Department of Management 

                                                       Gurugram University, Gurugram (Haryana)

                              (A State Govt. University Established Under Haryana Act 17 of 2017

Table of Contents

1. About The Department

Established in 2018, the Department of Management aims at developing global citizens of tomorrow through research, innovation, life skills, technical skills, and ethical training. The Department focuses on the education ecosystem through enshrined core values of intellectual excellence, collegiality, diversity, and integrity. As of today, it offers two-year full time MBA (General), MBA (Super Specialization), MBA(Integrated), MBA (Hospitality Management), MBA (Business Analytics) and Ph.D. programme from the University campus. The courses offer a unique and inspirational academic model designed to match the international standards. A wide spectrum of programs is paired with flexibility, experiential learning, and interdisciplinary orientation. The Department has a dynamic academic fraternity drawn from top universities nationally and internationally. The Department is the epitome of excellence and has created dynamic industry leaders and aspires to develop into a destination of choice for future managers. Department attracts a great diversity of students who have the drive, confidence, and a burning desire to advance the progress for business and society. Students here get the platform to train themselves with a view to face the challenges of the corporate world with confidence. Special emphasis is given to their holistic development through a healthy and collaborative learning environment. An integrated approach that combines field work, case studies, presentations and group discussions is followed by the department to inculcate pedagogical and conceptual knowledge along with practical exposure of management concepts and theories in students.

2. Programme Outcomes

Programme Outcomes (PO) of Post Graduate Programmes/Courses in the Faculty of Commerce and Management, Gurugram University, Gurugram are as under:

3. Programme Specific Outcomes (PSOs)

The MBA is a highly prominent management programme of modern times and prepares the participants for taking up middle and top-level challenging executive assignments in private and public sectors. Accordingly, they are imparted adequate conceptual knowledge and practical training in various functional areas of management i.e., Finance, Marketing, Organizational Behaviour and Human Resource Management, Data Analytics, and supply chain management. MBA programme is a two years programme divided into four semesters. The programme is aimed at following outcomes:

4. Qualification Descriptors

• Students shall be admitted to a two-year programme with the second year devoted entirely to specialization.
• A programme of study leading to the MBA degree is open to those who have met the entrance requirements, including specified levels of attainment, in the programme admission regulations. Admission to a programme of study is based on the evaluation of documentary evidence (including the academic record) of the applicant’s ability to undertake MBA study.
  
  5. Scheme of Programme

MBA – a four-semester postgraduate programme is of 106 credits; weightage consisting of Core Courses

(CC), Skill Enhancement Courses (SEC), Ability Enhancement Courses (AEC), Value Addition Courses (VAC), Discipline Specific Elective Courses (DSE), Multidisciplinary Courses (MDC) Specialization Specific Elective Course (SSE) and Internship/ Dissertation/ Research Project/ Seminar.

Course and Credit Scheme

6. Course Outcomes and Mapping Matrix:

• Each Course of the MBA Programme results in few Course/Learning Outcomes (COs) which are broadly mapped or associated with POs as well as PSOs.
• Mapping is a process of representing the correlation between COs and POs, COs and PSOs in the scale of 1 to 3 as follows.

Scale of Mapping between COs and POs & COs and PSOs

7. Scheme of Examination

MBA First Year First Semester (Total Credits: 22, Marks -550)

*Each student is required to opt at least one course from MOOC of equivalent course credits.  It is mandatory for the student to submit passing certificate of the same to the department, to be able to appear for the viva. For MOOC courses, 50 marks will be for the certificate earned (external practical) and 25 marks will be allotted on the basis of internal (internal practical) viva.  

**Students may opt for either Managerial Economics (Basic) or Managerial Economics (Advanced), based on their interest in the course. (Students may refer to the syllabus for further clarity)

Exit Policy: For MBA-Business programme, there are two exit points, one, at the end of the first year of the MBA programme, after successfully earning 44 credits of First and Second semesters and second, on the completion of the two-year programme, after successfully earning 106 credits of all the four semesters. Students who exit after the first year shall be awarded the Post-Graduate Diploma in Management and students who exit after the completion of the second year will be awarded the degree of ‘Master of Business Administration’.

MBA 2 Year: 3rd Semester (Total Credits: 34, Marks – 850)

After completing 1st and 2nd Semesters, students can opt either dual specialization or super specialization. Under the dual specialization scheme, the students are required to choose any two specialization areas offered under the scheme (Marketing Management/ Financial Management/ Human Resource Management/ Operations & Supply Chain Management). Under each specialization opted, the student is required to study any two courses from each of the selected specializations, in both, third & fourth semesters. The specialization area opted in the Third Semester would remain the same in Fourth semester also. 

Under super specialization scheme, the students are required to study four courses pertaining to the opted specialization area (Marketing Management/ Financial Management/ Human Resource Management/ Operations & Supply Chain Management), in the third semester and three courses pertaining to the same specialization in the fourth semester. 

Note: For introducing a particular specialization in the third semester, there must be at least 10 students having opted that specialization.

*Sessional will consist of class tests, mid-semester examination(s), homework assignments, class presentations, case analysis, role play etc., as determined by the faculty in charge of the courses of study.

                                                        Detailed Syllabus    

First Semester  

Management Principles and Organizational Behaviour  PAPER CODE: 241MGCC1

Credits: 4                                                                                                           External Marks: 70                                                                                                                              Internal Marks: 30                                                                                                                       Time Allowed: 3 Hrs.

Type of Course: Core Course

Course Objectives:

Management Principles and Organizational Behaviour is a course which offers insights to understand personality characteristics, work, and team structures, evolving workplace challenges, and interpersonal problems and to apply such understanding to enhance the quality of human dynamics and performance in organizations.

Course Outcomes: On the completion of this course the student will be able to:

CO1: Provide the knowledge and understanding of the tasks and functions of management. 

CO2: Comprehend and apply the behavioral patterns of human beings at individual & group levels in the context of an organization.

CO3: Analyze human behavior for prediction and management of human resources in an organization while following ethical code of conduct. 

CO4: Evaluate the understanding of the dynamics of interaction and integration between the individual and the organization.

Detailed Syllabus 

UNIT I

Fundamentals of Management & Management Process: Evolution of Management thought, Meaning and Nature of Management, Management Approaches, Processes, Managerial functions & competencies, Tasks and Responsibilities of a Managers, Issues in Managing: Change, Technology, Diversity & Globalization, Fundamentals of social responsibility, areas of corporate social responsibility, Social responsiveness and decision making, Basic approaches to Ethics, Tools of Ethics: Values, rights, duties & moral rules, Creating an ethical workplace.

UNIT II

Foundations of Planning, Organizing, Controlling and Managerial Decision making: Importance of Planning, Types & elements of Planning, strategic Planning, and Strategy formulation tools: SWOT analysis, Porter’s five forces model, Mc Kinsey’s 7-S framework, Types & process of decision making,

Decision making models, Decision making under risk, certainty & uncertainty, Effective Delegation, Boundary less Organizations, Meaning, need & process of Control, Importance of Control, Types of

Control, Designing an integrated control system, Ethical Issues of Control.

UNIT III

Introduction to Organizational Behaviour :Nature, importance and determinants of OB; Subsequent Phases of Hawthorne studies and Human Relations Approaches; Predecessors of OB; Relationship with other fields; Understanding, Attribution theories; Individual Learning: Nature and process, Application of learning principles in organizational context; Attitudes: Types & work related attitudes. Managing emotions in organizations – emotional intelligence and emotional labour, stress management; Motivation concept and applications. 

UNIT IV

Individual, Group and Organizational level Behaviour: Individual Determinants of Organization Behaviour-Person Perception, Perceptual Process, Importance, and factors affecting perception, Individual Differences – Understanding Self, Nature Vs. Nurture, Johari Window; Personality Traits and Attributes of Personality – Self-Esteem, Type A & B, Locus of Control, Machiavellianism. Group Dynamics and Interpersonal, Relationships, Group processes and group decision making, Dysfunctions of groups, Team: Creating effective teams and turning individuals into team players, Contemporary issues in managing teams. Leadership theories and contemporary issues in leadership, Management of Organizational Conflicts and negotiations, Understanding Power, and Politics.

SUGGESTED READINGS:

1. Organizational Behaviour by Robbins, P., Judge, and Sanghi (2009). Pearson Education.
2. Luthans, F., Organizational Behaviour, Tata McGraw Hill.
3. Essentials of Mgmt. by Harold Koontz & Heinz Weichrich (1st ed., Excel Books)
4. Management: Text & Cases by V S P Rao& V Hari Krishna (Excel Books)
5. Management by James A. F. Stoner, r Edward Freeman, Daniel R Gilbert (6th edition, Pearson Education)
6. Organizational Behaviour by Fred Luthans (Tata McGraw-Hill).

Mapping Matrix of Course: 241MGCC1

Table 1: CO-PO  & CO-PSO Matrix for the Course 241MGCC1: Management Principles  and Organizational Behavior 

ACCOUNTING FOR MANAGERS 

241MGCC2

Credits: 4                                                                                                             External Marks: 70             Internal Marks: 30

Time Allowed: 3 Hrs. Type of Course: Core Course

Course Objective:

The Objective of this course is to provide students with a conceptual understanding of cost and managerial accounting and the skills required in applying knowledge for decision making. This course emphasizes on the development and use of accounting information for internal decisions in business management. Aim of this course is to equip participants with a systematic and rigorous knowledge of management accounting practices that can be strategically applied across various functions of an organization to improve its’ performance. The course also reviews contemporary developments in cost & management accounting for strategic decision

Course Outcome: On the completion of this course the student will be able to:

CO1: Understand theories, concepts and basic principles of accounting. 

CO2: Apply theories, concepts and principles of accounting for problem solving and financial decision making.

CO3: Analyze the need & relevance of application of accounting knowledge in managerial decision making.

CO4: Emphasize on the evaluation and use of accounting information for financial appraisals at  individual and organizational levels.  

DETAILED SYLLABUS:

UNIT -I

Financial Accounting-concept, importance and scope, accounting principles, journal, ledger, trial balance, depreciation (straight line and diminishing balance methods), Preparation of final accounts (in vertical format only) with adjustments. UNIT -II

Analysis and interpretation of financial statements – meaning, importance and techniques, ratio analysis;

trend analysis; Altzman’s Z Model for analyzing financial health, cash flow analysis (AS-3) UNIT -III

Cost accounting-meaning, importance, methods, techniques; classification of costs and cost sheet; inventory valuation; an elementary knowledge of activity-based costing.

UNIT -IV

Management accounting- concept, need, importance and scope; Budgetary control- meaning, need, objectives, essentials of budgeting, different types of budgets; standard costing and variance analysis (materials, labour); marginal costing and its application in managerial decision making.

SUGGESTED READINGS:

1. Malhotra A K, Accounting for Managers, Arya Publication, Rohtak, Haryana
2. Khan, M.Y. and Jain, P.K., Management Accounting, TMH, New Delhi.
3. Pandey, I.M., Management Accounting, Vikas Publishing House, New Delhi
4. Horngren, Sundem & Stratton, Introduction to Management Accounting, Pearson Education, New Delhi.
5. Hansen & Mowen, Cost Management, Thomson Learning
6. Mittal, S.N., Management Accounting and Financial Management, Shree Mahavir Book Depot, New Delhi.

Mapping Matrix of Course :241MGCC2

Table 1: CO-PO & CO-PSO Matrix for the Course 241MGCC2: Accounting for Managers

Statistics for Managerial Decisions 

241MGCC3

Credits: 4                                                                                                               External Marks: 70

                                                                                  Internal Marks: 30

Time Allowed: 3 Hours Type of Course: Core Course

Course objectives:

This course is an introduction to the fundamentals of Mathematics, probability and statistics with an aim towards building foundation skills in modern data science. Aim of this course is to equip participants with a systematic and precise knowledge of data processing techniques that can be applied across various functions of an organization. The course also includes the Correlation and Regression Analysis for understanding and predicting the relation and behavior of dependent and independent variables. This Course is recommended for students who will be pursuing various types of research analysis as it includes the inferential statistics to test the hypotheses. This course develops quantitative methods and skills to support management practice and decision making including: hypothesis testing, regression analysis, decision analysis, and optimization.

Course Outcomes: On the completion of this course the student will be able to:

CO1: Remember the concepts, formulae, methods and techniques of statistical tools.

CO2: Understand the wide range of situations in which quantitative analysis improves decision making and creates competitive advantages.

CO3: Apply statistical tools and techniques for problem solving through analytical thinking skills. CO4: Analyze data using statistical methods, effective communication of results and evaluate real-world problems through statistical reasoning.

Detailed syllabus:

UNIT-I

Construction of frequency distributions and their analysis in the form of measures of central tendency and variations; types of measures, their relative merits, limitations and characteristics; Skewness: meaning and co-efficient of Skewness.

UNIT-II

Correlation analysis – meaning & types of correlation, Karl Pearson’s coefficient of correlation and spearman’s rank correlation; regression analysis -meaning and two lines of regression; relationship between correlation and regression coefficients. Time series analysis – measurement of trend and seasonal variations; time series and forecasting.

UNIT-III Probability: basic concepts and approaches, addition, multiplication and Bayes’ theorem. Probability distributions – meaning, types and applications, Binomial, Poisson, and Normal distributions.

UNIT-IV

Tests of significance; Hypothesis testing; Large samples, small samples: Chi-square test, Analysis of variance.

SUGGESTED READINGS:

1. Levin & Rubin, Statistics for Business, Prentice Hall of India, Delhi.
2. Gupta S.P. & Gupta M.P. Business Statistics, Sultan Chand & Sons, Delhi.
3. Anderson, Quantitative Methods in Business, Thomson Learning, Bombay.
4. Anderson, Statistics for Business &Economics, Thomson Learning, Bombay.
5. Chandan, J.S. An Introduction to Statistical Methods, Vikas Publishing House, New Delhi.
6. Bhardwaj, R.S, Business Statistics, Excel Books,2000
7. Gupta C.B. & Gupta, Vijay-Business Statistics, S.Chand & Co. Delhi.
8. Kothari C.R., Quantitative Techniques, Vikas Publishing House, New Delhi Hooda.R.P. Statistics for Business & Economics, McMillan India Ltd.

Mapping Matrix of Course :241MGCC3

Table 1: CO-PO & CO-PSO Matrix for the Course 241MGCC3: Statistics for Managerial Decisions

Managerial Economics (Basic)

241MGDSE1

                                                                                                                                                                                                                        External Marks: 50

                                                                                                                                                                                                                         Internal Marks: 25

Time Allowed: 3 hours

Credits: 3

Type of Course: Discipline Specific Elective Course

Course Objectives:  ‘Managerial Economics’ is a core course to acquaint the students with concepts and techniques used in the field of economics and to enable them to apply this knowledge in business decision making. Emphasis is given to changes in the nature of business firms in the context of globalization.

Course Outcomes:

On the completion of this course the student will be able to:

CO1: Understand the basic elements of managerial economics.

CO2: Apply the concepts of managerial economics for the optimum utilization of resources within ethical boundaries. 

CO3: Analyze theories and principles of managerial economics for problem solving at individual and organizational level.

CO4: Critically evaluate the policies at micro economic level for inclusive growth and development.

Detailed Syllabus:

UNIT I

Managerial Economics: Nature, Scope and Principle; Theory of demand and consumer equilibrium-utility and indifference curve approach; Demand function; Elasticity of demand and its significance in managerial decision-making; Demand forecasting and its techniques.

UNIT II

Theory of Cost: Short run and long run cost curves, relation between cost and revenue, break-even point; Economies and diseconomies of scale and scope; Production function: Short term and long run production function, law of variable proportion and return to scale, Iso-quant curves.

UNIT III

Market Structure and Competition: Price and output determination under perfect competition, monopoly, monopolistic competition and oligopoly. Duopoly UNIT IV

Modern theories of the firm: Baumol’s theory of sales maximization, Profit Maximization. National Income: Concept and Measurement, Business Cycle.

Suggested Readings:

1. Brigham, E. F., Pappas, J. L., Managerial Economics, Dryden Press, Illinois.
2. Dwivedi, D.N., Managerial Economics, Vikas Publication, New Delhi.
3. Jhingan, M.L., Managerial Economics, Vrinda Publication, New Delhi.
4. Peterson, Lewis, Managerial Economics, Prentice Hall of India, New Delhi.
5. Salvatore, Managerial Economics in Global Economy, Thomson Learning, Mumbai.

Mapping Matrix of Course :241MGDSE1 

Table 1: CO-PO & CO-PSO Matrix for the Course 241MGDSE1: Managerial Economics (Basic)

Managerial Economics (Advanced)

241MGDSE2

                                                                                                                                                                                                                        External Marks: 50

                                                                                                                                                                                                                         Internal Marks: 25

Time Allowed: 3 hours

Credits: 3

Type of Course: Discipline Specific Elective Course

Course Objectives: 

‘Managerial Economics’ is a core course to acquaint the students with concepts and techniques used in the field of economics and to enable them to apply this knowledge in business decision making. Emphasis is given to changes in the nature of business firms in the context of globalization.

Course Outcomes:

On the completion of this course the student will be able to:

CO1: Understand the basic elements of managerial economics.

CO2: Apply the concepts of managerial economics for the optimum utilization of resources within ethical boundaries. 

CO3: Analyze theories and principles of managerial economics for problem solving at individual and organizational level.

CO4: Critically evaluate the policies at micro economic level for inclusive growth and development.

Detailed Syllabus:

UNIT I

Managerial Economics: Nature, Scope and Principle; Theory of demand and consumer equilibrium-utility and indifference curve approach; Demand function; Elasticity of demand and its significance in managerial decision-making; Demand forecasting and its techniques.

UNIT II

Theory of Cost: Short run and long run cost curves, relation between cost and revenue, break-even point; Economies and diseconomies of scale and scope; Production function: Short term and long run production function, law of variable proportion and return to scale, Iso-quant curves.

UNIT III

Market Structure and Competition: Price and output determination under perfect competition, monopoly, monopolistic competition and oligopoly. Duopoly

UNIT IV

Risk analysis; investment and capital replacement decisions; locational choice of a firm; measures of national income; business cycles; operative aspects of macroeconomic policies; inflation analysis; tariff analysis.

Suggested Readings:

1. Brigham, E. F., Pappas, J. L., Managerial Economics, Dryden Press, Illinois.
2. Dwivedi, D.N., Managerial Economics, Vikas Publication, New Delhi.
3. Jhingan, M.L., Managerial Economics, Vrinda Publication, New Delhi.
4. Peterson, Lewis, Managerial Economics, Prentice Hall of India, New Delhi.
5. Salvatore, Managerial Economics in Global Economy, Thomson Learning, Mumbai.

Mapping Matrix of Course :241MGDSE2

Table 1: CO-PO & CO-PSO Matrix for the Course 241MGDSE2: Managerial Economics (Advanced)

Second Semester  

Human Resource Management  

PAPER CODE: 242MGCC1

Credits: 4                                                                                                                    External Marks: 70                                                                                                                                   Internal Marks: 30

Time Allowed: 3 Hrs Type of Course: Core Course

Course Objectives:

The Objective of this course is to provide students with a conceptual understanding of HR Concepts and its usage in organizations. This will also impart the skills required in applying theory to practice for effective decision making. 

Course Outcomes: On the completion of this course the student will be able to:

CO1: Understand the theories and concepts of Human Resource Management for strategic human resource planning.

CO2: Apply the knowledge of HRM concepts for holistic development of an individual at group as well as organizational level.

CO3: Analyze the significance of HR practices for the enhancement of competitive advantage in the globalized environment.

CO4: Evaluate the HR policies and strategies under different scenarios and its effectiveness for goal attainment, change management and critical problem solving.

Detailed Syllabus:

UNIT-I

Strategic importance of HRM; objectives of HRM; challenges to HR professionals; role, responsibilities and competencies of HR professionals; HR department operations; human resource planning – objectives and process; human resource information system; Linkage between HRM and Strategic Management; Introduction to Strategic Human Resource Management and HRD

UNIT-II

Talent acquisition: Job Analysis, recruitment and selection strategies, career planning and management, succession planning, socialization and induction of new employees; training and development, investment in training, training need assessment, designing and administering training programme; executive development programme, evaluation of T & D programme

UNIT-III

Performance Appraisal: Conceptual Understanding: developing and instituting performance appraisal system, Methods of Performance Appraisal, Performance Management, linking rewards to organizational objectives, Job Evaluation, Compensation Management and incentive plans, Executive Compensation, designing and administering benefits and services

UNIT-IV

HR in knowledge era: HR in knowledge industry, HR in virtual organizations, HR in mergers and acquisitions, outplacement, outsourcing HR functions, employee leasing, HR audit, international HRM, Theories of Cultural Analysis, Managing Cross Cultural Teams, Cultural Intelligence and Impact on Work.

SUGGESTED READINGS:

1. Ivanceivich, John M., Human Resource Management, Tata McGraw Hill, New Delhi
2. Megia, Luis, David Balkin, and Roberty Cardy, Managing Human Resources, Pearson Education
3. Dessler, G., & Biju, V, Human Resource Management. Pearson Education., New Delhi
4. Mathis, Robert, and John Jackson, Human Resource Management, Thomson Learning Inc.
5. Shell, Scott and George Bohlander, Human Resource Management, Thomson Learning Inc.
6. Pattanayak, Biswajert, Human Resource Management, PHI, New Delhi
7. Jyothi P., and D.N.Venkatesh, Human Resource Management, Oxford University Press, New Delhi
8. Hodegetts, R.M., Luthans, F., Doh, J., International Management: Culture, Strategy and Behaviour, Tata McGraw Hill, New York.

Mapping Matrix of Course: 242MGCC1

Table 1: CO-PO & CO-PSO Matrix for the Course 242MGCC1: Human Resource Management

Financial Management 

242MGCC2

Credits: 4                                                                                                                    External Marks : 70

Internal Marks : 30

Time Allowed: 3 hours Type of Course: Core Course

Course Objectives:

The objective of this course is to develop the ability to analyze, evaluate and interpret the financial information provided in the financial statements. It also serves as a fundamental tool for financial analysis and helps in successful decision making and forward planning through enhancing various skills of the students.The major objective of this course is the development of analytical and decision-making skills in finance through the usage of theoretical underpinnings and practical knowledge. 

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Understand the fundamental concepts in financial management. 

CO2: Apply the financial theories and principles for long term and short term financial planning. CO3: Analyze information relating to sources and uses of finance from a financial manager’s perspective. CO4: Evaluate the financial statements presented to various stakeholders for financial decision making. 

Detailed syllabus:

UNIT-I

Financial management-scope finance functions and its organization, objectives of financial management; time value of money; sources of long-term finance.

UNIT-II

Investment decisions importance, difficulties, determining cash flows, methods of capital budgeting; risk analysis (risk adjusted discount rate method and certainty equivalent method); cost of different sources of raising capital; weighted average cost of capital.

UNIT-III

Capital structure decisions-financial and operating leverage; capital structure theories – NI, NOI, traditional and M-M theories; determinants of dividend policy and dividend models -Walter, Gordon & M.M. models.

UNIT-IV

Working Capital- meaning, need, determinants; estimation of working capital need; management of cash, inventory and receivables.

Note: The topic of capital budgeting, management of cash, inventory management, and receivable management will cover theoretical concepts and simple numerical questions.

SUGGESTED READINGS:

1. Pandy, I.M., Financial Management, Vikas Publishing House, New Delhi
2. Khan M.Y, and Jain P.K., Financial Management, Tata McGraw Hill, New Delhi
3. Keown, Arthur J., Martin, John D., Petty, J. William and Scott, David F, Financial Management, Pearson Education
4. Chandra, Prasanna, Financial Management, TMH, New Delhi
5. Van Horne, James C., Financial Management and Policy, Prentice Hall of India
6. Brigham & Houston, Fundamentals of Financial Management, Thomson Learning, Bombay.
7. Kishore, R., Financial Management, Taxman’s Publishing House, New Delhi
8. Ross, Stephen. A; Westfield, Randolph W; Jafee, Jeffery &Kakani, Kumar, Ram,(2014) Corporate Finance, Special Indian Edition, 10^th edition, Tata McGraw Hill Publication, New Delhi
9. Brealey, Richard; Myers, Stewart; Franklin Allen; Mohanty, Pitabas (2012). Principles of Corporate Finance, Tata McGraw Hill Publication, New Delhi.

Mapping Matrix of Course :242MGCC2

Table 1: CO-PO & CO-PSO Matrix for the Course 242MGCC2: Financial Management 

Marketing Management 

242MGCC3

Credits: 4                                                                                                            External Marks: 70

Internal Marks: 30

Time Allowed: 3 Hours Type of Course: Core Course

Course Objectives:

Marketing management course enables a student to understand the fundamentals of marketing concept and the role marketing plays in business. This course enables a student to understand the ‘Marketing mix’ elements and the strategies and principles underlying the modern marketing practices. Students should be able to demonstrate their comprehension of marketing concepts and knowledge by applying those in their written exams, case studies discussions, presentations and projects. The assignments/projects would enable students to apply the marketing concepts and marketing mix elements practically and illustrate those through a written report and presentation. The course methodology encourages students to explore for themselves the role of a marketing manager and the boundaries of marketing.

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Memorize and understand the various concepts of marketing and their relevance in the global business environment.

CO2: Apply marketing process and tools for value based strategic decision making for global market leadership.

CO3: Analyze the significance of marketing communication for competitive positioning of products or services.

CO4: Evaluate the marketing strategies through creative thinking ability under various scenarios. 

Detailed Syllabus:

UNIT I

Meaning, Scope, Nature, Importance, Recent Trends and application; Challenges in Marketing, Core concepts of Marketing, Marketing Myopia, elements of marketing environment, creation of value chain.

 UNIT II

Marketing Plan and Strategy; Market Segmentation, Bases for Segmentation, Market Targeting, Developing and Communicating Positioning Strategy, identification and managing competition, new product development UNIT III

Consumer and Business Markets; Product Classification, Product life cycle – stages and strategies, managing product and services along PLC and Product Differentiation, Developing Pricing Strategies and Programs, Responding to Price Changes, Role of Marketing Channels, Channel Design Decision and

Managing Channel Conflict.

UNIT IV

Marketing communication framework and personal selling; Communication (viral marketing, experiential marketing), Marketing Control, Emerging trends of digital marketing, role of social media in marketing, understanding the challenges of global marketing

SUGGESTED READINGS:

1. Kotler Philip and Keller; Marketing Management; PHI, New Delhi
2. Kotler, Philip, Kevin Keller, A. Koshy and M. Jha, Marketing Management in South Asian Perspective, Pearson Education, New Delhi
3. Kerin, Hartley, Berkowtz and Rudelius, Marketing, TMH, New Delhi
4. Etzel, Michael J, Marketing: Concepts and Cases, TMH, New Delhi
5. Dhunna, Mukesh, Marketing Management – Text and Cases, Wisdom Publications, New Delhi

Mapping Matrix of Course :242MGCC3

Table 1: CO-PO & CO-PSO Matrix for the Course 242MGCC3: Marketing Management 

Business Research Methods (Basic)

242MGDSE1

Credits: 3                                                                                                               External Marks: 50

                                                                                  Internal Marks: 25

Time Allowed: 3 Hours  Type of Course: Discipline Specific Course Course Objectives:

The overarching aim of this course is to acquire a basic knowledge of scientific paradigms and research methods. Further, the aim is to develop the student’s ability to first, plan and in written form report a scientific study, and second, to evaluate and use scientific as well as other reports.

Course Outcomes: On the completion of this course the student will be able to:

CO1: Develop understanding of research concepts and the research process.

CO2: Apply the knowledge of research tools and techniques for critical problem solving and decision making.

CO3. Analyze the insights gained about concepts of research designs and methodology aimed at solving business problems and to communicate results to various stakeholders via research reports. CO4. Evaluate the effectiveness of research tools and techniques for strategic decision making.

Detailed Syllabus:

UNIT-I

Introduction to Business Research and Research Design: Meaning of research; Types of research, the research process, Research applications, Features of a Good research study, Research Problem, writing a research proposal, Research Design & errors.

UNIT-II

Data Source and Data Collection and Sampling: Primary and Secondary Data: Classification of Data;

Secondary Data: Uses, Advantages, Disadvantages, Types and sources; Primary Data Collection: Observation method, Focus Group Discussion, Personal Interview method, Data Processing, Data Editing, Coding, Classification and Tabulation of Data Sampling Design: Census v/s Sampling, Sampling Methods, Errors in sampling. Determination of Sample Size.

UNIT-III

Hypothesis Formulation, Measurement and Scaling and Questionnaire designing, Hypothesis: Types, characteristics, sources and formulation of hypotheses, errors in hypotheses. Attitude Measurement and Scaling, Measurement Error. Questionnaire Designing, Types of Questionnaires, Process of Questionnaire Designing, Concepts of Reliability and Validity.

UNIT-IV

Data Analysis: Editing and coding of data, tabulation, graphic presentation of data, cross tabulation. Type I and II errors, one tailed and two tailed tests of significance. Basics of Parametric and nonparametric tests for univariate and bivariate data. Tests of association. Chi-square Analysis: Chi square test for the Goodness of Fit. Analysis of Variance: Completely randomized design in a one-way ANOVA. Research Report Writing: Types of research reports; Report writing; Components & Structure. 

SUGGESTED READINGS:

1. Copper, D. R., Schindler P. S. & Sharma, J. K. Business Research Methods, McGraw Hill Education.
2. Zikmund, W. G. Business Research Methods. Thomson.
3. Burns, R. B. & Burns, R. A. Business Research Methods and Statistics using SPSS, SAGE Publications Ltd.
4. Bajpai, N, Business Research Methods, Pearson.
5. Chawla, D. & Sondhi N., Research Methodology: Concepts and Cases, Vikas Publishing House.
6. Panneerselvam, R, Research Methodology, Prentice Hall India.
7. Kothari, C.R. Research Methodology & Technique, New Age International Publishers.

Mapping Matrix of Course: 242MGDSE1

Table 1: CO-PO & CO-PSO Matrix for the Course 242MGDSE1: Business Research Methods (Basic)

Business Research Methods (Advanced)

242MGDSE2

Credits: 3                                                                                                              External Marks: 50             Internal Marks: 25

Time Allowed: 3 Hours  Type of Course: Discipline Specific Elective Course Course Objectives:

The overarching aim of this course is to acquire a basic knowledge of scientific paradigms and research methods. Further, the aim is to develop the student’s ability to first, plan and in written form report a scientific study, and second, to evaluate and use scientific as well as other reports.

Course Outcomes: On the completion of this course the student will be able to:

CO1: Develop understanding of research concepts and the research process.

CO2: Apply the knowledge of research tools and techniques for critical problem solving and decision making.

CO3. Analyze the insights gained about concepts of research designs and methodology aimed at solving business problems and to communicate results to various stakeholders via research reports. CO4. Evaluate the effectiveness of research tools and techniques for strategic decision making.

Detailed Syllabus:

UNIT-I

Introduction to Business Research and Research Design: Meaning of research; Types of research, the research process, Research applications, Features of a Good research study, Research Problem, writing a research proposal, Research Design, Meaning of Research Designs, Nature and Classification of Research Designs, Errors affecting Research Design.

UNIT-II

Data Source and Data Collection and Sampling: Primary and Secondary Data: Classification of Data;

Secondary Data: Uses, Advantages, Disadvantages, Types and sources; Primary Data Collection: Observation method, Focus Group Discussion, Personal Interview method, Data Processing, Data Editing, Coding, Classification and Tabulation of Data Sampling Design: Census v/s Sampling, Sampling Methods, Errors in sampling. Determination of Sample Size.

UNIT-III

Hypothesis Formulation, Measurement and Scaling and Questionnaire designing, Hypothesis: Types, characteristics, sources and formulation of hypotheses, errors in hypotheses. Attitude Measurement and Scaling, Measurement Error, Criteria for Good Measurement. Questionnaire Designing, Types of Questionnaires, Process of Questionnaire Designing, Advantages and Disadvantages of Questionnaire Method, Concepts of Reliability and Validity.

UNIT-IV

Data Analysis: Editing and coding of data, tabulation, graphic presentation of data, cross tabulation. Type I and II errors, one tailed and two tailed tests of significance. Parametric and nonparametric tests for univariate and bivariate data. Tests of association. Chi-square Analysis: Chi square test for the Goodness of Fit. Analysis of Variance: Completely randomized design in a one-way ANOVA. Research Report Writing: Types of research reports – Brief reports and Detailed reports; Report writing: Structure of the research report- Preliminary section, Main report, Interpretations of Results and Suggested

Recommendations. Ethics in Research: Responsibility of ethics in research. References & Bibliography. 

SUGGESTED READINGS:

1. Copper, D. R., Schindler P. S. & Sharma, J. K. Business Research Methods, McGraw Hill Education.
2. Zikmund, W. G. Business Research Methods. Thomson.
3. Burns, R. B. & Burns, R. A. Business Research Methods and Statistics using SPSS, SAGE Publications Ltd.
4. Bajpai, N, Business Research Methods, Pearson.
5. Chawla, D. & Sondhi N., Research Methodology: Concepts and Cases, Vikas Publishing House.
6. Panneerselvam, R, Research Methodology, Prentice Hall India.
7. Kothari, C.R. Research Methodology & Technique, New Age International Publishers.

Mapping Matrix of Course: 242MGDSE2

Table 1: CO-PO & CO-PSO Matrix for the Course 242MGDSE2: Business Research Methods (Advanced)

Third Semester

Strategic Management

243MGCC1

Credits: 4                                                              External Marks: 70

Internal Marks: 30 Time Allowed: 3 Hrs. Type of Course: Core Course

Course Objectives:

The course aims at imparting knowledge of formulation, implementation and evaluation of business strategies, for effective planning and to introduce key strategy concepts to the students for facilitating better decision making. 

Course Outcomes: On the completion of this course the student will be able to:

CO1: Develop understanding of the type of decisions taken at different levels of management. .

CO2: Apply various tools and techniques for strategic decision making  and problem solving through critical thinking.

CO3: Analyze the significance of strategies and policies for gaining competitive advantage globally. 

CO4: Evaluate the strategy which best fits in achieving the organizational goals under various scenarios. 

DETAILED SYLLABUS:

UNIT I

Strategy: Concept and Levels, Strategic Decision Making; Schools of thought on Strategy Formulation; Strategic Management: Elements and Models in Strategic Management Process; Strategic Intent, Vision,

Mission, Goals and Objectives, Strategic Business Unit.

UNIT II

Strategy Formulation: Environmental Appraisal, Organizational Appraisal, Corporate Level and Business Level Strategies.

UNIT III

Strategic Analysis and Choice: Strategic Analysis, Tools and Techniques for Strategic Analysis – BCG

Matrix, Porter’s Model, GE Matrix, SWOT Analysis; Strategic Choice – Process of Strategic Choice,

Factors in strategic Choice.

UNIT IV

Strategy Implementation: Activating Strategies, Structural, Behavioural, Functional and Operational Implementation; Strategic Evaluation and Control.

SUGGESTED READINGS:

1. Gupta, Gollakota and Srinivasan, Business Policy and Strategic Management –Concepts and Applications, PHI, New Delhi.
2. Jauch and Glueck, Business Policy and Strategic Management, TMH, New Delhi.
3. Kazmi, Azhar, Strategic Management and Business Policy, Tata McGraw Hill Publishing Company Ltd., New Delhi.
4. Pearce and Robinson, Strategic Management–Formulation, Implementation and Control, McGraw Hill Publishing, New Delhi.

Mapping Matrix of Course: 243MGCC1

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGCC1: Strategic Management

Business Law  

243MGCC2

Credits: 4                                                              External Marks: 70

Internal Marks: 30 Time Allowed: 3 Hrs.

Type of Course: Core Course

Course Objectives: This course gives an exposure to the students of some of the major commercial laws affecting the businesses and equip them with the deeper understanding of various provisions of the laws pertaining to businesses.

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Remember different laws applicable to a business. 

CO2: Apply the knowledge of laws for solving business problems while following ethical code of conduct. 

CO3: Analyze cases of law and develop critical thinking to formulate plans as per the regulatory framework. CO4: Evaluate the existing business laws in India and analyse their relevance in today’s globalized environment. 

DETAILED SYLLABUS:

UNIT I

The Indian Contract Act, 1872: Meaning of a Contract, Classification of Contracts, Essentials of a Valid Contract; Performance of a Contract; Discharge of a Contract; Breach of Contract; Quasi Contracts. UNIT II

Contracts of Indemnity: Meaning, Rights of Indemnity holder, Time of commencement of

Indemnifier’s Liability Are Insurance Contracts the Contracts of Indemnity? 

Contracts of Guarantee: Meaning & Features of Contract of Guarantee, Difference between a Contract of Indemnity & Contract of Guarantee, Nature & Extent of Surety’s Liability, Meaning & Revocation of Continuing Guarantee, Rights of Surety against Principal Debtor, Creditor & Co-Surety. 

Contracts of Bailment: Definition & Essentials of Contract of Bailment, Duties and Rights of Bailor and Bailee, Duties & Rights of Finder of Goods. 

Contracts of Agency: Meaning & Essentials of Contract of Agency, Different kinds of Agents- Auctioneers, Brokers & Del Credere Agents, Extent of Agent’s Authority – Actual, Apparent, Authority in Emergency,Duties of Agent , Termination of Agency

UNIT III

The Sales of Goods Act, 1930: Meaning and essentials of a valid contract of sale, Distinction between sale and agreement to sell, Meaning of goods and their classification, Conditions and warranties, Doctrine of Caveat Emptor, Rights of an unpaid seller, Rights of buyer.

UNIT IV

Negotiable Instruments Act: Meaning, Characteristics and Types of Negotiable Instruments; Holder and Holder-in-due-course; Negotiation by Endorsements; Crossing of Cheque and Dishonour of Cheque.

SUGGESTED READINGS:

1. Aggarwal, S. K., Singhal, K., Business Laws, Galgotia Publications, New Delhi.
2. Datey, V. S., Business and Corporate Laws, Taxmann Publications, New Delhi.
3. Gulshan, S. S., Business Law, New Age International Publication, New Delhi.
4. Kapoor, N. D., Elements of Mercantile Law, Sultan Chand & Sons, New Delhi.
5. Kuchhal and Prakash, Business Legislation for Management, Vikas Publishing, New Delhi.
6. Tulsian P. C., Business Law, Tata McGraw Hill, New Delhi.

Mapping Matrix of Course: 243MGCC2

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGCC2: Business Law

Integrated Marketing Communications 

243MGCC31

Credit: 4                                                                                                               External Marks: 70 

Internal Marks: 30     Time Allowed: 3 Hrs. Type of Course: Core Course

Course Objectives:

Integrated Marketing Communication course enables the students to understand Marketing characteristics, work for developing a business structure, use Integrated marketing communication study for multiple goals within a larger marketing strategy, such understanding to enhance the quality of marketing business work culture and performance in organizations at international level.

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Define and understand various terms and components associated with the field of integrated marketing communication.

CO2: Develop and apply marketing communication strategy and the utility of various elements of promotional mix.

CO3: Analyze the effectiveness of various marketing communication tools to find appropriate solutions to problems like modes of advertising.

CO4: Evaluate the impact of factors of the business environment on global marketing communication strategy.

DETAILED SYLLABUS:

UNIT-I

Introduction – Concept of marketing communication, marketing communication mix, factor affecting marketing communication mix, drivers of integrated marketing mix; models of marketing communication – Blade Box Model, AIDAS model, Lavidge Steiner model, DAGMAR model, PCB model; marketing communication planning process

UNIT-II

Managing the Marketing Communication Process – Analysis of promotional opportunities, concepts of segmentation and target marketing, promotional strategy of formulation and competitive positioning, determination of promotional objectives, deciding promotional appropriation, integrating marketing communication programme, commissioning and contracting external resources

UNIT-III

Advertising and Media Planning – Advertising plan, creative strategy, advertising appeal, creative formats, stages of creative strategy – idea generation, copywriting, layout, copy testing and diagnosis; media planning – traditional and contemporary media; media objectives – reach, frequency, cost etc.; media strategy, media scheduling, media planning models, key issues in advertising – comparative advertising, web advertising; advertising agency – functions and types, outdoor advertising

UNIT-IV

Wider Issues and Dimensions – Sales promotions, personal selling, direct marketing, public relations, publicity and corporate advertising, unconventional promotional media, marketing communication budgeting, measuring promotional performance, global marketing communication, legal and ethical issues in integrated marketing communication

RECOMMENDED READINGS:

1. Shah, Kruti and Alan D’Souza, Advertising and Promotion – An IMC Perspective, Tata McGraw Hill, New Delhi
2. Belch, George and Belch, Michael; Advertising and Promotion, Tata McGraw Hill, New Delhi
3. Moriarty, Sandra and Wells, William. Advertising and IMC, Pearson Education.
4. Jethwaney, Jaishree and Jain, Shruti; Advertising Management; Oxford University, New Delhi
5. Kenneth E. Clow, Integrated Advertising, Promotion and Marketing Communications, Pearson Education.

Mapping Matrix of Course: 243MGCC31

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGCC31: Integrated Marketing Communications 

Corporate Restructuring and Business Valuation 

243MGCC32

Credit: 4                                                                External Marks: 70

                                                                                  Internal Marks: 30

Time Allowed: 3 Hrs. Type of Course: Core Course

Course Objectives: Liberalized economy has generated many opportunities of combining businesses to create wealth. The fundamental aim of the course is to prepare students to take advantage of the current scenario and understand how mergers, acquisitions and corporate restructuring are implemented.

Course Outcomes: On the completion of this course the student will be able to:

CO1: Define and understand the concepts and terminology of corporate restructuring and business valuation under today’s dynamic business environment.

CO2: Apply knowledge to design financial restructuring plans for  mergers, takeovers, amalgamation  etc. 

CO3: Analyze  the regulatory environment governing financial restructuring and valuation 

CO4: Evaluate restructuring and valuation plans through real world cases of mergers, acquisitions, takeovers etc.

DETAILED SYLLABUS:

UNIT – I

Introduction to Mergers: Meaning, Types of Mergers, Merger Strategy-Growth, Synergy, Operating Synergy, Financial Synergy, Diversification, Other Economic Motives, Hubris Hypothesis of Takeovers, Other Motives, Tax Motives; Corporate Restructuring – Significance, Forms of Restructuring; Merger Process.

UNIT – II

Approach for Merger, Acquisition and Takeover: Defence Against Hostile Takeover, Poisson Pill, Bear Hug, Greenmail, Pacman; Negotiation, Due Diligence: Five Stage Model, Types, Due Strategy and Process, Challenges; Criteria for Negotiating Friendly Takeover, Financing of Merger; Post Merger H.R. and Cultural Issues.

Unit – III

Legal Aspects of Mergers/ Amalgamation and Acquisition: Provisions of Companies Act; Regulation by SEBI; Takeover Code: Scheme of Amalgamation, Approval from Court. Valuation of a Business.

Unit – IV

Methods of Valuation: Cash flow Basis, Earning Potential Basis, Growth Rate, Market Price etc.; Computation of Impact on EPS and Market Price; Determination of Exchange Ratio; Impact of Variation in Growth of the Firms; MBO, LBO, Boot Strapping; Recent Case Studies of Merger and Acquisitions.

SUGGESTED READINGS:

1. Gaughan P.A., Merger, Acquisitions and Corporate Restructuring, Wiley India Pvt Ltd.
2. Godbole P.G., Mergers, Acquisitions and Corporate Restructuring, Vikas Publishing House Pvt.

Ltd., New Delhi

3. Fred Weston J, Chung K.S., Hoag S.E., Mergers, Restructuring and Corporate Control, Prentice Hall of India, New Delhi
4. Ramanujan S, Mergers: the new Dimensions for Corporate Restructuring, Mc Graw Hill Education
5. Donald D, Merger, Acquisitions and other Restructuring Activities, Elsevier Incorporation

Mapping Matrix of Course: 243MGCC32

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGCC32: Corporate Restructuring and Business Valuation

STRATEGIC HUMAN RESOURCE MANAGEMENT

243MGCC33

Credit: 4

Type of Course: Core course                                                                              External Marks: 70             Internal Marks: 30

Time Allowed: 3 Hrs.

Course Objectives:

The Objective of this course is to provide students with a conceptual understanding of Strategic Human Resource Management in the modern organizations. This will also impart the skills required in applying theory to practice for effective decision making and change management.

Course Outcomes: On the completion of this course the student will be able to:

CO1: Understand the theories and concepts of Strategic Human Resource Management for strategic human resource planning.

CO2: Apply the knowledge of SHRM concepts for holistic development of an individual at group as well as organizational level, to combat the global HR challenges.

CO3: Analyze the significance of HR practices for the enhancement of competitive advantage in the globalized environment by application of stratergic human resource management techniques.

CO4: Evaluate the HR policies and strategies under different scenarios and their effectiveness for goal attainment, change management and critical problem solving.

UNIT-I

HR environment; HRM in knowledge economy; concept of SHRM: investment perspective of SHRM, evolution of

SHRM, strategic HR vs. traditional HR, barrier to strategic HR, role of HR in strategic planning

UNIT-II

Strategic fit frameworks: linking business strategy and HR strategy, HR bundles approach, best practice approach; business strategy and human resource planning; HRM and firm performance linkages – measures of HRM performance; sustained competitive advantages through inimitable HR practices

UNIT-III

HR Systems: staffing systems, reward and compensation systems, employee and career development systems, performance management systems

UNIT-IV

Strategic options and HR decisions – Downsizing and restructuring, domestic and international labour market, mergers and acquisitions, outsourcing and off shoring

SUGGESTED READINGS:

1. Mello, Jeffrey A., Strategic Human Resource Management, Thomson Learning Inc.
2. Agarwala, Tanuja, Strategic Human Resource Management, Oxford University Press, New Delhi
3. Dreher, George and Thomas Dougherty, Human Resource Strategy, Tata McGraw Hill
4. Greer, Charles, Strategic Human Resource Management, Pearson Education
5. Belcourt, Monica and Kenneth McBay, Strategic Human Resource Planning, Thomson Learning Inc.

Mapping Matrix of Course: 243MGCC33

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGCC33: Strategic Human Resource Management

Operations and Supply Chain Management

243MGCC34

Credit: 4                                                                External Marks: 70

                                                                                Internal Marks: 30

                                                                                                                  Time Allowed: 3 Hrs.

Type of Course: Core course

Course Objectives: 

This course is intended to provide an understanding of the components and processes of supply chain design and management as well as the performance drivers of supply chain. This course will teach everything one needs to know about supply chain management. In today’s market, firms don’t compete with each other; supply chains do. With this course, students will learn all about the main processes involved in the production and distribution of a product or commodity. It is also intended for the students to learn about logistics, transportation, warehousing and outsourcing decisions.     

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Develop understanding of key concepts of Operations and  Supply Chain  Management.

CO2: Apply the integration among Supply Chain Partners for global competitiveness within ethical paradigms.

CO3: Analyze  the logistics, manufacturing, and inventory policies with demand and customer satisfaction through real life cases. 

CO4: Evaluate the effectiveness of operations and supply chain policies to attain organizational goals. 

Detailed Syllabus: UNIT I

Supply chain concepts, Objectives of supply chain, Stages of supply chain, Value chain process, Cycle view of supply chain process, Key issues in SCM, Logistics & SCM, Supply chain drivers and obstacles, Supply chain strategies, Strategic fit, Best practices in SCM, Obstacles of streamlined SCM.

UNIT II

Logistics, Evolution, Objectives, Components and functions of Logistic Management, Distribution related issues and challenges, Gaining competitive advantage through Logistic Management, Transportation – Functions, Cost, and Mode, Network and Decision, Containerization, Cross docking.

UNIT III

Supply chain performance, Bullwhip effect and reduction, Performance measurement: Dimension, Tools of performance measurement, Scor model, Demand chain management, Global supply chain – Challenges in establishing global supply chain, Factors that influences designing global supply chain network.

UNIT IV

Warehousing, Warehousing concept and types, warehousing strategy, warehousing facility location & network design, reverse logistics, Outsourcing: nature, concept, strategic decision to outsourcing, third party logistics, fourth party logistics, Supply Chain and CRM, Linkage, IT infrastructure used for supply chain and crm, functional component for crm, Green supply chain management, supply chain sustainability.

SUGGESTED READINGS: 

1. Supply chain management by Sunil Chopra, and Peter Meindl, Pearson 
2. Jeremy F. Shapiro. Modeling the Supply Chain. Duxbury Thomson Learning
3. Simchi-Levi, P. Kaminsky, E. Simchi-Levi, and Ravi Shankar, Designing and Managing
4. Supply Chain concepts, Strategies and Case studies, Third Edition, Tata McGraw Hill, New Delhi, 2008

Mapping Matrix of Course: 243MGCC34

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGCC34: Operations and Supply Chain Management

Digital Marketing 

243MGDSE1

Credits: 3                                                              External Marks: 50

                                                                                    Internal Marks: 25

Time Allowed: 3 Hrs. Type of Course: Discipline Specific Elective Course (Marketing)

Course Objectives:

Digital Marketing is a course which offers insights to understand Digital Marketing characteristics, work digital structures, use digital marketing for multiple goals within a larger marketing and/or media strategy, such understanding to enhance the quality of online advertising: Digital display, video, mobile, search engine, and social media and performance in organizations.

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Develop the understanding of components of digital marketing used in today’s globalized environment.

CO2:  Apply  digital marketing processes and tools for strategic decisions making for global market leadership.

CO3: Analyze and evaluate  the digital marketing  practices for competitive positioning of products or services.

CO4: Design a digital marketing strategy for a brand using innovative technologies. 

DETAILED SYLLABUS:

UNIT-I

Introduction to Digital Marketing: Digital Marketing, Internet Users, Digital Marketing Strategy, Digital Advertising Market in India, Skills required in Digital Marketing, Digital Marketing Plan. Display Advertising: Concept of Display Advertising, Types of Display Ads, Buying Models, Display Plan, Targeting, What Makes a Good Ad?, Programmatic Digital Advertising, Analytical Tools, YouTube

Advertising. UNIT-II

Search Engine Advertising: benefits of paid Search Advertising, understanding Ad Placement, understanding Ad Ranks, Creating the First Ad Campaign, Enhance Your Ad Campaign, Performance Reports. Social Media Marketing: How to build a Successful Strategy. Facebook Marketing: Facebook for Business, Anatomy of an Ad Campaign, Adverts, Facebook Insights, Other Marketing Tools, Other Essentials.

UNIT-III

LinkedIn Marketing: Why it is Important to have LinkedIn Presence, LinkedIn Strategy, Sales Leads Generation Using LinkedIn, Content Strategy, LinkedIn Analytics, Targeting, Ad Campaign. Twitter Marketing: Getting Started with Twitter, How is Twitter Different?, Building a Content Strategy, Twitter Usage, Twitter Ads, Twitter Analytics, Twitter tools and tips for Marketers. Instagram and Snap chat:

Instagram-Content Strategy, Sponsored Ads, Snap chat, Digital Public Relations.

UNIT-IV

Mobile Marketing: Mobile Usage, Mobile Advertising, Mobile Marketing Toolkit, Mobile Marketing Features, Addressing the diversity in India through Mobile, Campaign Development Process, Tracking of Mobile Campaigns. Search Engine Optimisation: Search Engine, Concept of SEO, SEO phases, On Page and Off Page Optimisation, Social Media Reach, Maintenance. Web Analytics: Data Collection, Key Metrics, Making Web Analytics Actionable, Multi-channel attribution, How to connect offline with online, Types of Tracking Codes, Mobile Analytics, Universal Analytics, Competitive Intelligence.

RECOMMENDED READINGS:

1. Puneet Bhatia, Fundamental of Digital Marketing, Pearson Education 2. Seema Gupta, “Digital Marketing”, McGraw Hill Education, New Delhi.
2. Philip Kotler, “Marketing 4.0: Moving from Traditional to Digital”, Wiley
3. Ryan Deiss and Russ Henne berry. Digital Marketing for Dummies,
4. Jason, McDonald. Social Media Marketing Workbook: 2018 Edition – How to Use Social Media for Business

Mapping Matrix of Course: 243MGDSE1

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGDSE1: Digital Marketing 

Security Analysis and Portfolio Management

243MGDSE2

Credit: 3                                                                External Marks: 50

                                                                                                            Internal Marks: 25

 Time Allowed: 3 Hrs. Type of Course: Discipline Specific Elective Course (Finance)

Course Objectives: This course enables the students to carry out the analysis of various tradable financial instruments, to help a financial expert or a security analyst to determine the value of assets in a portfolio. Security analysis is a method which helps to calculate the value of various assets and also find out the effect of various market fluctuations on the value of tradable financial instruments (also called securities).

Course Outcomes: On the completion of this course the student will be able to:

CO1: Develop understanding of working of the financial markets for preparing financial plans at individual and organizational level. 

CO2: Apply theoretical knowledge for computation of risk and return on securities for sound financial decisions.

CO3: Analyze and evaluate the profitability of the portfolio through fundamental and technical analysis for measuring trends of the market.

CO4: Create an optimum  portfolio using ethical practices and to revise as per the market situation. 

Detailed Syllabus:

UNIT I

Introduction: Basic concepts, Investment Objectives, Investment Process; Investment Styles: Contrarian and Momentum Styles; Investment Opportunities; Types of Securities; Real Assets and Mutual Funds; Risk and Return Analysis: Systematic and Unsystematic Risks, Risk Measurement, Minimizing Risk Exposures; Investment vs. Gambling and Specialization.

UNIT II

Theories of portfolio selection and management- Markowitz portfolio theory: optimal portfolio, meaning and construction of efficient frontier, investors’ utility; CAPM: capital asset pricing model, risk-free and risky lending and borrowing, market portfolio; capital market theory: CML, SML and Sharpe Single Index Model; Arbitrage Pricing Theory (APT).

UNIT III

Bond portfolio management strategies –bond characteristics, fundamentals of bond valuation, bond & equity portfolio management strategies: passive portfolio strategies & active portfolio strategies.

UNIT IV

Portfolio Revision: Need and Constraints, Portfolio Revision Strategies and Formula Plans Portfolio Performance Evaluation: Risk adjusted methods – Sharpe, Treynor’s and Jenson’s Performance Index; Components of Portfolio Performance: Market Timings, Stock selectivity and Diversification, Benchmark Portfolio.

SUGGESTED READINGS:

• Bhalla, V. K., Investment Management: Security Analysis and Portfolio Analysis, S. Chand, New Delhi.
• Chandra, Prasanna, Investment Analysis and Portfolio Management, McGraw Hill Education, New Delhi.
• Fischer, Donald E. and Jordon Ronald J., Security Analysis and Portfolio Management, PHI, New Delhi.
• Ranganatham, M. &Madhumathi, R., Investment Analysis and Portfolio Management, Pearson

Mapping Matrix of Course: 243MGDSE2

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGDSE2: Security Analysis and Portfolio Management

Industrial Relations and Labor Laws 

243MGDSE3

          Credit: 3                                                       External Marks: 50

                                                                                    Internal Marks: 25

Time Allowed: 3 Hrs.

Type of Course: Discipline Specific Elective Course (Human Resource Management)

Course Objectives:

This course is to sensitize and expose students to critical tasks, functions and issues of industrial relations and to gain insight into the dynamics of employee management relations on the different job situations.

Course Outcomes:

On the completion of this course the student will be able to:

CO1: Develop understanding of different laws applicable to a business. 

CO2: Apply the knowledge of laws for solving industrial disputes while following ethical code of conduct. 

CO3: Analyze legal case studies  related to labor laws and develop critical thinking to formulate plans as per the regulatory framework.

CO4: Evaluate the existing business laws in India and analyze their relevance in today’s globalized environment. 

DETAILED SYLLABUS   

UNIT I

Introduction: Concept, objectives, functions, significance & aspects of Industrial Relations Emerging challenges of IR in India, Linking Industrial Relations with economic growth of a country, Trade Unionism: Development of trade unionism, functions, type and structure, problems & suggestive remedial measures of trade unions, The Trade Unions Act 1926- objectives, recognition and registration,

Industrial Democracy & Participative Management

UNIT II

Collective Bargaining: Significance, types & Procedure of collective bargaining Discipline: The Industrial Employment (Standing Orders) Act 1961, Misconduct, Disciplinary Action, Types of punishments, Code of Discipline, Domestic Enquiry, Grievance Function in IR: Grievance Settlement Procedure, Industrial Disputes: Preventive & Settlement Machinery in India

UNIT III

The Factories Act, 1948 & The shop & Establishment Act 1948 The Payment of Wages Act, 1923 ,The

Workmen’s compensation Act, 1972 ,The Industrial Disputes Act, 1947

UNIT IV

The Payment of Minimum wages act 1936 ,The Contract Labor (Abolition & regulative) act The ESI

Act, 1948 ,The Trade unions act, 1926 , The payment of Bonus Act, 1965 The payment of Gratuity Act, 1972 The Maternity Benefit Act, 1961 ,Employee’s Provident fund & Miscellaneous Provisions Act, 1952.

 SUGGESETD READINGS:

1. Mamoria CB, Mamoria, Gankar – Dynamics of Industrial Relations (Himalayan Publications, 15th Ed.)
2. Singh B.D. – Industrial Relations & Labour Laws (Excel, 1st Ed)
3. Srivastava SC – Industrial Relations and Labour Laws (Vikas, 2000, 4th Ed.)
4. Venkata Ratnam – Industrial Relations (Oxford, 2006, 2nd Ed.)
5. Venkataratnam, C.S. and Sinha, Pravin, Trade Union Challenges at the Designingof 21st Centry, IIRA -Excel Books, New Delhi.
6. Monappa, A . Industrial Relations, Tata McGraw Hill, New Delhi.

Mapping Matrix of Course: 243MGDSE3: 

Table 1: CO-PO Matrix for the Course 243MGDSE3:  Industrial Relations and Labor Laws 

Total Quality Management

 243MGDSE4

Credits: 3                                                                                                              External Marks: 50

                                                                                Internal Marks: 25

Time Allowed: 3 Hrs. Type of Course: Discipline Specific Elective Course (Operations and Supply Chain Management)

Course Objectives:

Currently, companies must compete on the global market for customers who expect nothing less than perfection. A modern management concept such as Total Quality Management (TQM) helps the students to improve the quality of products and services to achieve maximum customer satisfaction. The concept of TQM is most applicable to companies and organizations that are heavily departmentfocused. In such organizations, the left hand often doesn’t know what the right hand is doing, as the saying goes, and inter-department struggles negatively affect how customers’ needs and wants are met.

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Memorize and understand the tools and techniques of Total Quality Management. 

CO2: Apply the philosophy and techniques of TQM in organizations’ endeavor for continuous improvement. 

CO3: Analyze the  importance of continuous improvement in process for maximizing customer’s satisfaction and employee involvement. 

CO4: Evaluate the effectiveness of TQM practices for optimum performance and benchmarking. 

Detailed Syllabus 

UNIT-I

Basics Concepts of Quality: Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs -Analysis Techniques for Quality Costs, Basic concepts of Total Quality Management, Historical Review, Principles of TQM, Leadership – Concepts, Role of Senior Management, Quality Council, Quality Statements, Strategic Planning, Deming Philosophy, Barriers to TQM Implementation.

UNIT-II

TQM Principles: Customer satisfaction – Customer Perception of Quality, Customer Complaints, Service Quality, Customer Retention, Employee Involvement – Motivation, Empowerment, Teams, Recognition and Reward, Performance Appraisal, Benefits, Continuous Process Improvement – Juran Trilogy, PDCA Cycle, 5S, Kaizen, Supplier Partnership – Partnering, sourcing, Supplier Selection, Supplier Rating, Relationship Development, Performance Measures – Basic Concepts, Strategy, Performance Measure.

UNIT-III

Statistical Process Control: The seven tools of quality, Statistical Fundamentals – Measures of central Tendency and Dispersion, Population and Sample, Normal Curve, Control Charts for variables and attributes, Process capability, Concept of six sigma, New seven Management tools.

UNIT-IV

TQM Tools: Benchmarking – Reasons to Benchmark, Benchmarking Process, Quality Function

Deployment (QFD) – House of Quality, QFD Process, Benefits, Taguchi Quality Loss Function, Total

Productive Maintenance (TPM) – Concept, Improvement Needs. Quality System: Need for ISO 9000 and Other Quality Systems, ISO 9000:2000 Quality System – Elements, Implementation of Quality System, Documentation, Quality Auditing, TS 16949, ISO 14000 – Concept, Requirements and Benefits.

RECOMMENDED READINGS:

1. Besterfield Dale H, Quality Control, Pearson Education.
2. Charantimath, P., Total Quality Management, Pearson Education.
3. Bedi, Quality Management, Oxford University Press.
4. Juran J. M. and Gryna, Jr. F.M., Quality Planning and Analysis, TMH, New Delhi
5. Ronald G Day, Quality Function Deployment, TMH, New Delhi..
6. Evan J.R., Total Quality Management, Excel Book, New Delhi.
7. Hansan B.L. andGhare, P.M. Quality Control and Application, PHI.
8. Hagan, Management of Quality, Oxford University Press.
9. Juran J M and Frank M Gryna, Quality Planning andAnalysing, TMH, New Delhi.

Mapping Matrix of Course: 243MGDSE4

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGDSE4: Total Quality Management

Customer Relationship Management 

 243MGMM1

Credits: 3                                                              External Marks: 50

                                                                                    Internal Marks: 15

Time Allowed: 3 Hrs. Type of Course: Specilaization Specific Elective Course (Marketing) Course Objectives: 

This course aims to enable the students to apply the idea of customer relationship management for  customer benefits and the growth of businesses. It emphasizes the critical role played by  information technology in identifying, acquiring, and retaining the customers, and thereby managing a healthy relationship with them.

Course Outcomes: 

On the completion of this course the student will be able to:

CO1: Understand the concept of customer relationship management and its significance in a globalized environment. 

CO2: Apply theoretical knowledge for effective implementation of  CRM processes at organizational level.

CO3: Analyze and evaluate the effectiveness of  CRM practices for managing customer relationships within the boundaries of ethical conduct.

CO4: Evaluate the CRM plans on various qualitative and quantitative parameters.

DETAILED SYLLABUS:

UNIT-I

Introduction – Origin, evolution and concept of CRM, strategic importance of CRM, goals of CRM, types of CRM, CRM Architecture

UNIT-II

Operational CRM – Sales force automation: lead management, contact management, field force automation; enterprise marketing automation: market segmentation, campaign management, customer service and support, contact and call centre operations

UNIT-III

Analytical CRM – Managing and sharing customer data: customer information database, ethics and legalities of data use, data warehousing and data mining; types of data analysis – online analytical processing, click stream analysis, collaborative filtering, CRM and business intelligence collaborative

CRM

UNIT-IV

CRM Implementation – Establishing CRM performance monitoring, CRM readiness assessment, system, CRM audit, CRM project management, employee engagement in CRM project, CRM budget, key account management, evaluating CRM return on investment.

SUGGESTED READINGS:

1. Buttle, Francis, Customer Relationship Management – Concept and Tools, Elsevier Butterworth – Heinemann, Oxford, UK
2. Payne, Adrian, Handbook of CRM – Achieving Excellence in Customer Management, Butterworth – Heinemann, Oxford, UK
3. Dyche, Jill, The CRM Handbook – A Business Guide to Customer Relationship Management, Pearson Education, New Delhi
4. Knox, Simon, Stan Maklan, Adrian Payne, Joe Peppard and Lynette Ryal, Customer Relationship Management, Butterworth – Heinemann, Oxford, UK

Mapping Matrix of Course: 243MGMM1

Table 1: CO-PO & CO-PSO Matrix for the Course 243MGMM1: Customer Relationship Management