This document provides the syllabus for the Semester 1 MBA program at Jawaharlal Nehru Technological University in Kakinada, India. It outlines 8 courses that will be covered: Management Theory and Practice, Perspectives on Management, Planning, Organizing, Leading, Controlling, Total Quality Management, and Case Study. For each course, it lists the main topics and concepts that will be examined. It also provides 11 recommended references and resources for each subject area.
This document provides information on courses for the MBA program at Jawaharlal Nehru Technological University Kakinada in Kakinada, India. It lists 8 courses for the first semester: Management Theory and Practice, Perspectives on Management, Planning, Organizing, Leading, Controlling, Total Quality Management, and Managerial Economics. For each course, it provides a brief description of topics covered. It also lists textbooks and references for each course.
This document outlines the course objectives and content for 5 courses in a Master of Business Administration program's first semester. The courses cover topics such as management principles, quantitative techniques, economics, business environment, and Indian ethics and values. Specifically, the courses will help students understand management functions and behaviors, learn quantitative analysis methods, understand economic concepts for decision making, examine the business environment in India, and explore Indian work culture. The document provides the unit topics and suggested reading materials for each course.
This document provides information on course objectives and outcomes for 5 courses at BA level - Principles of Management, Statistics for Management, Economic Analysis for Business, Total Quality Management, and Organizational Behaviour.
The courses aim to introduce fundamental management concepts, teach statistical tools for business decision making, explain micro and macroeconomic principles relevant for business, impart philosophies and tools for quality management, and provide an overview of organizational behavior theories.
The intended learning outcomes include being able to discuss management elements and processes, apply statistical techniques objectively in business, understand economic environment of business, implement quality practices for continuous improvement, and have a framework for managing individual and group performance in organizations.
St Hopkins mba college bangalore offers mba from University of mysore . the syllabus of the 1st semester mba are attached .
to know more log on to www.hopkinscollege.com
The document outlines the syllabus for the first semester of an MBA fulltime program. It includes 7 core courses covering topics such as management concepts, quantitative methods, managerial economics, business environment, business communication, financial accounting, and information technology for managers. Each course is broken down into 5 modules and includes objectives, detailed outlines, and recommended readings. The courses aim to provide foundational business knowledge and skills to MBA students.
The document outlines the course pattern for a two-year MBA program at St. Joseph's College in Tiruchirappalli, India for the batch of 2012-2014. It lists the 12 core papers to be covered in the first year (semesters I and II), including subjects like Principles of Management, Quantitative Methods, Managerial Economics, Accounting for Managers, and IT Skills for Managers. It also lists the core and specialization papers to be covered in the second year (semesters III and IV). The total number of credits required to complete the MBA program is 134.
This document provides a summary of Dr. Sukanta Saha's qualifications and experience. It summarizes his educational background, which includes a PhD in Economics from Rabindra Bharati University. It outlines his areas of research expertise, which focus on the informal sector economy. The document also lists his teaching experience at various colleges and universities over the past 12 years, as well as publications, conferences, and qualifications.
This course on Organizational Theory & Management provides 4 credit units and aims to impart a complete understanding of organizational theory, its historical roots of management, and changing paradigms of individual-organizational fit. The course covers topics such as schools of management, managing organizations, organizational structure and design, organizational culture, and human resource management. It examines organizations from multiple perspectives including systems theory, power and politics, and decision making. The course aims to provide students with knowledge of organizational realities and why organizations fail or succeed.
This document provides information on courses for the MBA program at Jawaharlal Nehru Technological University Kakinada in Kakinada, India. It lists 8 courses for the first semester: Management Theory and Practice, Perspectives on Management, Planning, Organizing, Leading, Controlling, Total Quality Management, and Managerial Economics. For each course, it provides a brief description of topics covered. It also lists textbooks and references for each course.
This document outlines the course objectives and content for 5 courses in a Master of Business Administration program's first semester. The courses cover topics such as management principles, quantitative techniques, economics, business environment, and Indian ethics and values. Specifically, the courses will help students understand management functions and behaviors, learn quantitative analysis methods, understand economic concepts for decision making, examine the business environment in India, and explore Indian work culture. The document provides the unit topics and suggested reading materials for each course.
This document provides information on course objectives and outcomes for 5 courses at BA level - Principles of Management, Statistics for Management, Economic Analysis for Business, Total Quality Management, and Organizational Behaviour.
The courses aim to introduce fundamental management concepts, teach statistical tools for business decision making, explain micro and macroeconomic principles relevant for business, impart philosophies and tools for quality management, and provide an overview of organizational behavior theories.
The intended learning outcomes include being able to discuss management elements and processes, apply statistical techniques objectively in business, understand economic environment of business, implement quality practices for continuous improvement, and have a framework for managing individual and group performance in organizations.
St Hopkins mba college bangalore offers mba from University of mysore . the syllabus of the 1st semester mba are attached .
to know more log on to www.hopkinscollege.com
The document outlines the syllabus for the first semester of an MBA fulltime program. It includes 7 core courses covering topics such as management concepts, quantitative methods, managerial economics, business environment, business communication, financial accounting, and information technology for managers. Each course is broken down into 5 modules and includes objectives, detailed outlines, and recommended readings. The courses aim to provide foundational business knowledge and skills to MBA students.
The document outlines the course pattern for a two-year MBA program at St. Joseph's College in Tiruchirappalli, India for the batch of 2012-2014. It lists the 12 core papers to be covered in the first year (semesters I and II), including subjects like Principles of Management, Quantitative Methods, Managerial Economics, Accounting for Managers, and IT Skills for Managers. It also lists the core and specialization papers to be covered in the second year (semesters III and IV). The total number of credits required to complete the MBA program is 134.
This document provides a summary of Dr. Sukanta Saha's qualifications and experience. It summarizes his educational background, which includes a PhD in Economics from Rabindra Bharati University. It outlines his areas of research expertise, which focus on the informal sector economy. The document also lists his teaching experience at various colleges and universities over the past 12 years, as well as publications, conferences, and qualifications.
This course on Organizational Theory & Management provides 4 credit units and aims to impart a complete understanding of organizational theory, its historical roots of management, and changing paradigms of individual-organizational fit. The course covers topics such as schools of management, managing organizations, organizational structure and design, organizational culture, and human resource management. It examines organizations from multiple perspectives including systems theory, power and politics, and decision making. The course aims to provide students with knowledge of organizational realities and why organizations fail or succeed.
This document provides information about the course "International Human Resource Management". The course is worth 1.5 credits and consists of 10-12 sessions that are 1.5 hours each, totaling 15-16 hours. The course objectives are to provide insight into HRM theories and techniques, understand how to integrate theories and applications in the field of HRM, and appreciate diversity and resolve human problems in organizations. The methodology includes lectures, discussions, case studies, and problem solving. Students will be evaluated based on internal assessments worth 40% and an end term examination worth 60%. The course will cover 8 units related to HRM over the sessions.
The document discusses the application of ancient Indian philosophy to modern management. It outlines sources of ancient Indian management from texts like the Vedas, Ramayana, Arthashastra, and Bhagavad Gita. These ancient scripts discuss concepts like dharma, leadership qualities, statecraft, and harmonious management. Modern management incorporates five core functions of planning, organizing, staffing, leading, and controlling, which have roots in ancient Indian terms for similar roles. Overall, the document argues that many principles of modern management can be traced back to ancient Indian scriptures.
This document outlines the objectives, content, assessment, and references for the course "Accounting for Managers". The objective of the course is to provide an understanding of basic financial and cost accounting concepts in order to improve business decision making. Students will be assessed through a midterm, end term exam, and assignments. The end term exam will consist of a case study, short answer questions, and two long answer questions to be attempted from four options. Course content includes an introduction to accounting principles, financial statement preparation, analysis, cost accounting, and human resource accounting. References include textbooks and publications on management, financial, and cost accounting.
Human Resource Management Theories VS Reality at Unilever Bangladesh Sat-Al-Arab (Shatil)
This document summarizes a report submitted by students of American International University-Bangladesh on the human resource management goals and practices of companies. It discusses the recruitment, training, motivation and maintenance practices of Unilever based on observations of their HR department. Unilever follows structured processes for staffing, training, performance evaluation and career development that align with textbook theories while also implementing innovative practices like using technology to improve employee communication and satisfaction. Their comprehensive maintenance practices include monitoring equipment, developing employees at different career levels, and providing competitive benefits and compensation to retain talent.
- Mohammad Khasro Miah is a professor at the School of Business and Economics at North South University in Dhaka, Bangladesh.
- He has a PhD in international development from Nagoya University in Japan and has held post-doctoral fellowships in the US and Japan.
- His research focuses on strategic human resource management practices in domestic and global businesses, especially in South Asia.
- He has published over 25 research papers on topics related to HRM practices in local and multinational companies in South Asia.
Dr. Dhiresh Kulshrestha
Associate Professor of Economics
Faculty of Business Management, Marwadi University Rajkot
Prof. Sunil Kumar Jakhoria
Professor & Dean
Faculty of Business Management, Marwadi University Rajkot
This document discusses concepts in arts management through the story of Clio, the muse of history. It explains that Clio needs people, money, and resources to achieve her goals of creating, collecting, preserving, and connecting works of art, but must manage these effectively. This requires leadership to efficiently utilize the resources as well as marketing to connect with potential partners and audiences. The document then provides definitions of arts management, noting it combines business and audience-building tools. It also defines management and its characteristics as both a science and an art that requires applying theoretical principles in practical ways.
This document provides a summary of the qualifications and experience of Prof. Sushil J. Lalwani, Dean of the School of Management at Sir Padampat Singhania University. It outlines his academic qualifications including a PhD and UGC Emeritus Fellowship. It details his extensive experience as a professor for over 47 years, serving as Head and Dean for more than 20 years at multiple universities. It also lists his publications, participation in national and international conferences, and experience guiding PhD students and research projects.
The document discusses 5 units related to financial accounting, working capital management, entrepreneurship, and company law:
Unit I introduces financial accounting and covers basic concepts. Unit II discusses double accounting and preparation of financial records. Unit III explains financial statements and adjustments. Unit IV covers depreciation methods. Unit V introduces computerized accounting systems.
The remaining units cover topics like working capital management, entrepreneurship, women entrepreneurship, business plans, and key elements of company law like formation, meetings, directors, and winding up.
The course is divided into 5 units that cover topics such as the levels of analysis in OB, learning theories, motivation theories, organizational culture and climate, conflict management, change management, and stress management. Students are evaluated through short answer questions and essay/case questions.
Brands & Behaviour Change: Building Business Value While Encouraging Sustaina...Sustainable Brands
Rodolphe d'Arjuzon, Global Head of Research, Verdantix
Sarah McDonald, Global Director, Sustainability, Unilever
Carmel McQuaid, Climate Change Manager, Marks and Spencer
Hermione Taylor, Founding Director, The DoNation
The conundrum presented by the drive to a sustainable economy is how to support continuous business and brand success while encouraging more sustainable consumption. This panel shares some fantastic insights into strategies that work to drive behavior change while encouraging customer loyalty and increased sales.
This document is an introductory study manual for the Diploma in Business Management module on Organisational Behaviour. It contains 10 units that cover topics such as the development of management thought, motivation theories, leadership, groups, and communication. The manual is designed to guide the student through the learning outcomes specified in the syllabus. Additional resources are recommended, including reading other materials, visiting the ABE website, reading newspapers, and consulting with tutors, in order to fully understand the module content and prepare for the examination.
This document discusses key concepts in organizational behavior, including:
1) Organizational behavior is the study of how individuals and groups act within organizations and how organizational structure impacts performance.
2) Individual, group, and organizational factors all influence behavior.
3) Three disciplines - psychology, sociology, and anthropology - provide frameworks for understanding organizational behavior.
4) Metaphors like "machines" and "organisms" can help explain how organizations function.
Marks and Spencer 5 Year Business Plan/StrategyAminul Hoque
This report/project comprises of analysing Marks and Spencer in its current state and strategies as well as past achievements. The findings was then formulated into a report as recommendations which showed how strategically Marks and Spencer can improve. This also comprised of looking competitor analytic's and their campaigns for Marks and Spencer to be competitive. This report/project built on existing skills such as; business planning, marketing communications planning, product development and financial analysis.
The document summarizes key topics in organizational behavior including:
- OB studies how individuals, groups, and organizational structure influence behavior within organizations.
- OB draws from various behavioral sciences like psychology, sociology, and anthropology.
- There are three levels of analysis in OB - individual, group, and organizational levels.
- Understanding individual differences is important to OB, as it helps explain variations in behavior.
The document discusses key features of successful organizational change and transformation. It identifies 10 potential points of failure for change initiatives, including a lack of clear goals, short-term thinking, and inconsistency between leadership statements and actions. It emphasizes the importance of strong leadership, communication, and involving employees in the change process to build commitment and ensure success.
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
The document outlines the curriculum for the first semester of a Master of Business Administration program. It includes 7 core courses: Management Concepts & Theories, Organizational Behaviour, Business Environment, Managerial Communication, Managerial Accounting, Managerial Economics, and Statistics for Management. Each course description provides an overview of the key topics and concepts covered in 1-5 lessons. Suggested reading materials are also listed for each course.
The document provides information about a management science course offered at Jawaharlal Nehru Technological University Hyderabad. The objectives of the course are to familiarize students with frameworks for management and decision making related to organizational structure, production, marketing, human resources, product management, and strategy. The course is divided into 5 units that cover topics such as management principles, operations and marketing management, human resources management, project management techniques like PERT and CPM, and strategic management and contemporary issues. Upon completing the course, students will be able to plan organizational structures, carry out production operations, understand markets and pricing, ensure quality, manage human resources functions, schedule and control projects, and develop business strategies.
Microsoft Word - Syllabus MABM_221129_102702_221129_102800.pdfVirendra Kamalvanshi
This document provides course contents for an AGRI-BUSINESS MANAGEMENT program. It includes details on 11 courses that make up the program, covering topics such as principles of management, agribusiness environment and policy, managerial economics, financial and management accounting, communications, business law and ethics, marketing management, human resource management, financial management, production and operations management, and research methodology. Each course listing includes objectives, content outlines divided into units, and suggested readings. The program aims to equip learners with knowledge and skills relevant for agribusiness management.
This document contains syllabus information for several courses in the MBA (Executive) program at the Institute of Management Studies, Devi Ahilya Vishwavidyalaya. The courses included are Operations Research, Business Ethics, Business Research Methodology, Knowledge Management, Service Management, and Corporate Governance. For each course, the objectives, course content, textbooks, and examination scheme are outlined over multiple pages. The document provides a high-level overview of the various subjects that will be covered in several semesters of the MBA program.
This document outlines course objectives and content for 4 management courses:
1. Management Theory and Practice which covers management theories, perspectives, planning, decision making, organizing, leading, communication, and controlling.
2. Managerial Economics which introduces economic concepts relevant to management like demand, production, costs, market structures, and profit.
3. Research Methodology and Statistical Tools which teaches research design, data collection, measurement, statistical analysis tools like measures of central tendency, correlation, regression, hypothesis testing, time series, and using SPSS.
4. Financial Accounting and Analysis which provides an introduction to bookkeeping, accounting, and analyzing company financial statements.
This document provides information about the course "International Human Resource Management". The course is worth 1.5 credits and consists of 10-12 sessions that are 1.5 hours each, totaling 15-16 hours. The course objectives are to provide insight into HRM theories and techniques, understand how to integrate theories and applications in the field of HRM, and appreciate diversity and resolve human problems in organizations. The methodology includes lectures, discussions, case studies, and problem solving. Students will be evaluated based on internal assessments worth 40% and an end term examination worth 60%. The course will cover 8 units related to HRM over the sessions.
The document discusses the application of ancient Indian philosophy to modern management. It outlines sources of ancient Indian management from texts like the Vedas, Ramayana, Arthashastra, and Bhagavad Gita. These ancient scripts discuss concepts like dharma, leadership qualities, statecraft, and harmonious management. Modern management incorporates five core functions of planning, organizing, staffing, leading, and controlling, which have roots in ancient Indian terms for similar roles. Overall, the document argues that many principles of modern management can be traced back to ancient Indian scriptures.
This document outlines the objectives, content, assessment, and references for the course "Accounting for Managers". The objective of the course is to provide an understanding of basic financial and cost accounting concepts in order to improve business decision making. Students will be assessed through a midterm, end term exam, and assignments. The end term exam will consist of a case study, short answer questions, and two long answer questions to be attempted from four options. Course content includes an introduction to accounting principles, financial statement preparation, analysis, cost accounting, and human resource accounting. References include textbooks and publications on management, financial, and cost accounting.
Human Resource Management Theories VS Reality at Unilever Bangladesh Sat-Al-Arab (Shatil)
This document summarizes a report submitted by students of American International University-Bangladesh on the human resource management goals and practices of companies. It discusses the recruitment, training, motivation and maintenance practices of Unilever based on observations of their HR department. Unilever follows structured processes for staffing, training, performance evaluation and career development that align with textbook theories while also implementing innovative practices like using technology to improve employee communication and satisfaction. Their comprehensive maintenance practices include monitoring equipment, developing employees at different career levels, and providing competitive benefits and compensation to retain talent.
- Mohammad Khasro Miah is a professor at the School of Business and Economics at North South University in Dhaka, Bangladesh.
- He has a PhD in international development from Nagoya University in Japan and has held post-doctoral fellowships in the US and Japan.
- His research focuses on strategic human resource management practices in domestic and global businesses, especially in South Asia.
- He has published over 25 research papers on topics related to HRM practices in local and multinational companies in South Asia.
Dr. Dhiresh Kulshrestha
Associate Professor of Economics
Faculty of Business Management, Marwadi University Rajkot
Prof. Sunil Kumar Jakhoria
Professor & Dean
Faculty of Business Management, Marwadi University Rajkot
This document discusses concepts in arts management through the story of Clio, the muse of history. It explains that Clio needs people, money, and resources to achieve her goals of creating, collecting, preserving, and connecting works of art, but must manage these effectively. This requires leadership to efficiently utilize the resources as well as marketing to connect with potential partners and audiences. The document then provides definitions of arts management, noting it combines business and audience-building tools. It also defines management and its characteristics as both a science and an art that requires applying theoretical principles in practical ways.
This document provides a summary of the qualifications and experience of Prof. Sushil J. Lalwani, Dean of the School of Management at Sir Padampat Singhania University. It outlines his academic qualifications including a PhD and UGC Emeritus Fellowship. It details his extensive experience as a professor for over 47 years, serving as Head and Dean for more than 20 years at multiple universities. It also lists his publications, participation in national and international conferences, and experience guiding PhD students and research projects.
The document discusses 5 units related to financial accounting, working capital management, entrepreneurship, and company law:
Unit I introduces financial accounting and covers basic concepts. Unit II discusses double accounting and preparation of financial records. Unit III explains financial statements and adjustments. Unit IV covers depreciation methods. Unit V introduces computerized accounting systems.
The remaining units cover topics like working capital management, entrepreneurship, women entrepreneurship, business plans, and key elements of company law like formation, meetings, directors, and winding up.
The course is divided into 5 units that cover topics such as the levels of analysis in OB, learning theories, motivation theories, organizational culture and climate, conflict management, change management, and stress management. Students are evaluated through short answer questions and essay/case questions.
Brands & Behaviour Change: Building Business Value While Encouraging Sustaina...Sustainable Brands
Rodolphe d'Arjuzon, Global Head of Research, Verdantix
Sarah McDonald, Global Director, Sustainability, Unilever
Carmel McQuaid, Climate Change Manager, Marks and Spencer
Hermione Taylor, Founding Director, The DoNation
The conundrum presented by the drive to a sustainable economy is how to support continuous business and brand success while encouraging more sustainable consumption. This panel shares some fantastic insights into strategies that work to drive behavior change while encouraging customer loyalty and increased sales.
This document is an introductory study manual for the Diploma in Business Management module on Organisational Behaviour. It contains 10 units that cover topics such as the development of management thought, motivation theories, leadership, groups, and communication. The manual is designed to guide the student through the learning outcomes specified in the syllabus. Additional resources are recommended, including reading other materials, visiting the ABE website, reading newspapers, and consulting with tutors, in order to fully understand the module content and prepare for the examination.
This document discusses key concepts in organizational behavior, including:
1) Organizational behavior is the study of how individuals and groups act within organizations and how organizational structure impacts performance.
2) Individual, group, and organizational factors all influence behavior.
3) Three disciplines - psychology, sociology, and anthropology - provide frameworks for understanding organizational behavior.
4) Metaphors like "machines" and "organisms" can help explain how organizations function.
Marks and Spencer 5 Year Business Plan/StrategyAminul Hoque
This report/project comprises of analysing Marks and Spencer in its current state and strategies as well as past achievements. The findings was then formulated into a report as recommendations which showed how strategically Marks and Spencer can improve. This also comprised of looking competitor analytic's and their campaigns for Marks and Spencer to be competitive. This report/project built on existing skills such as; business planning, marketing communications planning, product development and financial analysis.
The document summarizes key topics in organizational behavior including:
- OB studies how individuals, groups, and organizational structure influence behavior within organizations.
- OB draws from various behavioral sciences like psychology, sociology, and anthropology.
- There are three levels of analysis in OB - individual, group, and organizational levels.
- Understanding individual differences is important to OB, as it helps explain variations in behavior.
The document discusses key features of successful organizational change and transformation. It identifies 10 potential points of failure for change initiatives, including a lack of clear goals, short-term thinking, and inconsistency between leadership statements and actions. It emphasizes the importance of strong leadership, communication, and involving employees in the change process to build commitment and ensure success.
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
The document outlines the curriculum for the first semester of a Master of Business Administration program. It includes 7 core courses: Management Concepts & Theories, Organizational Behaviour, Business Environment, Managerial Communication, Managerial Accounting, Managerial Economics, and Statistics for Management. Each course description provides an overview of the key topics and concepts covered in 1-5 lessons. Suggested reading materials are also listed for each course.
The document provides information about a management science course offered at Jawaharlal Nehru Technological University Hyderabad. The objectives of the course are to familiarize students with frameworks for management and decision making related to organizational structure, production, marketing, human resources, product management, and strategy. The course is divided into 5 units that cover topics such as management principles, operations and marketing management, human resources management, project management techniques like PERT and CPM, and strategic management and contemporary issues. Upon completing the course, students will be able to plan organizational structures, carry out production operations, understand markets and pricing, ensure quality, manage human resources functions, schedule and control projects, and develop business strategies.
Microsoft Word - Syllabus MABM_221129_102702_221129_102800.pdfVirendra Kamalvanshi
This document provides course contents for an AGRI-BUSINESS MANAGEMENT program. It includes details on 11 courses that make up the program, covering topics such as principles of management, agribusiness environment and policy, managerial economics, financial and management accounting, communications, business law and ethics, marketing management, human resource management, financial management, production and operations management, and research methodology. Each course listing includes objectives, content outlines divided into units, and suggested readings. The program aims to equip learners with knowledge and skills relevant for agribusiness management.
This document contains syllabus information for several courses in the MBA (Executive) program at the Institute of Management Studies, Devi Ahilya Vishwavidyalaya. The courses included are Operations Research, Business Ethics, Business Research Methodology, Knowledge Management, Service Management, and Corporate Governance. For each course, the objectives, course content, textbooks, and examination scheme are outlined over multiple pages. The document provides a high-level overview of the various subjects that will be covered in several semesters of the MBA program.
This document outlines course objectives and content for 4 management courses:
1. Management Theory and Practice which covers management theories, perspectives, planning, decision making, organizing, leading, communication, and controlling.
2. Managerial Economics which introduces economic concepts relevant to management like demand, production, costs, market structures, and profit.
3. Research Methodology and Statistical Tools which teaches research design, data collection, measurement, statistical analysis tools like measures of central tendency, correlation, regression, hypothesis testing, time series, and using SPSS.
4. Financial Accounting and Analysis which provides an introduction to bookkeeping, accounting, and analyzing company financial statements.
The document provides the course structure for the MBA program's 2016-2017 admitted batch. It outlines the subjects covered in each semester of the program. In the first semester, subjects include Management Process, Quantitative Techniques, Managerial Economics, Business Environment, and Managerial Skill Development. The second semester covers subjects like Entrepreneurship, Research Methodology, Organizational Behavior, and Finance. The third semester introduces Strategic Management and the fourth semester focuses on subjects like Business Analytics and Knowledge Management. Students can choose elective subjects in areas like Finance, Marketing and Human Resource Management.
This document outlines the course curriculum for the first year, first semester of a management program. It includes 6 core courses: 1) Perspective Management, 2) Financial Accounting, 3) Managerial Economics, 4) Operations Management, 5) Organization Behavior, and 6) Business Mathematics. Each course is allotted marks and includes topics to be covered, reference texts, and in some cases software to be used. The core courses aim to provide foundational knowledge across management functions including accounting, economics, operations, organizational behavior, and quantitative methods.
This document outlines the course curriculum for the first year, first semester of a management program. It includes 6 core courses: 1) Perspective Management, 2) Financial Accounting, 3) Managerial Economics, 4) Operations Management, 5) Organization Behavior, and 6) Business Mathematics. Each course is allotted marks and includes topics to be covered, reference texts, and in some cases software to be used. The core courses aim to provide foundational knowledge across management functions including accounting, economics, operations, organizational behavior, and quantitative methods.
The document discusses topics related to logistics, supply chain management, and international business. Specifically:
1) It covers key aspects of logistics and supply chain management including competitive strategy, customer service, measuring costs and performance, supply chain relationships, sourcing, transportation, coordination, and technology.
2) It also discusses managing global logistics and supply chains, including views of global logistics, global operating levels, and challenges of global supply chain management.
3) The document provides references for further reading on logistics, supply chain management, and related international business topics.
This document contains information related to the course on Financial Derivatives taught as part of the MBA program. It includes the course syllabus, program learning outcomes, course outcomes, mapping of course outcomes to program outcomes and educational objectives, course schedule, lecture plan, minutes of course review meetings, sample questions, and other relevant course materials. The course aims to explain derivative trading methods in India, describe forward markets and futures markets for risk management, analyze option strategies and pricing, and evaluate swap markets and pricing over 5 units spanning 50 contact hours.
This document outlines the course objectives, content, and materials for several MBA courses, including Principles of Management, Microeconomics for Managers, Quantitative Methods I, and Financial Accounting for Managers. The courses cover fundamental concepts in their respective areas through lectures, assignments, projects, and other pedagogical methods. Evaluation involves continuous internal assessment and semester-end exams. Required and reference textbooks and materials are also listed for each course.
This document outlines a Business Economics course offered at an engineering institution. The 3 credit, 3rd year course introduces students to basic microeconomic and macroeconomic principles, tools, and analysis. It aims to help students make better business and investment decisions. The syllabus covers topics like demand and supply, costs and profits, markets, national income accounting, monetary policy, and capital budgeting. Students will learn to analyze firms and the economy under different conditions, prepare basic financial statements, and evaluate projects and policies. Evaluations include assignments, internal exams, and an end semester exam assessing content from all topics.
The document provides the syllabus for the MBA 2nd semester at Assam Science and Technology University (ASTU). It outlines the courses, course codes, credits and structure for 8 papers that make up the semester. These include Research Tools and Techniques, Financial Management, Marketing Management II, Human Resource Management, Production and Operations Management, Corporate Environment, Cost and Management Accounting, and Business Data Processing. For each paper, it lists the topics to be covered, recommended textbooks, number of lectures for each topic and total sessions.
POM BOOK PUBLISHED COPYN.pdf HYAAENA PUBhariharann31
rights are reserved. No part of this publication may be reproduced, stored in a retrieval System, or transmitted in any form or by any means, electronic, mechanical, photocopying, Recording, or otherwise, without the prior permission of the copyright holder.
rights are reserved. No part of this publication may be reproduced, stored in a retrieval System, or transmitted in any form or by any means, electronic, mechanical, photocopying, Recording, or otherwise, without the prior permission of the copyright holder.rights are reserved. No part of this publication may be reproduced, stored in a retrieval System, or transmitted in any form or by any means, electronic, mechanical, photocopying, Recording, or otherwise, without the prior permission of the copyright holder.
Sl.No.
Chapter
Particulars
Page No. 1 Chapter – I Introduction to Management: Introduction-Meaning-Definitions-Nature of Management- Scope of Management- Objectives of Management- Need and Importance of Management- Levels of Management - Functions of Management- Management as an Art- Management as a Science-Management as Both science and Art- Management vs. Administration – Qualities of a Good Manager- Major roles and responsibilities Manager- Duties of Manager. 10 - 36
2
Chapter-II
Planning:
Introduction- Definitions- Nature/Characteristics Planning- Needs/Importance of Planning- Elements of Fundamentals of planning- Planning Process (or) Steps in planning- Types of Planning- Techniques and Tools for planning.
37 – 53 3 Chapter-III Organizing: Meaning – Definitions – Nature of Characteristics of organizing – Needs (or) Importance of organizing – Types of Organisations- Distinguish between Formal and Informal Organisation- Organisation Structure- Types of Organisation Structure- Organisation chart- Types of Organisation chart -Advantages of Organisation Chart- Limitations of Organisation Chart- Factors affecting Organisational Chart- 54 – 71
4
Chapter – IV
Departmentalisation Departmentalisation – Objectives of Departmentalisation- Processes of Departmentalisation – Need and Importance of Departmentalisation – Types of Departmentalisation – Factors to be considered in Departmentalisation.
72 - 83
PRINCIPLES OF MANAGEMENT ISBN - 978-81-969444-6-9
8
5 Chapter - V Authority & Responsibility and Centralisation & Decentralisation: Authority- Process of Delegation of Authority- Types of Authority in Management – Responsibility- Features of Responsibility – Centralization- Factors Determining Centralization of Authority- Advantages of Centralization- Disadvantages of Centralization- Decentralization- Importance of Decentralisation- Advantages of Decentralisation- Disadvantages of Decentralisation – Difference between Centralization and Decentralisation. 84 – 93
6
Chapter-VI
Staffing: Introduction- Definition- Needs and Importance of staffing- Staffing Process- Benefits of staffing process- Recruitment - Definitions – Sources of Recruitment – Modern recruitment Methods.
The document provides a syllabus for a Master of Commerce degree program offered by the Department of Commerce at the University of Calcutta. It outlines the objectives of the 2-year program which aims to impart specialized business knowledge and develop human potential. The structure includes 10 papers in the first year and 10 papers in the second year, with specialization in accounting and finance. Detailed course contents are provided for each of the 1st year papers covering topics like organizational behavior, managerial economics, marketing management, statistics, operations research, business ethics and more. Suggested readings are also included for each paper.
MBA Common 1st Year Syllabus 2020_July.pdfMrSushilMaurya
This document outlines the revised curriculum for the MBA program at Dr. A.P.J. Abdul Kalam Technical University in Uttar Pradesh, India. The curriculum follows the AICTE Model Curriculum and is effective starting in the 2020-21 academic session.
The first year of the MBA program includes 8 courses per semester, covering topics such as management concepts, organizational behavior, managerial economics, financial accounting, business statistics, and communication skills. Courses include lectures, tutorials, practical sessions, projects, and labs. Student performance is evaluated through internal assessments and end-of-term exams.
This course provides a summary of 4 courses for BBA students in their third year, sixth semester:
1. Entrepreneurship - The course teaches fundamental concepts of entrepreneurship and developing a business plan.
2. International Business - Students learn about international trade theories, the global business environment, and international strategic management.
3. Operations Management - Core concepts of operations management are covered including forecasting, capacity planning, quality management, and inventory systems.
4. Human Resource Management - Key HR functions like recruitment, training, compensation and performance management are addressed.
The document provides details about the MBA Marketing Management programme offered through distance education at Alagappa University. It discusses the programme's mission and objectives which are to provide exposure to business subjects and equip students with skills for industry jobs. It aims to contribute to the economic development of the country, in line with the university's vision of providing high quality education. The target group for the programme includes working professionals, entrepreneurs, academics and government officials. The 2-year programme consists of 8 semesters with courses covering topics such as marketing, finance, human resources and research methods.
The document provides details about the MBA Marketing Management programme offered through distance education at Alagappa University. It discusses the programme's mission and objectives which are to provide exposure to business subjects and equip students with skills for industry jobs. It aims to contribute to the economic development of the country, in line with the university's vision of providing high quality education. The target group for the programme includes working professionals, entrepreneurs, academics and government officials. The 2-year programme consists of 8 semesters with courses covering topics such as marketing, finance, human resources and research methods.
This document provides information about a management course being taught by Dr. Rohit Markan. It includes the course objectives, outcomes, syllabus, and an introduction to the topic of management. Specifically, the course objectives are to provide thorough coverage of management theory and practice, as well as fundamental knowledge of management concepts, theories, and practices. The syllabus outlines 4 units that will be covered, including introductions to planning, organizing, controlling, and comparative management techniques. It also shares definitions of management from Koontz and O'Donnell, as well as Weihrich, describing management as the process of designing an environment where individuals work together effectively and efficiently to achieve goals.
DPBOSS | KALYAN MAIN MARKET FAST MATKA RESULT KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | МАТКА СОМ | MATKA PANA JODI TODAY | BATTA SATKA MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA MATKA NUMBER FIX MATKANUMBER FIX SATTAMATKA FIXMATKANUMBER SATTA MATKA ALL SATTA MATKA FREE GAME KALYAN MATKA TIPS KAPIL MATKA GAME SATTA MATKA KALYAN GAME DAILY FREE 4 ANK ALL MARKET PUBLIC SEVA WEBSITE FIX FIX MATKA NUMBER INDIA.S NO1 WEBSITE TTA FIX FIX MATKA GURU INDIA MATKA KALYAN CHART MATKA GUESSING KALYAN FIX OPEN FINAL 3 ANK SATTAMATKA143 GUESSING SATTA BATTA MATKA FIX NUMBER TODAY WAPKA FIX AAPKA FIX FIX FIX FIX SATTA GURU NUMBER SATTA MATKA ΜΑΤΚΑ143 SATTA SATTA SATTA MATKA SATTAMATKA1438 FIX МАТКА MATKA BOSS SATTA LIVE ЗМАТКА 143 FIX FIX FIX KALYAN JODI MATKA KALYAN FIX FIX WAP MATKA BOSS440 SATTA MATKA FIX FIX MATKA NUMBER SATTA MATKA FIXMATKANUMBER FIX MATKA MATKA RESULT FIX MATKA NUMBER FREE DAILY FIX MATKA NUMBER FIX FIX MATKA JODI SATTA MATKA FIX ANK MATKA ANK FIX KALYAN MUMBAI ΜΑΤΚΑ NUMBER
8328958814 Kalyan chart DP boss matka results➑➌➋➑➒➎➑➑➊➍
Madhur Matka | Satta Matka | Kalyan Matka | Madhur Satta | Rajdhani Matka | Milan Matka | Madhur Bazar | Madhur Matka Result | Prayagraj Matka | Madhur Satta Matka | 220 Patti | Main Ratan Satta | Satta Market | DP Boss | Sattamataka143 | Kanpur Satta | Satta King 143 | Satta Matka Result | Live Satta Matka | satta matka live | Devdalan Matka | Satta Matka Guessing | Golden Matka | Satta Batta | Ajmer Matka | Kanpur Satta Matka | Prayagraj Day Satta | Madhur Day | Madhur Morning Satta | Nagpur Matka | Kanpur Matka | Matka Jeeto | satta matta matka | dubai matka | dubai matka result | nagpur matka | ajmer bazar matka | ajmer satta | Devdalan Satta | Tara Matka | Fix Satta Number | Matka Boss | Kalyan Satta Matka | dpboss | matka result | satta matka result | sattamatka | satta market | Madhur Satta Matka
Satta Matta Matka-satta matta matka 143,satta matta matka 420,satta matta matka fix open matka 420 786 matka 420 target matka Sona Matka 420 final ank time matka 420 matka boss 420 fix satta matta matka Kalyan panel chart kalyan night chart kalyan jodi chart kalyan chart
Dp Boss ,Satta Matka ,Indian Matka, Kalyan Matka,Matka 420,Satta Matta Matka 143 , Matka Guessing, India Matka, Indian Satta, Dp Boss Matka Guessing India Satta
Kalyan Panel Chart ,Kalyan Matka Panel Chart ,Kalyan Jodi Chart Kalyan Chart Kalyan Matka, Kalyan Satta Kalyan Panna , Patti Chart, Kalyan Guessing
Kalyan Jodi Chart,Satta Matka Guessing - Kalyan Matka 420 - Satta Matta Matka 143 - Indian Matka - Indian Satta - Satta Matka Chart - Satta Matka 143 - Ka Matka - Dp Boss Net - Fix Fix Fix Satta Namber - Satta Batta - Tara Matka - Satta Live - Kalyan Open - Golden Matka - Satta Guessing - Kalyan Night Chart - Satta Result - Kalyan Chart - Kalyan Panel Chart - Satta 1438 - Kalyan Jodi Chart -Satta - Matka - Satta Batta SATTA MATKA-KALYAN PANEL CHART | KALYAN MATKA | KALYAN RESULT | KALYAN CHART | KALYAN SATTA | KALYAN SATTA MATKA | KALYAN PANEL CHART | KALYAN MATKA LIVE RESULT | KALYAN LIVE | SATTA MATKA | MATKA RESULT | ALL MATKA RESULT | MAIN BAZAR MATKA | MAIN BAZAR RESULT | MAIN BAZAR CHART | RAJDHANI CHART RAJDHANI NIGHT CHART | RAJDHANI NIGHT | SATTA MATTA MATKA 143 | MATKA 420 | MATKA GUESSING | SATTA GUESSING | MATKA BOSS OTG | INDIAN MATKA | INDIAN SATTA | INDIA MATKA | INDIA SATTA | MATKA | SATTA BATTA | DP BOSS | INDIA MATKA 786 | FIX FIX FIX SATTA NAMBER | FIX FIX FIX OPEN | MATKA BOSS 440
Satta Matka, Kalyan Matka, Satta , Matka, India Matka ,Satta Matka 420, Satta Matka Guessing, India Satta,Matka Jodi Fix ,Kalyan Satta Guessing, Fix Fix Fix Satta Nambar,Kalyan Chart, Kalyan Panel Chart, Kalyan Jodi Chart,Satta Matka Chart,Satta Matka Jodi Fix, Indian Matka 420 786,Satta Matta Matka 143
AskXX Pitch Deck Course: A Comprehensive Guide
Introduction
Welcome to the Pitch Deck Course by AskXX, designed to equip you with the essential knowledge and skills required to create a compelling pitch deck that will captivate investors and propel your business to new heights. This course is meticulously structured to cover all aspects of pitch deck creation, from understanding its purpose to designing, presenting, and promoting it effectively.
Course Overview
The course is divided into five main sections:
Introduction to Pitch Decks
Definition and importance of a pitch deck.
Key elements of a successful pitch deck.
Content of a Pitch Deck
Detailed exploration of the key elements, including problem statement, value proposition, market analysis, and financial projections.
Designing a Pitch Deck
Best practices for visual design, including the use of images, charts, and graphs.
Presenting a Pitch Deck
Techniques for engaging the audience, managing time, and handling questions effectively.
Resources
Additional tools and templates for creating and presenting pitch decks.
Introduction to Pitch Decks
What is a Pitch Deck?
A pitch deck is a visual presentation that provides an overview of your business idea or product. It is used to persuade investors, partners, and customers to take action. It is a concise communication tool that helps to clearly and effectively present your business concept.
Why are Pitch Decks Important?
Concise Communication: A pitch deck allows you to communicate your business idea succinctly, making it easier for your audience to understand and remember your message.
Value Proposition: It helps in clearly articulating the unique value of your product or service and how it addresses the problems of your target audience.
Market Opportunity: It showcases the size and growth potential of the market you are targeting and how your business will capture a share of it.
Key Elements of a Successful Pitch Deck
A successful pitch deck should include the following elements:
Problem: Clearly articulate the pain point or challenge that your business solves.
Solution: Showcase your product or service and how it addresses the identified problem.
Market Opportunity: Describe the size, growth potential, and target audience of your market.
Business Model: Explain how your business will generate revenue and achieve profitability.
Team: Introduce key team members and their relevant experience.
Traction: Highlight the progress your business has made, such as customer acquisitions, partnerships, or revenue.
Ask: Clearly state what you are asking for, whether it’s investment, partnership, or advisory support.
Content of a Pitch Deck
Pitch Deck Structure
A pitch deck should have a clear and structured flow to ensure that your audience can follow the presentation.
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian MatkaKALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
The Key Summaries of Forum Gas 2024.pptxSampe Purba
The Gas Forum 2024 organized by SKKMIGAS, get latest insights From Government, Gas Producers, Infrastructures and Transportation Operator, Buyers, End Users and Gas Analyst
Satta matka guessing Kalyan fxxjodi panna➑➌➋➑➒➎➑➑➊➍
8328958814 Kalyan result satta guessing Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
1. JAWAHARLAL NEHRU TENHNOLOGICAL UNIVERSITY KAKINADA:
KAKINADA
School of Management Studies
M.B.A. Regular
(w.e.f academic year 2009-2010)
Syllabus
Semester - I
Management Theory and Practice
1. Management – definitions, scope and importance - types of managers; managerial
roles and functions; Science or Art? Internal and External environment - Administration
vs. Management, – Managing people and organizations in the context of New Era-
Managing for competitive advantage - the Challenges of Management - Corporate Social
responsibility- Managerial Ethics.
2. Perspectives on Management: Evolution of Management- Various approaches to
management- Global perspectives of management- Role of communication in
management.
3. Planning: Nature and principles of planning, Steps in planning, types of planning,
Levels of planning – The Planning Process-MBO. Decision making-role-significance –
decision making process-decision tree analysis. Co-ordination-principles.
4. Organizing: Nature of organizing-principles – organization levels and span of
management- Organizational design and structure – departmentation, line and staff
concept, staffing – delegation, centralization and decentralization of authority –
responsive organization.
5. Leading: Dimensions of Leadership – Leading Vs Managing – approaches to
leadership – leadership behavior and styles – leadership skills – leadership in cross-
cultural environment – evaluation of leader – women and corporate leadership –
Motivation theories – group dynamics - team, inter-group behavior, conflict and negation
skills and conflicts management.
6. Controlling: Nature and importance – process – feedback system – Requirement for
effective control – control techniques. Modern techniques of control..
2. 7. Total Quality Management: Definition and importance – evolution of TQM – different
dimensions – quality management philosophies and practices.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
1. Koonz, Weihrich and Aryasri: “Principles of Management”, Tata McGraw Hill,
2004.
2. Daft: “The New Era of Management”, Cengage Learning , New Delhi, 2009.
3. Rao, VSP: “Management Text and cases”, Excel books, New Delhi
4. Stoner, Free man and Gilbert: “Management”, Pearson Education, New Delhi,
2002
5. Prem Vrat, K.K.Ahuja, P K Jain: “Case Studies in Management”, Vikas
Publishing House Limited, 2002.
6. Mrityanjay Kumar Srivastava: “Transformational Leadership”, Macmillan India
Limited, 2003
7. Ramaswamy,T: “Principles of Management”, Himalaya Publishing House,
Mumbai, 2008.
8. Meeenakshi Gupta: “Principles of Management”, PHI Private Limited, New
Delhi, 2009.
9. J S Chandan: “Management Theory and Practice”, Vikas Publishing House
Limited, 2009
10. Robert KReitner, Mamata Mohapatra: “Management” Biztantra, dreamtech
Press, New Delhi, 2008
11. Anil Bhat, Arya Kumar: “Management”, Oxford University, New Delhi, 2008.
12. Schermerhorn Jr.: “Management “, Wiley-India, New Delhi, 2008.
13. Gupta R S, Sharma B D Bhalla N S: “Principles and Practice of Management”,
Kalyani Publications, Hyderabad, 2008.
3. Managerial Economics
1. Introduction to Managerial Economics: Definition, Nature and Scope, Relationship
with other areas in Economics, - The role of managerial economist.
2. Basic economic principles – the concept of opportunity cost, incremental concept,
scarcity, marginalism, Equi-marginalism, Time perspective, discounting principle, risk
and uncertainty.
3. Theory of Demand: Demand Analysis, Elasticity of demand, types and significance of
Elasticity of Demand – Measurement of Price Elasticity of Demand - Demand
determinants – Need for Demand forecasting, forecasting techniques. Supply Analysis –
supply function, the Law of Supply, Elasticity of Supply.
4. Production Analysis: Production function, Marginal Rate of Technical Substitution,
Production function with one/two variables, Cobb-Douglas Production Function, Returns
to Scale and Returns to Factors, Economies of scale-
5. Cost theory and estimation: Cost concepts, determinants of cost, cost-output
relationship in the short run and long run – Modern development in cost theory – Saucer
shaped short-run Average cost curves – Average total cost curve.
6. Market Structure and Pricing practices: Features and Types of different Markets -
Price-Output determination in Perfect competition, Monopoly, Monopolistic competition
and Oligopoly both in the long run and short run. Pricing methods in practice – Bain’s
limit-pricing theory.
7. Profit Management: Nature, scope, Theories of profit including modern theory -
Measurement policies, Cost – Volume- Profit Analysis. Objectives of the firm: Theories
of a firm.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
1. Hirschey: “Economics for Managers”, Cengage Learning, New Delhi, 2009
2. M.L Trivedi: “Managerial Economics”, Tata Mc-Graw Hill, New Delhi, 2004
3. Siddiqui S A, Siddiqui A S: “Managerial Economics and Financial Analysis”,
New Age International Publishers, New Delhi, 2008.
4. Craig H. Petersen, Cris Lewis, Sudhir k Jain: “Managerial Economics”, Pearson
Education, New Delhi, 2009
5. Dominick Salvatore: “Managerial Economics”, Oxford University Press, New
Delhi, 2009.
4. 6. Mithani D M: “Managerial Economics”, Himalaya Publishing House, Mumbai,
2008.
7. Dwivedi D N: “Managerial Economics”, Vikas Publishing House Private
Limited, New Delhi, 2009.
8. William f, Samuelson, Stephen G,Marks: “Managerial Economics”, Wiley India
Publishers, New Delhi, 2008.
9. Varshney, R.L and Maheswari, K L: “Managerial Economics”, Sultan Chand and
Sons, New Delhi, 2002.
10. Narayanan Nadar E, Vijayan S: “Managerial Economics”, PHI Private Limited,
New Delhi, 2009.
5. Financial Accounting and Analysis
1. Introduction to Accounting: Importance, Objectives and Principles, Accounting
Concepts and conventions, and The Generally Accepted Accounting Principles (GAAP),
Accounting Standards issued by Institute of Chartered Accountants of India.
2. The Accounting Process: Overview, Books of Original Record; Journal and Subsidiary
books, ledger, Trial Balance, Classification of capital and revenue expenses, Final
Accounts with adjustments.
3. Valuation of fixed assets: Tangible vs Intangible assets, depreciation of fixed assets
and methods of depreciation.
4. Inventory Valuation: Methods of inventory valuation and valuation of goodwill,
methods of valuation of goodwill.
5. Issue of Shares and Debentures: Entries for Issue of shares, forfeiture - Issue of shares
at Discount and premium. Alteration of share capital and reduction of share capital, Issue
and Redemption of Debentures:
6. Accounting for Amalgamation, Absorption and Reconstruction: Accounting treatment
in the books of transferor and transferee. Simple problems.
7. Financial Analysis-I: Statement of Changes in Working Capital, Funds flow and cash
flow statement – Analysis and interpretation of financial statement from investor and
company point of view – analysis through different ratios – Du Pont Chart.
8.: Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
1. Asish K. Bhattacharyya: “Essentials of Financial Accounting”, PHI Private
Limited, New Delhi, 2009,
2. Maheshwari S N, Mahehwari S K: “Financial Accounting “, Vikas Publishing
House Private Limited, New Delhi, 2009,
3. Paresh Shah: “Basic Financial Accounting for Management”, Oxford University
Press, New Delhi, 2008.
4. Varma K K: “Financial Accounting and Analysis”, Excel Books, New Delhi,
5. Robert N Anthony, David F Hawkins, Kenneth A Merchant: “Accounting” Tata
McGraw-Hill Publishing Limited, New Delhi, 2008.
6. Stice & Stice: “Financial Accounting Reporting and Analysis”, Cengage
Learning, New Delhi, 2008.
7. Subhash Sharma, Vithal M P: “Financial Accounting for Management”,
MacMillan India Limited, New Delhi, 2008.
6. 8. Kaustubh Arvind Sontakke: “Financial Accounting”, Himalaya Publishing
House, New Delhi, 2008.
9. Belverd E. Needles, Marian Powers: “Financial Accounting”, Biztantra, New
Delhi, 2008.
10. Ashok Banerjee: “Financial Accounting”, Excel Books, New Delhi, 2006.
11. Gupta: “Financial Accounting for Management”, Pearson Education, New
Delhi, 2003.
7. Organizational Communication
1 Role of Communication in Business – Objective of Communication – The Process of
Human Communication – Media of Communication, Written Communication - Oral
Communication - Visual Communication, Audio Visual Communication – Silence.
2. Developing Listening Skills – Improving Non-verbal communication skills – Cross
Cultural Communication – problems and challenges.
3 Managing Organization Communication – formal and Informal Communication -
Intrapersonal Communication – Models for Inter Personal Communication -
Exchange Theory.
4 Managing Motivation to Influence Interpersonal Communication- - Inter-Personal
Perception – Role of Emotion in Inter Personal Communication – Communication
Styles – Barriers of Communication – Gateways to Effective Interpersonal
Communication.
5 Business Writing Skills- Significance of Business Correspondence, Essentials of
Effective Business Correspondence, Business Letter and Forms, Meeting, Telephone
Communication – Use of Technology in Business Communication.
6. Report Writing – Meaning and Significance: Structure of Reports - Negative,
Persuasive and Special Reporting: Informal Report – Proposals. Formal Reports –
Preparation and organization of Press Report.
7 Presentation skills – techniques of presentation – types of presentation – video
Conferencing and formats – interview – formal and informal – interview techniques
– Communication etiquettes.
8 Case Study: Compulsory. Relevant cases have to be discussed in each unit
References:
1. Krizan: “Essentials of Business Communication”, Cengage Learning, New
Delhi.
2. Herta A Murphy, Herber W Hildebrandt and Jane P Thomas: “Effective Business
Communication”, Tata McGraw Hill Education Pvt Ltd, New Delhi.
3. Kuberudu B and Srinivasa Krishna K: “Business Communication and Soft
Skills”, Excel Books, 2008.
4. Paul Turner: “Organisational Communication”, JAICO Publishing House, New
Delhi.
8. 5. Namita Gopal: “Business Communication”, New Age International Publishers,
New Delhi, 2009.
6. Sathya Swaroop Debasish, Bhagaban Das” “Business Communication”, PHI
Private Limited, New Delhi, 2009.
7. Sampat Mukherjee, Sanjib Kumar Basu: “Organization, Management, Business
Communication”, New Age International Publishers, New Delhi, 2005.
8. Dalmar Fisher: “Communication in Organizations”, JAICO Publishing House,
New Delhi, 2007.
9. Meenakshi Rama: “Business Communication”, Oxford University Press, New
Delhi,
10. Rayudu, CS: “Communication”, Himalaya Publishing House, Mumbai.
9. Business Environment
1. Business Environment: Importance at national and international level – problems
and challenges – factors both internal and external influencing business
environment. Industrial policies since independence and their significance –
regulatory and promotional framework. Five-year plans and their importance.
2. Structure of Indian economy – Nature and significance – Economic systems –
structure of Indian industry – Economic reforms in various sectors – nature –
challenges – social justice – Disinvestment mechanism – problems and
procedures – Sickness in Indian industry, competition Act 2002.
3. Fiscal Policy: nature and significance – public revenues – expenditure- debt,
development activities allocation of funds – critical analysis of the recent fiscal
policy of Government of India.
4. Balance of Payments: Nature – structure – major components – causes for
disequilibrium in balance of payments – correction measures – Economic policy
and balance of payment – recent trends.
5. India’s Trade Policy: Nature – Magnitude and direction of Indian international
trade – problems – bilateral and multilateral trade agreements - EXIM policy –
role of EXIM bank. Nature and Role of stock exchanges in India – policies for the
protection of stakeholders.
6. International business environment: Nature – significance – trends in international
business – theories – challenges and mechanisms. WTO: Agreements in the
Uruguay round including TRIPS, TRIMS and GATS – disputes settlement
mechanism – dumping and antidumping measures.
7. Legal Frame : special features of the SICA (special provisions) 1985, BIFR,
Consumer protection act 1986, Environmental laws (pertaining to the control and
prevention of Air and Water pollution) and the Essential Commodities Act 1955.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References:
1. Dutt and Sundaram: “Indian Economy”, S. Chand, New Delhi, 2007.
2. Francis Cherunilam: “Business Environment-Text and Cases”, Himalaya
Publishing House, Mumbai.
3. Justin Paul: “Business Environment”, Tata McGraw Hill, New Delhi, 2006.
4. Aswathappa K: “Essentials of Business Environment”, Himalaya Publishing
House, Mumbai.
5. Raj Agrawal: “Business Environment”, Excel Publication, New Delhi.
6. Sundaram and Black: “International Business Environment Text and Cases”,
PHI Private Limited, New Delhi.
7. Avid W Conklin: “Cases in Environment of Business”, Sage Publication India
Private Ltd, New Delhi.
8. Palle Krishna Rao: “WTO-Text and Cases”, Excel Publication, New Delhi.
10. 9. Shaikh Saleem: “Business Environment”, Pearson Education, New Delhi, 2008.
10. Veena Keshap Pailwar: “Economic Environment of Business”, PHI Private
Limited, New Delhi, 2009.
11. Ravinder Kumar: “Legal Aspects of Business”, Cengage Learning, New Delhi,
2009.
12. Government of India, Latest Economic Survey Report.
11. Quantitative Analysis for Business Decisions
1 Introduction to Decision Theory, Steps involved in Decision Making, different
environments in which decisions are made, Criteria for Decision Making. Decision
Making under uncertainty. Decision Making Under conditions of Risk-Utility as a
decision criterion, Decision Trees, Graphic Displays of the Decision Making Process,
Decision Making with an active opponent.
2 Linear Programming: Introduction to Maximization and Using Graphic Methods, the
Simplex Method; Justification, interpretation of Significance of All Elements In the
Simplex Tableau, the Simplex Solution to A Minimizing Problem.
3 Transportation Models: Definition and Application of the Transportation Model,
Solution of the Transportation Problem, the Assignment Model, Traveling Salesman
Problem.
4 Game Theory: Introduction – Two Person Zero-Sum Games, Pure Strategies, Games
with Saddle Point, Mixed strategies, Rules of Dominance, Solution Methods of Games
without Saddle point – Algebraic, matrix and arithmetic methods.
5 Statistical Inference: Tests of Hypothesis, Introduction to Null hypothesis vs alternative
hypothesis, parametric vs. non-parametric tests, procedure for testing of hypothesis, tests
of significance for small samples, application, t-test, Chi Square test.
6 Linear correlation coefficient Linear regression ; Non Linear regression ;Multiple
correlation and multiple regression: Regression Analysis : Least square fit ; polynomial
and Curve fittings
7 Statistical Quality Control Upper quality charts p charts LCL UCL, BAR CHARTS.
Attribute charts and industrial applications. , ANOVA – one way and two way
classifications and Chi-square test, Association of attributes and inferences.
8 P.E.R.T. & C.P.M. and Replacement Model: Drawing networks – identifying critical
path – probability of completing the project within given time- project crashing –
optimum cost and optimum duration. Replacement models comprising single replacement
and group replacement
References
1. Selvaraj R., Loganadhan, C “Quantitative Methods in Management”, Excel
Publication, New Delhi.
2. Jaisankar S, “Quantitative Techniques for Management”, Excel Publication,
New Delhi.
12. 3. Hamdy, A.Taha: “Operations Research: An Introduction”, Prentice-Hall of
India, New Delhi 2003.
4. J. K. Sharma, “Operations Research: Theory and Applications”, Macmillan
India, 2001.
5. Bill E Gillett: “Introduction To Operations Research: A Computer-Oriented
Algorithmic Approach” Tata McGraw Hill, New Delhi, 2002.
6. Anderson Sweeny Williams: “Statistics for Business and Management”, 10/e,
Cengage Learning, New Delhi.
7. N.D.Vohra: “Quantitative Techniques in Management”, Tata-McGraw Hill
Private Limited, New Delhi, 2003.
8. L.S. Srinath: “PERT/CPM”, East-West Publishers, Mumbai, 2003
9. Gupta S.P: “Statistical Methods”, Sultan Chand and Sons, New Delhi, 2005
10. U.K.Srivastava, G.V.Shenoy, S.C.Sharma: “Quantitative Techniques for
managerial decisions”, New Age International, Mumbai, 2008,
11. Punmia and Khandelwal: “PERT/CPM, Laxmi Publications, Hyderabad, 2009.
13. Data Base Management System
1. Foundation of Information System in Business: Conceptual foundations, Perspectives
on IS – Phases in building and maintaining IS - Business Processes - Viewing business
as system – Evaluation of business process performance.
2. Types of Information Systems: Office Automation System, Communication systems,
Transaction processing system, Management and Executive information system, Decision
support systems, GDSS, Systems from a functional perspective-sales, production,
finance, human resources system.
3. Information Systems Models: Nolan Stage Hypothesis, IS Strategic Grid, Wards
Model, Earl’s Multiple Methodology, CSFs, Soft Systems Methodology, Socio-Technical
Systems Approach.
4. Building and Maintaining IS: Alternative approaches for building information systems
– end user development – Outsourcing. Information Security, control and audit – Systems
vulnerability and abuse, different threats in IS – methods of minimizing risks, creating
control environment
5. Data base Management System: Objectives of Database Approach – Characters of
Data Base Management Systems – Data processing Systems – Components of DBMS
Packages – Data base administration.
6. Data Modeling Concept: Development of Data Models – File Management The
Hierarchical Data base Models. Physical Vs Logical Models of Data – Network Database
Structure
7 Organizational Memory Technologies: Data warehouse – Information presentation –
website management - Data integrity- Transaction management - Management of
database environment - Data administration.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
1. Philip J, Pratt, Joseph J. Adamski: “Database Management Systems”, Cengage
Learning, New Delhi, 2009.
2. W S Jawadekar: “Management Information Systems”, Tata McGraw Hill Private
Limited, New Delhi, 2009.
3. Mahadeo Jaiswal, Monika Mital: “Management Information System”, Oxford
University Press, New Delhi, 2008.
4. Goyal DP: “ Management Information System”, MACMILLAN India Limited,
New Delhi, 2008.
14. 5. C.S.V.Murthy: “Management Information System”, Himalaya Publications, New
Delhi, 2008.
6. Richard T. Watson: “Data Management “, WILEY INDIA Limted, New Delhi,
2008.
7. Alex Leon and Mathew Leon: “Data Base Management Systems”, Vikas
Publishing House, New Delhi.
8. R.Panneerselvam: “Database Management System”, PHI Private Limited, New
Delhi, 2008.
9. Kennth C.Laudon and Jane P.Laudon: “Management Information Systems” 9/e,
Pearson Education, New Delhi.
10. Rob and Cornell: “Data Base Management Systems” Cengage Learning, New
Delhi,
15. Information Technology Lab-1 (100% Lab)
Course Objective
1. Introduce spreadsheet ( MS Excel ) as a financial modeling tool and understand
its capabilities and limitations
2. Apply Visual Basic for Applications ( VBA) to automate spreadsheet applications
and extend the functionality of the spread sheet
3. Improve the understanding of software systems in business, improve
communication and presentation skills using MS Power Point
Course Details:
1. Introduction of various software used for business and their significance in the
current business environments. Introduction of software MSOffice, VBA, MS
PROJECT, SQL, PL/SQL
2. Financial modeling like present value of cash flows, valuations, financial ratio
analysis, forecasting, trend analysis of data, random input generations, statistics
for management course (correlation and regression analysis) data presentation
techniques. Spread sheet showing the monthly payments with changing interest
rate over a period of loan. For example home loan, personal loan.(Using excel)
3. Variable declaration, conditional statements, iteration and result presentation,
retrieving of data from the VBA application.
4. Understanding of a database, design elements, creation of a database. Retrieving
of data from VBA. Importance of storing data, managing and data mining.
Introduction of SPSS package for predictive analytical software.
5 Prepare presentations for mini projects assigned for course work of first
semester
References
1. Courter, Mastering Microsoft Office for Business Professional, Techmedia, 2003.
2. Alexis Leon, Introduction to Computers with MS Office 2000, TMH, New Delhi,
2000.
3. Mansfield, MS Office, TMH, New Delhi 1999.
4. * Prowess- Corporate Database, Centre for Monitoring Indian Economy(CMIE),
Ph.No.040-
55466091-6,email-cmie.hyd@cmie.com www.cmie.com/products/prowess
5. Groff, SQL 2/e, The Complete Reference, TMH, 2003.
6. Sanders, D.H. Computers In Business--An Introduction Mc-Graw-Hill, Tokyo, 1983
16. 7. Efraim Turban, R. Kelly Rainer, Jr., Richard E. Potter, Introduction to Information
Technology,
Second Edition, John Wiley & Sons, Inc., 2003.
8. Bayross, PL SQL the Programming Language of Oracle, BPB, 2002.
9. Bayross, Oracle Teach Yourself SQL / PL SQL using Oracle 8i and 9i with SQLj,
BPB, 2002.
17. Semester - II
Financial Management
1 The Finance Function – Objective: Profit or Wealth Maximization and EPS
Maximization, An overview of Managerial Finance functions- Time value of money.
present value, future value of money and the basic valuation models.
2. Investment decisions: Nature of Capital Budgeting decisions - techniques of capital
budgeting: Pay back method, Average rate of return and Time-Adjusted methods: IRR
and NPV, profitability index, and excess present value index. Advanced problems and
cases in capital budgeting.
3. Cost of Capital: Concept and measurement of cost of capital, Debt vs.Equity, cost of
equity, preference shares, equity capital and retained earnings, weighted average cost of
capital and marginal cost of capital. Importance of cost of capital in capital budgeting
decisions.
4. Capital structure Decisions: Capital structure vs financial structure - Capitalisation,
financial leverage, operating leverage and composite leverage. EBIT-EPS Analysis,
Indifference Point/Break even analysis of financial leverage, Capital structure theories –
The Modigliani Miller Theory –A critical appraisal.
5. Dividend Decisions: Dividends and value of the firm - Relevance of dividends, the
MM hypothesis, Factors determining Dividend Policy-dividends and valuation of the
firm-the basic models. Declaration and payment of dividends. Bonus shares. Rights issue,
share-splits, Walter Model and Gordon Model.
6. Working Capital Management, components of working capital, gross vs. net working
capital, determinants of working capital needs, the operating cycle approach. Planning of
working capital, .Financing of working capital through Bank finance and Trade Credit.
7. Management of current assets –I: Management of cash,– Basic strategies for cash
management, cash budget, cash management techniques/processes. Marketable securities:
characteristics, selection criterion, Marketable security alternatives. Management of
receivables - Management of inventory – credit policies.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
1. Brigham and Ehrdhart: “Financial Management Text and Cases”, Cengage
Learning, New Delhi.
2. I.M Pandey: “Financial Management”, 9/e, Vikas Publishing, 2004
18. 3. M.Y Khan, P K Jain: “Financial Management-Text and Problems”, Tata
McGraw Hill, New Delhi. 2003
4. James C.VanHorne: “Financial Management and Policy”, Pearson Education,
2004
5. Srivatsav, RM: “Financial Management”, Himalaya Publishing House, Mumbai.
6. Chakraborty, Bhattacharya, Rao and Sen: “Financial Management and Control”,
Macmillan India Limited, 2003
7. John J. Hampton: “Financial Decision Making-Concepts, Problems and
Cases”, Prentice Hall .2003
8. Sudhindra Bhat: “Financial Management Principles and Practice”, Excel
Books, New Delhi, 2007
9. Pradeep Kumar Sinha: “Financial Management Tools and Techniques”, Excel
Books, New Delhi.
10. S.N. Maheswari: “Financial Management”, Vikas Publishers, New Delhi, 2003.
11. Bhabatosh Banerjee: “Fundamentals of Financial Management”, PHI Learning
Private Limited, New Delhi, 2008.
12. CA.C. Rama Gopal: “Financial Management”, New Age International Publisher,
New Delhi, 2008.
19. Marketing Management
1. Introduction to Marketing: Needs, Wants, Demands, Products, Exchange,
Transactions, Market, Marketing, Production Concept, Product Concept, Sales Concept,
Marketing Concept, Societal Marketing Concept, Indian Marketing Environment. Role
and functions of marketing department.
2. Market Research: Concepts in Demand, Market research – Forecasting and
Measurement – Market data analysis.
3. Functions of Marketing: Market Segmentation and Targeting – Positing functional
strategies – Identification of Market segments - marketing strategies.
4. Product Management: Product Life Cycle, Product mix and line – Branding and
classification. New Product Development - Market Testing, Commercialization.
5. Pricing Strategy: Objectives, Methods and processes of pricing, Factors influencing the
pricing. Adopting price, initiating the price cuts, imitating price increases, Responding to
Competitor’s price changes.
6. Distribution Management and Sales Promotion: Sales Techniques for
Consumer/Industrial clientele-Channel Function and Flows, Channel Levels, Channel
Management Decisions - The growth and trends in Wholesaling - Sales force
Management – Promotional mix – communication strategies.
7. Retail Management: Nature and Significance - concepts – types – retail store
management and merchandising – challenges and strategies.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References:
1. Phillip Kotler: “Marketing Management”, 11/e, Pearson Publishers, New Delhi,
2003
2. Boone and Kurtz: “Principles of Marketing “, Cengage Learning, New Delhi.
3. Rajan Saxena: “Marketing Management, 2/e, Tata McGraw Hill, New Delhi,
2008.
4. Tapan K Panda: “Marketing Management Text and Cases”, Excel Books, New
Delhi.
5. VS Ramaswamy, S.Namakumari:, “Marketing Management”, 3/e, Macmillan,
New Delhi, 2003
6. Karunakaran: “Marketing Management”, Himalaya Publishing House, Mumbai.
7. M.Govindarajan: “Marketing Management, Concepts, Cases, Challenges and
Trends”, PHI Private Limited, New Delhi, 2007.
8. T.N.Chhabra, SK.Grover: “Marketing Management”, Dhanpat Rai and Co., New
Delhi,2009.
20. 9. paul Baines, Chris Fill, Kelly Page: “Marketing”, Oxford University Press, New
Delhi, 2009.
10. Arun Kumar, Meenakshi N: “Marketing Management”, Vikas Publishing House
Private Ltd., 2008.
21. Human Resource Management
1. HRM: Significance - Definition and Functions – evolution of HRM- Principles -
Ethical Aspects of HRM- Role of HRM - HR policies, Strategies to increase firm
performance - Role and position of HR department - HRM at global perspective.
2. Investment perspectives of HRM: HR Planning - Recruitment and Selection, Tests and
Interview Techniques - Training and Development – retention - Job Analysis. HRD
concepts – mechanisms – MDPs.
3. Performance Evaluation: importance – methods – traditional and modern methods –
Latest trends in performance appraisal - Career Development and Counseling-
Compensation, Concepts and Principles- Influencing Factors- Current Trends in
Compensation- Methods of Payments
4. Salary and Wage Administration: Concept- Wage Structure- Wage and Salary Policies-
Legal Frame Work- Determinants of Payment of Wages- Wage Differentials - Job
design and Evaluation- - Incentive Payment Systems.
5. Managing Industrial Relations- Trade Unions-Employee Participation Schemes-
Collective Bargaining-Managing Knowledge Work force –Grievances and disputes
resolution mechanisms.
6. Safety and welfare management: Nature and concepts – statutory and non-statutory
welfare measures – incentive mechanisms – types of incentives. Safety at work – nature
and importance – work hazards – safety mechanisms - Managing work place stress.
7. HR accounting and auditing: Nature and significance – Human resource accounting
practices and standards – problems – HR audit - process – HRIS - methods.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
1. Gary Dessler: “Human Resources Management”, PHI Private Limited, New
Delhi, 2007.
2. K Aswathappa: “Human Resource and Personnel Management”, Tata McGraw
Hill, New Delhi, 2007.
3. Subba Rao P: “Personnel and Human Resource Management-Text and Cases”,
Himalaya Publications, Mumbai.
4. Muller_Camen. Croucher and Leigh: “Human Resource Management- A Case
Study Approach”, JAICO Publishing, Delhi.
5. Scott Snell and George Bohlander: “Human Resource Management”, Cengage
Learning, 2007.
22. 6. Deepak Kumar Bhattacharya: “Human Resource Management”, Excel Books,
New Delhi.
7. S.Seetharaman, B.Venkateswara Prased: “Human Resource Management”,
SCITECH Publication (India) Limited, Hyderabad, 2007.
8. Gary Dessler, Biju Vrkkey: “Human Resource Management”, Pearson
Education,
New Delhi, 2009
9. Uday Kumar Haldar: “Human Resource Development”, Oxford University
Press,New Delhi, 2009.
10. Iain Henderson: “Human Resource Management”, Universities Press (India)
Private Limited, Hyderabad, 2008.
11. Shashi K Gupta, Rosy Joshi: “Human Resource Management and
Organizational Behavior”, Kalyani Publications, Hyderabad, 2007.
12. Biswanath Ghosh: “Human Resources Development and Management”, Vikas
Publishing House Private Limited, New Delhi, 2008.
23. Production and Operations Management
1. Introduction: Overview of Production and Operations Management (POM) Function,
Historical Development of POM, POM scenario Today.
2. Product and Process Design: Product and Process Development, Manufacturing
Process Technology, CAD/CAM, Value Analysis.
3. Facilities Management: Location of Facilities, Layout of Facilities, Optimization of
Product/Process Layout, Flexible Manufacturing and Group Technology.
4. Aggregate Planning: Preparation of aggregate demand Forecast, Specification of
Organizational Policies for Smoothing Capacity Utilization, Determination of feasible
Production Alternatives and Determination of Optimal Production Strategy.
5. Scheduling: Scheduling In Job, Shop Type Production, Shop- Loading, Assignment
and Sequencing, Scheduling In Mass, Continuous and Project Type Production, Line
balancing Lob, Methods of Production Control.
6. Work Study : Method Study, Work measurement, Work Design, Job Design, Work
Sampling, Industrial Engineering Techniques-Productivity: Basic Concepts, Productivity
Cycle, Productivity Engineering and Management, Total Productivity Model.
7. Quality management: Economics of Quality Assurance Inspection and Quality Control,
Acceptance Sampling, Theory of control charts, control charts for variables and control
charts for attributes -Total Quality Management - ISO 9000 series standards, Six Sigma
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References:
1. Chase, Aquilano, Jacobs: “Operations Management for Competitive Advantage”,
Tata McGraw Hill, New Delhi, 2007
2. Elwood S.Buffa and Rakesh K.Sarin: “Modern Production/Operations
Management”, Wiley India, New Delhi, 2008.
3. Aswathappa K: “Production and Operation Management”, Himalaya Publishing
House, Mumbai.
4. James R.Evans and David A. Collier: “Operations Management “, Cengage
Learning India Private Limited, New Delhi,2009.
5. R. Panneeselvam: “Production and Operations Management “, PHI Learning
Private Limited, New Delhi, 2009.
6. SN Chary: “Production and Operations Management”, Tata McGraw Hill, New
Delhi, 2008.
24. 7. Mahadevan: “Operations Management”, Pearson Education, New Delhi.
8. Upendra Kachru: “Production and Operations Management-Text and Cases”,
Excel Books, New Delhi.
9. Nair NG: “Production and Operations Management “,Tata McGraw Hill, New
Delhi, 2009.
10. William J Stevenson: “Operations Management”, Tata McGraw Hill, New Delhi,
2009.
25. Organizational Behavior
1. Introduction - Nature and scope – linkages with other social sciences - Individual
Roles and Organizational Goals - Perspectives of Human Behavior, Approach to
Organizational behavior - models of organizational behavior.
2. Perceptual Management: nature - Process – selection, organization and interpretation –
Influencing factors -Motivation – Concepts - Needs and Motives and theories.
Leadership and Motivating people - Leadership Theories. Attitudes and Values:
formation - types – changes and behavior modification techniques.
3. Personality Development: Nature - Stages, Determinants of Personality, - Johari
Window - Transactional Analysis, Learning Processes - theories, Creativity and Creative
Thinking. Leadership – nature – skills.
4. Decision Making Process: Behavioral Dimensions, Groups and their formation -
Group Dynamics, Informal Organizations, Group versus Individual Interaction.
5. Inter-Personal Communication: Listening, Feedback, Collaborative Processes in Work
Groups, Team Building, Team Decision Making, Conflict Resolution in Groups and
Problem Solving Techniques.
6. Organizations: Taxonomy, Elements of Structure, Determinants of Structure,
Functional Aspects of Structure, Role Impingement, Stress in Organization. Principles
Underlying the Design of Organizations, Organizational Culture, Power and Authority.
7. Organizational Development: Goals, processes, change – resistance to change – Nature
of OD - interventions, OD techniques and OD applications.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
1. K.Aswathappa: “Organizational Behavior-Text, Cases and Games”, Himalaya
Publishing House, New Delhi, 2008,
2. Steven L McShane, Mary Ann Von Glinow, Radha R Sharma: “Organizational
Behavior”, Tata McGraw Hill Education, New Delhi, 2008.
3. Jerald Greenberg and Robert A Baron: “Behavior in Organizations”, PHI
Learning Private Limited, New Delhi, 2009.
4. Pareek Udai: “Understanding Organizational Behavior”, Oxford University
Press, New Delhi, 2007.
5. Jai B.P.Sinha: “Culture and Organizational Behavior”, Sage Publication India
Private Limted, New Delhi, 2008.
26. 6. Sharma VS, Veluri: “Organizational Behavior”, JAICO Publishing House, New
Delhi, 2009.
7. Slocum,n Helireigel: “Fundamentals of Organizational Behavior”, Cengage
Learning India, New Delhi, 2009.
8. Jennifer M.George and Gareth R. Jones: “Understanding and Managing
Organizational Behavior”, Pearson Education, New Delhi, 2009.
9. Schermerhorn, Hunt and Osborn: “Organizational Behavior”, Wiley India
Limted, New Delhi, 2007.
10. GregoryMoor head, Ricky W.Grif fin: “Organizational Behavior”, Biztantra,
New Delhi, 2009.
27. Research Methodology
1. Introduction : Nature and Importance of research, The role of business research, aims
of social research, research process, pure research vs. applied research, qualitative
research vs quantitative research, exploratory research, descriptive research and
experimental research, ethical issues in business research.
2. Data Base: Discussion on primary data and secondary data, tools and techniques of
collecting data. Methods of collecting data. Sampling design and sampling procedures.
Random Vs. Non-random sampling techniques, determination of sample size and an
appropriate sampling design.
3. Measurement concepts: Measurement and Scaling concepts, attitude measurement,
questionnaire design, Psychometric, psychological and social instruments used in
management research. Levels of measurement and types of scales. Criteria for good
measurement.
4. Research Design: Meaning of Research Design. Functions and goals of Research
Design, characteristics, phases, design for different types of research, outlining a research
proposal, pilot study and developing a case study
5. Data Analysis : Editing and coding, transform raw data into information, basic data
analysis, descriptive statistics.Univariate Statistics – stating a hypothesis, hypothesis
testing, discriminate analysis, factor analysis, cluster analysis, conjoint analysis and
content analysis.
6. Survey research and field work: media used to communicate with respondents,
personal interviews, telephone interviews, self-administered questionnaires, selection of
an appropriate survey research design, the nature of field work, principles of good
interviews and field work management.
7. Multivariate Analysis: Nature of multivariate analysis, classifying multivariate
techniques, analysis of dependence, analysis of interdependence. Bivariate analysis-tests
of differences-t test for comparing two means and z-test for comparing two proportions
and ANOVA for complex experimental designs.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
1. C.R. Kothari: “Research Methodology”, Wishwa Prakashan, 2009.
2. Panneerselvam R: “Research Methodology”, PHI Learning Private Limited, New
Delhi, 2009.
3. Willam G.Zikmund: “Business Research Methods”, Cengage Learning, New
Delhi, 2006.
28. 4. S.Shajahan: “Research Methods for management”, JAICO Publishing House,
New Delhi, 2009.
5. Battacharya, DK: “Research Methodology”, Excel Books, New Delhi.
6. Alan Bryman, Emma Bell: “Business Research Methods”, Oxford University
Press, New Delhi, 2008.
7. Cooper R.Donald and Schindler S. Pamela: “Business Research Methods”, 9/e,
Tata MCGraw Hill, New Delhi.
8. CR Kothari: “Research Methodology Methods and Techniques”, New Age
International Publishers, New Delhi, 2009.
9. Ajai S.Gaur and Sanjaya S.Gaur: “Statistical Methods for Practice and
Research”, Sage Publications, New Delhi, 2007.
10. Sachdeva: “Business Research Methods”, Himalaya Publishing House, Mumbai
29. Introduction to Technology Management
1. Introduction to Technology Management –Definition – Concept of creativity –
Components – Features – Classification of Technology – Concept and Nature of
Technology Management- Drivers of MOT- Significance and Scope of MOT- Role of
Chief Technology Officer – Responding to Technology challenges.
2. Technology Policy – Determinants of Nation’s Capability – Role of Government –
Science and Technology policy – Status of Technology in India – Future of India –
Technology Strategy – Formulation of Technology Strategy – Technology innovation
Strategy.
3 Technology Planning and Strategy Tools – Technology Planning – Tools for Company
Technology Analysis – Tools for industry Technology Analysis – Trajectories of
Technology
4. Technology Acquisition - Methods Acquisition - Internal Development - External
acquisition Sources - Acquisition decisions - Technology Acquisition trends –
Technology exploitation decisions - Technology appropriation.
5 Process Innovations – Concept and types of process - Process Management Concerns -
Types of Process innovations- Process improvement techniques – Organizing for
improvements
6. Technology Transfer – Definition – Classification and Significance - Elements of
transfer process - Types of Technology transfer - package – Modes of transfer -
Channels of Technology flow - Routes of technology transfer- Effective transfer and
Pricing of technology transfer – Price negotiation- Technology transfer agreements.
7. Technology Diffusion – Concept of Diffusion - Integrated Diffusion Strategy -
Influencing factors - Innovation adoption - Diffusion strategies - Community effects
and network externalities – Distribution of Adopters- Crossing the Chasm – Market
dynamics.
8. Technology Absorption and Deployment – Technology Absorption – Influencing
factors - Deployment strategies - Corporate Venturing - Benefits and Drawbacks of
Corporate Venturing – Spin-off Companies
References:
1. Rastogi P.N: “Management of Technology and Innovation”, Sage Publications,
New Delhi, 2009.
2. Scott Shane: “Technology Strategy for Managers and Entrepreneurs”, Pearson
Education, New Delhi, 2009.
30. 3. CSG Krishnamacharyulu, Lalitha Ramakrishnan: “Management of Technology”,
Himalaya Publishing House Private Limited, New Delhi, 2008.
4. White and Bruton: “The Management of Technology and Innovation”, Cengage
Learning India, New Delhi, 2009.
5 Tarek Khalil, “Management of Technology—The Key to Competitiveness and
Wealth Creation”,McGraw Hill, Boston, 2000.
6. P.N.Rastogi, “Managing Creativity”, Macmillan India Ltd, 2003.
7. William L Miller and Longdon, Morris, “Fourth Generation R & D”, John Wiley
& Sons Inc.
8. Pradip N Khandwalla: “Lifelong Creativity—An Unending Fest”, TMH, 2004.
9. Pradip N Khandwalla: “Corporate Creativity”, TMH, 2003.
10. George Reynolds: “Ethics in Information Technology”, Cengage Learning, New
Delhi, 2009
31. Information Technology Lab-II (100% Lab)
Course Objective
1 Improve the understanding and usage of information technology in business
environments.
Course Details:
1. Illustrate numerical mathematical simulations from Statistics for Management
course.
2. Project Management and resource planning using MS Project
3. Data Collection and analyzing techniques for quality management ( Charts, flow
diagrams for methodologies like six sigma/lean mfg etc)
4. Basic structure of PLSQL procedural language, achieving functionality using
PLSQL. Importance of Database systems in business environments and
knowledge management.
5. Prepare presentations for mini projects assigned for course work of second
semester.
6. Introduction of online financial services example online trading systems, Reuters,
Bloomberg, websites of regulatory institutions like SEBI. Understand how a
major industrial system (Reuters) works in trading, searching and downloading
financial data
References
1. Scott Urman, “Oracle 8i-PL SQL Programming”, TMH, 2000.
2. Loney, “Oracle 8i—The Complete Reference”, TMH, 2000.
3. Loney, “Oracle 9i—The Complete Reference”, TMH, 2002.
4. Bayross, “Oracle Teach Yourself SQL / PL SQL using Oracle 8i and 9i with SQLj”,
BPB, 2002.
5. Abbey, “Oracle 8i—A beginner’s Guide”, TMH, 2000.
6. Courter, “Mastering Microsoft Project”, BPB, 2002.
7. Pyron, “Using MS Projec”t, Techmedia, 2002.
8. Bayross, “PL SQL the Programming Language of Oracle”, BPB, 2002.