S.L.Gupta, Wisdom Publications

7.7. Managing the Supply Chain-the definitive Gudie-David Simchi Levi, Philip Kaminsky and Edith SimchiManaging the Supply Chain-the definitive Gudie-David Simchi Levi, Philip Kaminsky and Edith Simchi

Levi, Tata Mc-Graw Hill, 2004Levi, Tata Mc-Graw Hill, 2004

8.8. World Class Supply Management: The key to SCM- Burt, Dobler and Starling, Tata McWorld Class Supply Management: The key to SCM- Burt, Dobler and Starling, Tata McGraw Hill,Graw Hill,

Seventh Edition, 2006.Seventh Edition, 2006.

9.9. High performance interactive marketing- Christopher Ryan, Viva Books Ltd, 2003High performance interactive marketing- Christopher Ryan, Viva Books Ltd, 2003..





Paper: 406 H:Paper: 406 H: Information Technology in Retail ManagementInformation Technology in Retail Management 60 + 40 Pattern: External 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Marks: 100


Objective:Objective:•• To understand the role of Information technology in To understand the role of Information technology in retail management.retail management.

•• To get acquainted about Enterprise Resource Planning and E Commerce.To get acquainted about Enterprise Resource Planning and E Commerce.

•• To provide knowledge of E-retailing, Online Shopping, Mobile shopping etc.To provide knowledge of E-retailing, Online Shopping, Mobile shopping etc.

1.1. Retail Retail Management Management & & Information Information System System (8)(8)

1.1.1.1. Role of IT in businessRole of IT in business

1.2.1.2. Importance of IT in retailImportance of IT in retail

1.3.1.3. The need for product identificationThe need for product identification

1.4.1.4. Factors affecting the use of IT in RetailFactors affecting the use of IT in Retail

1.5.1.5. Radio frequency Identification (RFID) - Radio frequency Identification (RFID) - Concept and applications in retailing.Concept and applications in retailing.

2.2. Application Application of of IT IT and and its its areas areas for for impact impact (8)(8)

2.1.2.1. Adopting coding systemAdopting coding system2.2.2.2. Inventory controlInventory control

2.3.2.3. Sales analysis and point of sales,Sales analysis and point of sales,

2.4.2.4. Sales forecastingSales forecasting

2.5.2.5. Collaborative planning forecasting replenishment (CPFR)Collaborative planning forecasting replenishment (CPFR)

3.3. Essential Essential requirement requirement of of Information Information System System (6)(6)

3.1.3.1. Ease of creationEase of creation

3.2.3.2. Inventory levelInventory level

3.3.3.3. EDI: Electronic data interchangeEDI: Electronic data interchange

3.4.3.4. Database ManagementDatabase Management

4.4. Enterprise Enterprise Resource Resource Planning Planning (6)(6)

4.1.4.1. Implementing ERP solutionsImplementing ERP solutions

4.2.4.2. Need and Need and Benefits Benefits of ERPof ERP4.3.4.3. Use of ERP: Globalization and Retail MarketUse of ERP: Globalization and Retail Market

5.5. New New trends trends in in IT IT Application Application in in Retailing Retailing (8)(8)

5.1.5.1. Web enable system and Data mining toolsWeb enable system and Data mining tools

5.2.5.2. LAN and WAN strategiesLAN and WAN strategies

5.3.5.3. Interactive kiosksInteractive kiosks

5.4.5.4. Efficiency in operation and merchandiseEfficiency in operation and merchandise

6.6. E-retailing E-retailing and and Use Use of of IT IT (12)(12)

6.1.6.1. How firms are using the Internet to expand their marketsHow firms are using the Internet to expand their markets

6.2.6.2. E-retailing-concepts, growing importance in 21E-retailing-concepts, growing importance in 21stst century century

6.3.6.3. Interactive home shoppingInteractive home shopping

6.4.6.4. Mobile shopping: Apps, Smart cards, e-cash,Mobile shopping: Apps, Smart cards, e-cash,

6.5.6.5. Retailing through television : Asian sky shopRetailing through television : Asian sky shop6.6.6.6. Online shopping: Shopping carts e.g. e-bay, Amazon, Flip cart etc.Online shopping: Shopping carts e.g. e-bay, Amazon, Flip cart etc.

6.7.6.7. Strategies for E-commerceStrategies for E-commerce

6.7.6.7. Strategies for E commerceStrategies for E commerce

6.8.6.8. Limitations to the web applicationsLimitations to the web applications

6.9.6.9. Live Exercise –Students may visit personally Live Exercise –Students may visit personally or may observe any retail Sor may observe any retail Supermarket on Internetupermarket on Internet

which provides online services to customers followed by group discussion in classroom.which provides online services to customers followed by group discussion in classroom.



2.2. Retailing Management: Suja Nair, Himalaya PublishingRetailing Management: Suja Nair, Himalaya Publishing

3.3. Retail Management: Swapna Pradhan, Tata Mc. Graw HillRetail Management: Swapna Pradhan, Tata Mc. Graw Hill

4.4. The art of Retailing- A.J.Lamba, Tata McGraw Hill EducationThe art of Retailing- A.J.Lamba, Tata McGraw Hill Education

5.5. Retail Management-A Strategic Approach: Berry Berman & J.R.Evans, Prentice Hall of Retail Management-A Strategic Approach: Berry Berman & J.R.Evans, Prentice Hall of India, NewIndia, New

DelhiDelhi

6.6. Retail Management: S.L.Gupta, Wisdom PublicationsRetail Management: S.L.Gupta, Wisdom Publications

7.7. Enterprise Resource Planning-Enterprise Resource Planning-





Paper: 407 H:Paper: 407 H: Cases in Retail Cases in Retail ManagementManagement 60 + 40 Pattern: External 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Marks: 100



• • To To provide provide a a foundation foundation for for an an understanding understanding of of the the various various dimensions dimensions of Rof Retail etail Management Management alongalong

with problems through case studies.with problems through case studies.

The student has to Select and discuss the case studies related to respective specialization papers no. 304-H ,The student has to Select and discuss the case studies related to respective specialization papers no. 304-H ,

305 H, 306 H, 307 305 H, 306 H, 307 H, 405 H, 406 H, those will H, 405 H, 406 H, those will have impact on business decision making in each paper:have impact on business decision making in each paper:

While solving case study While solving case study students may use following steps-students may use following steps-

•• Summary of the caseSummary of the case•• Problem IdentificationProblem Identification

•• Analysis of ProblemAnalysis of Problem

•• Alternative SolutionAlternative Solution

•• Best SolutionBest Solution

Specialization – I – Hospitality Management Specialization – I – Hospitality Management





405 I: 405 I: Food & Food & Beverage ManagementBeverage Management 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total 60 + 40 Pattern: External Marks 60 +Internal Marks 40 = Maximum Total Marks: 100Marks: 100



•• To study food & Beverage To study food & Beverage operations in hospitality industryoperations in hospitality industry

•• To study how to develop Consumer To study how to develop Consumer product relationshipproduct relationship

•• To study production of food & beTo study production of food & beverages services.verages services.

1.1. Food Food & & Beverage Beverage Operations Operations and and Management: Management: 0808

1.1.1.1. Food and Beverage operations.Food and Beverage operations.

1.2.1.2. The Hospitality industry and its Products.The Hospitality industry and its Products.

1.3.1.3. The Business environment.The Business environment.

1.4.1.4. The Legal framework.The Legal framework.

1.5.1.5. Setting organizational goals & objectives.Setting organizational goals & objectives.

1.6.1.6. Quality in the management of Food & Beverage operations.Quality in the management of Food & Beverage operations.

2.2. Developing the Consumer - Product RelationshipDeveloping the Consumer - Product Relationship.. 0808

2.1.2.1. Framework for developing a consumer- Product relationship.Framework for developing a consumer- Product relationship.

2.2.2.2. Market Research.Market Research.

2.3.2.3. Market segmentation.Market segmentation.

2.4.2.4. Idea evaluation.Idea evaluation.

2.5.2.5. Concept development.Concept development.

2.6.2.6. Product development.Product development.

3.3. Food Food Production. Production. 0808

3.1.3.1. Menu Planning.Menu Planning.

3.2.3.2. Health & Safety.Health & Safety.

3.3.3.3. Centralized food production systems.Centralized food production systems.

3.4.3.4. Volume in food production.Volume in food production.

3.5.3.5. Purchasing & Control.Purchasing & Control.

3.6.3.6. Operations control.Operations control.

4.4. Beverage Beverage Provisions. Provisions. 0808

4.1.4.1. Compiling Wine and Drinks listCompiling Wine and Drinks list

4.2.4.2. Pricing of Wines and DriPricing of Wines and Drinksnks

4.3.4.3. PurchasingPurchasing

4.4.4.4. Storage and cellar managementStorage and cellar management

4.5.4.5. Beverage control.Beverage control.

5.5. Operational Operational Areas Areas Equipment Equipment & & Staffing: Staffing: 0808

5.1.5.1. Food production areasFood production areas

5.2.5.2. Food production equipmentsFood production equipments

5.3.5.3. Food and Beverage service areasFood and Beverage service areas

5.4.5.4. Food and Beverage service equipmentFood and Beverage service equipment

5.5.5.5. Automatic vendingAutomatic vending

5.6.5.6. StaffingStaffing

6.6. Food Food and and Beverage Beverage service: service: 0808

6.1.6.1. Food and Beverage service as Food and Beverage service as two systemstwo systems

6.2.6.2. Customer relationsCustomer relations

6.3.6.3. Managing volumeManaging volume

6.4.6.4. Sales promotion and merchandisingSales promotion and merchandising

6.5.6.5. Managing and service sequenceManaging and service sequence

6.6.6.6. Revenue controlRevenue control


1.1. Food and Beverage Management - By John Cousins, David Coskett.Food and Beverage Management - By John Cousins, David Coskett. Pearson Education IndiaPearson Education India..

2.2. Food and Beverage Management By Anupam Mukherji by Gyan publishing house – New Delhi.Food and Beverage Management By Anupam Mukherji by Gyan publishing house – New Delhi.

3.3. The SAGE Handbook of Hospitality Management edited by Roy C Wood, Bob The SAGE Handbook of Hospitality Management edited by Roy C Wood, Bob Brotherto.Brotherto.

4.4. Food and Beverage Management Food and Beverage Management By Bernard Davis, Andrew Lockwood, Ioannis PanBy Bernard Davis, Andrew Lockwood, Ioannis Pantelidis, Petertelidis, Peter

Alcott published By Roultedge – UKAlcott published By Roultedge – UK

5.5. Food and Beverage Service by R. Singaravelavan- OxfordFood and Beverage Service by R. Singaravelavan- Oxford





406 I406 I: : Event Event ManagementManagement




•• To study different things needed to organize To study different things needed to organize an eventan event

•• How to plan, How to plan, organize, manage & organize, manage & Marketing an Marketing an EventEvent

•• To study necessary steps to organize conferenceTo study necessary steps to organize conference

1.1. Introduction Introduction to to Event Event and and Event Event Management Management (08)(08)

1.1.1.1. Introduction & Definition of Event,Introduction & Definition of Event,

1.2.1.2. Need of Event Management,Need of Event Management,

1.3.1.3. Objectives of Event Management,Objectives of Event Management,

1.4.1.4. Events and Event Management,Events and Event Management,

1.5.1.5. Types of event & event management,Types of event & event management,

1.6.1.6. 5 C’s of Event,5 C’s of Event,

1.7.1.7. Growing importance of events in India.Growing importance of events in India.

1.8.1.8. Role of event management companies,Role of event management companies,

1.9.1.9. managing customer expectations,managing customer expectations,

1.10.1.10. Challenges in Event managementChallenges in Event management

2.2. Event Event Planning Planning & & Team Team Management Management (08)(08)

2.1.2.1. Introduction, Establish Objectives,Introduction, Establish Objectives,

2.2.2.2. Preparing event proposal,Preparing event proposal,

2.3.2.3. Use of planning tools.Use of planning tools.

2.4.2.4. Principles of event management planning,Principles of event management planning,

2.5.2.5. important steps in planning & designing an Event,important steps in planning & designing an Event,

2.6.2.6. importance of creativity in event planning, Event feasibility,importance of creativity in event planning, Event feasibility,

2.7.2.7. coordinating technical resources, Site inspection.coordinating technical resources, Site inspection.

2.8.2.8. Protocols, Dress codes,Protocols, Dress codes,

2.9.2.9. staging, importance of staffing,staging, importance of staffing,

2.10.2.10. managing human resources,managing human resources,

2.11.2.11. Leadership, Traits and characteristicsLeadership, Traits and characteristics

3.3. Event Event Marketing Marketing (10)(10)

3.1.3.1. Introduction, Importance of event marketing,Introduction, Importance of event marketing,

3.2.3.2. five P’s of Event marketing: Product, Price, Place, Promotion, Public relation.five P’s of Event marketing: Product, Price, Place, Promotion, Public relation.

3.3.3.3. Image, Branding,Image, Branding,

3.4.3.4. Market Research,Market Research,

3.5.3.5. Relationship Building,Relationship Building,

3.6.3.6. Preparing press releases and press packs,Preparing press releases and press packs,

3.7.3.7. Internet event marketing,Internet event marketing,

3.8.3.8. Use of social media for event marketing.Use of social media for event marketing.

4.4. Event Event Safety Safety and and Security Security (06)(06)

4.1.4.1. Introduction, Security,Introduction, Security,

4.2.4.2. occupational safety,occupational safety,

4.3.4.3. crowd management,crowd management,

4.4.4.4. major risks and emergency planning,major risks and emergency planning,

4.5.4.5. reporting of incidences, measures for reporting of incidences, measures for emergencyemergency

5.5. Organizing Organizing the the Conference Conference (08)(08)

5.1.5.1. Introduction, venue confirmation,Introduction, venue confirmation,

5.2.5.2. Making the bookings, speaker selection,Making the bookings, speaker selection,

5.3.5.3. conference budgeting,conference budgeting,

5.4.5.4. conference marketing strategies,conference marketing strategies,

5.5.5.5. audio visual requirements, risk analysis,audio visual requirements, risk analysis,

5.6.5.6. attendee evaluation.attendee evaluation.

6.6. Planning Planning a a Wedding Wedding Event Event (08)(08)

6.1.6.1. Introduction, wedding planning,Introduction, wedding planning,

6.2.6.2. venue selection and liaison,venue selection and liaison,

6.3.6.3. client briefings, budgeting,client briefings, budgeting,

6.4.6.4. list of guests and invitations,list of guests and invitations,

6.5.6.5. list of gifts,list of gifts,

6.6.6.6. Menus and catering services,Menus and catering services,

6.7.6.7. flowers , table decorations, transportation etc.flowers , table decorations, transportation etc.


1.1. Event Marketing and Management: Gaur, Sanjaya Singh, Vikas Publishing House Pvt Ltd,Event Marketing and Management: Gaur, Sanjaya Singh, Vikas Publishing House Pvt Ltd,

20032003

2.2. Marketing Management: Philip Kotler, Prentice Hall of India PMarketing Management: Philip Kotler, Prentice Hall of India Pvt Ltd, 11 th edition,vt Ltd, 11 th edition,

3.3. Event Planning and Management: Sharma, Diwakar, Deep & Deep Publication Pvt Ltd,Event Planning and Management: Sharma, Diwakar, Deep & Deep Publication Pvt Ltd,

2005.2005.

4.4. Events Management: Raj, Razaq, SAGE Publication India Pvt Ltd, 2009Events Management: Raj, Razaq, SAGE Publication India Pvt Ltd, 2009

5.5. Event Marketing: Leonard H Hoyle, 2013 (ISBN 8126524679),Event Marketing: Leonard H Hoyle, 2013 (ISBN 8126524679),

6.6. Event Management: Bhavana Chaudhari, Dr Hoshi Bhiwandiwalla, -Event Management: Bhavana Chaudhari, Dr Hoshi Bhiwandiwalla, - Nirali Publications,Nirali Publications,

Pune.Pune.

7.7.





407 I–Cases in Hospitality Management407 I–Cases in Hospitality Management




•• To be able to understand & solve case studies in the context of HospitalityTo be able to understand & solve case studies in the context of Hospitality

Management.Management.

The student has to Select and The student has to Select and discuss the case studies related to respective specialization papersdiscuss the case studies related to respective specialization papers

no. 304J, 305J, 306J, 307J, 405J, and 406J those will have impact on business decision making inno. 304J, 305J, 306J, 307J, 405J, and 406J those will have impact on business decision making in

each paper.each paper.

Documents

orth Maharashtra University, Jalgaon