Table of Contents MESSAGE FROM THE PROGRAMME CO-ORDINATOR ............................................................... 4 RECOGNITION ...................................................................................................................................... 5 ABOUT 24X7 LEARNING ..................................................................................................................... 7 ABOUT AVAGMAH BUSINESS SCHOOL .......................................................................................... 8 ABOUT ANNAMALAI UNIVERSITY................................................................................................... 8 1.
BASIC INFORMATION........................................................................................................... 10 1.1
About MBA (Global) ........................................................................................................ 10
1.2
Programme Objective ...................................................................................................... 10
1.3
Programme Duration ....................................................................................................... 11
1.4
Medium of Instruction ..................................................................................................... 11
1.5
Eligibility for the Programme.......................................................................................... 11
1.6
Award of the Degree......................................................................................................... 11
1.7
Programme Structure: ..................................................................................................... 12
1.8
Specializations Streams .........................................................Error! Bookmark not defined.
1.9
Recognition........................................................................................................................ 13
1.10
Contacting Programme Coordinator.............................................................................. 13
2.
ACADEMIC DELIVERY .......................................................................................................... 14 2.1
Self Learning Materials.................................................................................................... 14
2.2
Faculty led PCP Sessions.................................................................................................. 14
2.3
Assignments and Case study............................................................................................ 15
2.4
Digital Library .................................................................................................................. 15
2.5
Live Project Work ............................................................................................................ 15
3.
AVAGMAH VIRTUAL CAMPUS ............................................................................................ 16
4.
EVALUATION SCHEME......................................................................................................... 18 4.1
Annual & Supplementary Examination Schedule ......................................................... 18 Page 2 of 112
4.2
Scheme of Examinations .................................................................................................. 18
4.3
Passing Minimum ............................................................................................................. 19
4.4
Classification Norms......................................................................................................... 19
4.5
For unsuccessful candidates............................................................................................. 19
4.6
Attendance Requirement for Appearing in Examination ............................................. 20
4.7
Examination Form & Fees ............................................................................................... 20
5.
SYLLABUS - FIRST YEAR ...................................................................................................... 22
6.
SYLLABUS - SECOND YEAR ................................................................................................. 46
7.
SYLLABUS - SPECIALIZATION STREAMS......................................................................... 52 Media and Entertainment................................................................................................................ 52
Page 3 of 112
MESSAGE FROM THE PROGRAMME CO-ORDINATOR Dear Student,
Welcome to the AVAGMAH family. AVAGMAH has its origins in Sanskrit— translates roughly into ‘Intellect’. Intellect or Intelligence is mighty. It has the power to change the destiny: of an individual, a group, an organization, even a country. India, today, is on the threshold of change, the change that will steer us to greater economic power; the change that will bring hope in the smallest home in the smallest village in India; the change that will define the future of India. This change has to be powered by Intellect. And who better than you, the young Indian, who seeks knowledge and Intelligence—it is you who will bring about this change.
AVAGMAH aims to empower the young Indian with the knowledge to steer the course of the nation, and carve its destiny. We have conceived learning programs that will help you prepare for a challenging, fruitful career ahead. These learning programs are powered by content from global experts, helping you prepare for a career anywhere across the globe.
AVAGMAH is honored to nurture the New India, and welcomes you, the learner, into the powerful world of knowledge and wisdom.
I wish you all the success in pursuing the MBA programme.
Gaurav Tewari Email:
[email protected]
Page 4 of 112
RECOGNITION Letter No. 94873/HI/91-1 Education (HI) Department Fort St. George, Madras – 600 009 Dated: 17.12.91 From Thiru K.R. Venkataraman, B.Com Joint Secretary to Government Sir, Sub: Recognition of Programmes conducted by the Annamalai University Ref: Your letter dated 23.09.91.
I am directed to state that Annamalai University is one of the Universities recognized by the University Grants Commission for the purpose of its Grants. Hence the Degrees/Diplomas awarded by the Annamalai University which is established by an Act of this Government would stand automatically recognized for the purpose of employment under Centre/State Governments. A copy of this letter along with a copy of your letter cited has been forwarded to the Director, Directorate of Distance Education, Annamalai University, Annamalainagar – 608 002 to give you further more details regarding recognition.
Yours faithfully,
(Sd.) xxxxxxxxxxx for Joint Secretary to Government.
Copy to: The Director, Directorate of Distance Education Annamalai University, Post Box No. 4 Annamalainagar – 608 002 (with copy of letter and a request to send more details to the individuals)
Page 5 of 112
(E.M.) NO. F. 1-1'88 T. 13 Government of India Ministry of Human Resource Development (Department of Education)
To The Registrar Annamalai University Annamalainagar – 608 002
New Delhi, the 25th November 1988
Sir, Sub: Recognition of Educational Qualifications. I am directed to refer to your letter No. B1/10906/88 dated 9.10.1988 without its enclosures regarding recognition of qualification for the purpose of employment under the Central Government and to say that the degrees/diplomas awarded by the Universities established by an Act of Parliament or State Legislature, Institution deemed to be Universities, under section 3 of the UGC Act 1956 and Institution of International Importance declared under an Act of Parliament stand automatically recognized for purpose of employment under the Central Government. No formal orders recognizing such degrees/diplomas are necessary to be issued.
Yours faithfully,
Sd/(S.C. ANAND) Desk Officer (T)
Page 6 of 112
ABOUT 24X7 LEARNING 24x7 Learning is India's premier Intellectual Infrastructure provider. 24x7 Learning partners with educational institutions to provide the intellectual infrastructure that is required to create, enhance and maintain our intellectual capital base. Having trained over a million learners across 25 countries 24x7 Learning helps educational institutions provide the right combination of academic education (certification, degree, post-degree), vocational skills and non vocational skill enhancement programmes.
Our higher education system, the factory for our intellectual capital, is doing a tremendous job of providing standardized, basic education qualifications. However, there is a huge gap between what the industry needs and what is available at the finish line. Our academic institutions, besides physical infrastructure – also need worldclass intellectual infrastructure. Intellectual infrastructure refers to industry relevant programmes, quality content, capable faculty and other resources required to produce industry-ready manpower. And we believe that providing the required intellectual infrastructure early on-in the factory stage - will automatically strengthen the output, i.e. the learner, who comes out of the system prepared to take on employment, and become a productive member of our society.
Headquartered in Bangalore, 24x7 Learning has regional presence across 30 cities, and branches in Delhi, Mumbai, Chennai, Hyderabad, Pune and Kolkata. Incorporated in 2001, 24x7 Learning is the recipient of the Red Herring Asia award, the Deloitte Technology Fast 50 award for 2007, 2008 and 2009, and NASSCOM Top 100 IT Innovators accolade among others.
Page 7 of 112
ABOUT AVAGMAH BUSINESS SCHOOL Avagmah Business School is the higher education division of 24x7 Learning. Avagmah Business School offers academic excellence through programmes that are industry relevant by partnering with top notch universities on one hand and also getting the programme supported by the industry on the other hand.
Avagmah Business School has also partnered with Harvard Business Publishing, Network 18 etc. leveraging their quality content. To cater to the needs of the industry, Avagmah Business School has partnered with the leaders from the respective fields. Industry partners offer assistance in designing the curriculum thus maintaining the relevance of the programme offered. Industry partners in addition offer internship and placement opportunities to eligible students. Avagmah Business School has also got a rich Advisory Council comprising of industry gurus who offer guru talk to the students.
ABOUT ANNAMALAI UNIVERSITY The Annamalai University was founded in the year 1929 by the munificence and single-minded devotion of the farsighted and noble-hearted philanthropist and patron of letters, the Hon’ble Dr. Rajah Sir Annamalai Chettiar of Chettinad, Kt., LL.D., D.Litt. Since then, during these eighty years, the Annamalai University has grown into a premier, unitary, residential institution of higher learning and research.
The University today is spread over an extensive campus of about one thousand acres and has the Faculties of Arts, Science, Indian Languages, Engineering and Technology, Education, Fine Arts, Agriculture, Medicine and Dentistry and, in all, they comprise 49 Departments of Study. The Directorate of Distance Education established in 1979 offers five hundred and twenty five different programmes of study under the Regular Stream. It is credited with the largest enrolment in India and is well equipped with computer
and
other
infrastructure,
adequate
teaching
faculty
and
Page 8 of 112
administrative set-up of its own, study centers, computer training centers, etc., to serve its students’ clientele in their best interest at their door steps.
All the programmes of study offered by the Directorate of Distance Education have the approval of the Distance Education Council, New Delhi.
Page 9 of 112
1.
BASIC INFORMATION
1.1
About MBA (Global)
The MBA (Global) programme has been developed in consultation with Global Corporates. The programme prepares students to work in global Corporations within and outside India. Specific emphasis on Global Marketing, Communication, HR practices with special discussion on Global case studies. The Specializations have been developed keeping in mind the need to align our Programme with Global certifications such as: Project Management Programme
(PMP),
PHR,
Six
Sigma
-
Green
Belt,
International
Communication etc.
1.2
Programme Objective
The Master of Business Administration (Global) Degree Programme of the Directorate of Distance Education of the Annamalai University is to equip students, practicing Executives and Managers, working in Private / Public Sector Undertakings / Banks/ Educational Institutions and other similar organizations so as to enable them to enrich their managerial skills, decision-making, and to enhance their problem solving ability, through case studies, lectures, role-plays and business games with special focus on Global Management. USPs of the Programme
•
Programme developed in consultation with Industry Partners.
•
Supported by Industry Giant, Network18 group.
•
Network18 operates India’s leading television channels, CNBCTV18, CNBC Awaaz, CNN-IBN, IBN7, MTV, Vh1, Colors, Nick, etc.
•
Recognized by UGC, Ministry of HRD, Govt. of India.
•
Live Project Work to understand theoretical learning.
•
Self Instructional Study Material to make the subject matter selfexplanatory and easy to understand. Page 10 of 112
1.3
Programme Duration
(Minimum – 2 Years, Maximum - 7 Years) The duration of the programme of study is 2 years and students shall complete the programme within a period of 7 years from the year of admission and the programme will comprise the subjects given in regulations.
1.4
Medium of Instruction
English will be the medium of instruction for the programme.
1.5
Eligibility for the Programme
Any Graduation
Applicants who have qualified themselves in P.G. Diploma in Management of any University / or any recognized institute and those who have worked in Managerial / Executive / Supervisory cadre in a Manufacturing / Marketing / Banking / Service organizations will be given preference.
Students passing Graduation in supplementary exam will not be eligible for admission to MBA (Global) in same academic year.
1.6
Award of the Degree
Annamalai University, recognized by UGC, DEC and Ministry of HRD (Dept. Of Education), Govt. of India, will award the MBA degree certificate on successful completion of the programme.
Page 11 of 112
1.7
Programme Structure:
MBA (Global) is essentially a two year MBA degree programme offered by Avagmah Business School in Technical collaboration with Annamalai University.
Following subjects will be covered in the duration of two years:
No.
Courses 1st Year
1
Management Process & Organization
2
Organizational Structure & Behavior
3
Business Communication
4
Financial Accounting
5
Quantitative Techniques
6
Business Law
7
Marketing Management
8
Managerial Economics 2nd Year
1
Financial Management
2
Strategic Management
3
Media Management
4
Media Business
5
Sound Production and Music Industry Management
6
Film and TV production ,Programming Management
7
Project and Viva-voce Examinations
Note: 1. The students have to select any one elective course out of the seven specialization streams. There are four courses under each specialization stream. 2. Specializations shall be offered subject to minimum number of students at the concerned PCP centre Page 12 of 112
1.8
Recognition
Annamalai University is recognized by UGC, DEC and Ministry of HRD (Dept. Of Education), Govt. of India.
Annamalai University is one of the Universities recognized by the University Grants Commission for the purpose of its Grants. Hence the Degrees/Diplomas
awarded
by
the
Annamalai
University
which
is
established by an Act of this Government would stand automatically recognized
for
the
purpose
of
employment
under
Centre/State
Governments.
1.9
Contacting Programme Coordinator
Students
may
contact
the
Programme
Coordinator
(Management
Programmes) by sending a communication through post to the following address: Coordinator (Management Programmes) AVAGMAH Business School 24x7 Learning Private Ltd. No 20, 1st Floor, Annaswamy Mudaliar Road, Ulsoor Lake Bangalore 560 042, India.
Or can send an Email to
[email protected] or over telephone by calling on the following nos.:+91-80-4069 9100 / 1-800-102-0247 / 1-800425-0247
Page 13 of 112
2.
ACADEMIC DELIVERY
Academic delivery of MBA (Global) is based upon Technology–enabled blended Learning Model. The methodology of instruction is learneroriented, and the student has to be an active participant in the teachinglearning process. A multi-channel approach is followed for instruction. It comprises a suitable mix of: • Self Learning Materials • Faculty led PCP Sessions • Assignments and Case study • Digital Library • Live Project Work • Avagmah Virtual Campus
2.1
Self Learning Materials
Self Learning Materials are printed study materials that will be provided by Avagmah Business School at no extra cost to the students. These are the primary form of instructional materials. Improvement in quality is ensured through the learning materials because no single text book can cover the course content appropriately. Also self learning materials are designed to make the subject matter self-explanatory and easy to understand. The course content is divided into blocks consisting of several units. Each unit is sized in such a manner that it can be studied in a session of about 3 to 4hours. The Self Learning Materials will be sent after Avagmah receives the fees along with form.
2.2
Faculty led PCP Sessions
PCP or 'Personal Contact Programme support the self learning study material. These sessions are conducted through out the year and attendance is mandatory. Schedules for these lectures are intimated at the beginning
of
the
semester
to
candidates.
These
sessions
provide
Page 14 of 112
opportunity for interactive education and enrich learners' knowledge by directing knowledge to practice.
2.3
Assignments and Case study
The main purpose of assignments is to test students' comprehension and value addition they receive from the study material as well as from the delivery of PCP sessions and also to help them successfully complete the courses by providing feedback to them. Assignments carry 25% weightage towards final result. Students will not be allowed to appear in the examination
if
they
do
not
submit
the
assignments
before
the
commencement of the examination.
2.4
Digital Library
As part of the curriculum, students will have access to online resources and reference material that will help them in their learning process. Archived class sessions are also available online for reference purposes.
2.5
Live Project Work
Very central feature of this programme is that it is planned around project work. The objective of the project work is to help the student develop the ability to apply the concepts learned and to bring about an improvement in the work environment.
A candidate who fails in the project work and Viva-Voce examination may be permitted to resubmit a project and appear for the Viva-Voce for the second time, if so recommended by the examiners. No Candidate shall be permitted to submit the project work and appear for the Viva-Voce more than twice on additional fee payments.
Page 15 of 112
3.
AVAGMAH VIRTUAL CAMPUS
Avagmah Virtual campus (AVC) is based on a proven and scalable Learning Management System (LMS) – 24x7 LearnTrak. Learners can access the eLearning content through the Virtual campus. AVC is accessible worldwide, 24 hours a day, anywhere, anytime and as often as you like.
Features of Avagmah Virtual Campus: •
Allows an individual to learn in concise "knowledge bites"; in chunks as small as a few minutes. It helps to stay focused and successfully achieve student’s learning goals.
•
Learning through the virtual campus is self-paced. Learners can undertake learning according to their convenience.
•
A Researched Online Study material facility (ROSM) through a Digital library which will offer sections such as white papers, technical presentations, and reviews of books in the library, links to web-based resources or magazines, news etc. Learners have the ability to contribute or review the technical resources. Page 16 of 112
•
The facility of Online Practice Test (OLPT) and Online Assessments Test will be available through the Virtual Campus.
•
Peer to Peer Interaction Forum that enables interaction via chat and bulletin boards. Forums will be attached to specific groups or learning resources / packages.
•
Maintenance of Learner profiles online along with project performance will be possible.
•
Reports tracking the learners’ progress on Assessments, Course Usage – both user-wise and course-wise, as well as Course Completion statistics are available.
Avagmah Virtual Campus is an integral part of the blended learning process providing self learning and self assessment opportunity to the students. Avagmah Virtual Campus makes the teaching-learning process interactive; the integrated Student MIS helps faculty to track academic growth of students through out the programme and makes Technology-enabled blended learning process more effective.
Page 17 of 112
4.
EVALUATION SCHEME
4.1
Annual & Supplementary Examination Schedule
The annual University Examinations will be held in the month of May/ June every year. Supplementary examinations will be conducted in the month of December. These examinations will be held at respective Business School.
4.2
Scheme of Examinations
The total marks for each course is 100.
Duration
Max. Marks. Written Examination + Assignment
Min. Marks for a Pass
Course 1
3 hours
75+25
50
Course 2
3 hours
75+25
50
Course 3
3 hours
75+25
50
Course 4
3 hours
75+25
50
Course 5
3 hours
75+25
50
Course 6
3 hours
75+25
50
Course 7
3 hours
75+25
50
Course 8
3 hours
75+25
50
800
400
Course
First Year
Total = Second Year Course 1
3 hours
75+25
50
Course 2
3 hours
75+25
50
Course 3
3 hours
75+25
50
Course 4
3 hours
75+25
50
Course 5
3 hours
75+25
50
Course 6
3 hours
75+25
50
Course 7
Project work and viva voce
150 + 50
100
800
400
Total =
Page 18 of 112
4.3
Passing Minimum
At the end of each year of study, candidates shall have to take their examination in all the courses they studied during that year. A candidate shall be declared to have passed the examination if he / she obtains not less than 50 per cent of marks in each course. Candidates securing less than prescribed pass minimum shall be deemed to have failed in the written examination of that year. However, he / she shall be required to appear again for those courses only in which he / she has failed in order to get a pass in the subsequent examination. A candidate who opts for project work shall be declared to have passed in the Project Work and Viva-voce Examination, if he / she secures an overall minimum of 50 per cent (combining both project work and the Viva-Voce) out of 200 marks.
4.4
Classification Norms
First Class: Candidates securing 60% and above in aggregate in the whole examination shall be placed in the First class. Second Class: Those who obtain 50% and above but less than 60% shall be placed in the Second Class. Candidate who obtains 75% in aggregate shall be deemed to have passed the examination with distinction, provided they pass all examinations prescribed for the programme in the First appearance itself.
4.5
For unsuccessful candidates
Candidates who failed in any course in the First year will be permitted to proceed to the second year. If a candidate fails in any of the theory courses he / she shall be required to reappear for that course(s) only.
Page 19 of 112
4.6
Attendance Requirement for Appearing in Examination
Personal contact Programme is arranged at different centres for the benefit of the students. The minimum number of days to be conducted in a year is 60 days. It is compulsory for students to attend 80% of the days. In the second year Special lectures / Case Studies / Group Discussions / Role Plays / Management Games / In-Basket Exercises / Brain Storming classes will be conducted. Teaching will be through study materials sent to the students supplemented by face to face contact programmes guest lectures and audio and video cassettes.
4.7
Examination Form & Fees
Examination form will be sent directly to students by the University in the month of February. Students will submit the duly filled form along with examination fees to the ABS with in the stipulated period as mentioned in the form. ABS will in turn send examination form to AVAGMAH, Bangalore.
The suggested breakup of 1st Year Examination fees:
# 1 2 3 4 5
List of Heads Examination Fees for eight subjects Examination Application Registration Fees Postal Charges Mark List Fees Centre Fees Total
Fees per Head 3080 45 80 80 245 3530
Page 20 of 112
The suggested breakup of 2nd Year Examination fees:
# 1 2 3 4 5 6 7 8
List of Heads Examination Fees for eight subjects Dissertation & Vivavoce Examination Application Registration Fees Postal Charges Mark List Fees Provisional or Pass Certificate Fee Centre Fees Membership Fee Total
Fees per Head 2695 715 45 80 80 155 245 45 4060
Note: The above fees are subject to change as and when notified by University.
Page 21 of 112
5.
SYLLABUS - FIRST YEAR
5.1 Management Process and Organization
Objective The objective of the course is to make students aware of environmental changes and to show them how effective managers are adapting. The emphasis will be on the conceptual developments in the area of planning, organizing, leading and controlling managerial functions. The course also elaborates on conceptual framework of leadership and the role of managers as leaders and change agents.
Unit-I: Nature of Management Management Defined,
Nature of Management,
Scope of Management,
Need for Management, Management and Administration, Management-A Science or an Art, level managers,
Management Levels,
Top-level managers,
First level supervisory managers,
Middle
General versus
Functional managers Managerial Roles, Functions and Skills Management Functions,
Planning,
Organizing,
Staffing,
Directing,
Controlling, Managerial Roles, Interpersonal Roles, Informational Roles, Decisional Roles,
Managerial Skills,
Conceptual skills,
Diagnostic Skills,
Technical Skills,
Human Skills,
, Communicational Skills,
Political
Skills
Unit-II: Evolution of Management Thought Classical Approach, Bureaucracy, The Scientific Management Stage, Contribution by F.W. Taylor - Scientific Management, Contribution by Peter F. Drucker – MBO Coordination Meaning and Definition of Coordination,
Characteristics of coordination,
Need for coordination, Types of coordination, Principles of coordination, Independence and coordination,
Approaches for achieving effective
coordination
Page 22 of 112
Planning and Forecasting Planning: An Overview,
Importance of Planning,
disadvantages of
planning, Principles of Effective Planning, Plan types , Levels of Planning , Forecasting, Techniques of Forecasting, Forecasting Demand and Supply
Unit-III: MBO and Systems Approach Characteristics of Objectives, Organizational Objectives, Characteristics of sound objectives, Hierarchy of objectives, Management by Objectives (MBO), Objectives, Process, Advantages and Disadvantages of MBO, improving the effectiveness of MBO. Decision Making and Creativity Managerial Decision Making, Defining a Problem, The problem pointers, Factors Affecting Decision Making, Steps in Decision Making, Rational Decision Making, Creativity Structural Design and Departmentation Organizational Structure: Design, Steps in the Organizational Structuring; Structure, Mechanistic Versus Organic Structures, Types of Organizational Structures, Organizational Chart
Unit-IV: Span of Management What is Span of Management, Span of Control and Levels of Organization, Narrow span structure; Wide span structure, Graicunas Theory, Factors Affecting Span of Management, Limitations of Span of Management Delegation of Authority Concept and Characteristics of Authority, Sources and Scope of Authority, Delegation
of
Authority,
Advantages of Delegation, as Barriers to Delegation,
Principles
and
Process
Problems with Delegation,
of
Delegation,
Personal Factors
Reluctance of Executives,
Reluctance of
Subordinates, Overcoming Obstacles
Unit-V: Centralisation and Decentralisation Centralization versus Decentralisation, Factors Determining the Need for Centralization
and
Decentralisation,
Advantages
of
centralization,
Advantages of decentralization
Page 23 of 112
Line and Staff Relationship Line and Staff Structure, Line and Staff Conflicts, Achieving Cooperation between Line and Staff, Line Authority Relationship, Staff Authority Relationship
Unit-VI: Nature, Process and Techniques of Controlling The Controlling Process, Establishing standards, Comparing measured performance with performance standards, Taking Corrective Action, Techniques of Managerial Control, Feed-forward and Feedback Control, Behavioural Implications and Guidelines for Effective Control Corporate Ethics and Social Responsibility Ethical Concepts, Business Values, The Concept of Social Responsibility, Causes of growing awareness for Social Responsibility, Arguments against and in favor of Social Responsibility, Comparative Study: Japanese Management and Z Culture of American Companies.
Reference 1. Weihrich, Heinz and Harold Koontz, Management-A Global Perspective (10th Ed.), McGraw Hill. 2. Weihrich, Heinz and Harold Koontz, Essentials of Management (5th Ed.), McGraw Hill. 3. Stoner, Freeman and Gilbert, Management (6th Ed.), PHI 4. Watson, Tony.J. Organising and Managing Work, PHI
Page 24 of 112
5.2 Organizational Structure & Behaviour
Objective This self-paced course, designed for a master’s level field of study focuses on the behavior of individuals and groups within diverse organizations and on organizational structure and processes-To enhance understanding of the dynamics of interaction between the individual and the organization and facilitate the development of a perspective to diagnose and effectively deal with the issues of human behavior in organization.
Unit-I: Introduction to Organizational Behaviour What
is
an
Organization?
Managers
in
Organizations;
Managerial
Networks; Direct Environmental Forces; Indirect Environment Forces Approaches to Organizational Behaviour: A Historical Perspective; Scientific Management; The Behavioural Approach to Management; Contingency Approach Quality of worklife: What is QWL? Responsibility of the Organization towards QWL Job Enrichment; Job Rotation
Unit-II: Foundations of Individual Behaviour Biological Foundations of Behaviour; Causes of Human Behaviour; Environmental Effect on Behaviour; Behaviour as an Input-output System; A Code of Ethics; Behaviour and Performance Motivation and Behaviour: Motivation: Overview and Sources of Motivation; Historical Development; Theories of Motivation Evaluation of the Theory; Porter Lawler Model Learning
and
Behaviour
Reinforcement: Theories
of
Learning;
Acquisition of Complex Behaviours; The Learning Curves; Principle and Schedules of Reinforcement
Unit-III: Motivation at work Theories of Work Motivation; Vroom’s Expectancy Model; Equity Theory; Goal-setting Theory; Goal- Setting: Motivation, Performance and Job
Page 25 of 112
Satisfaction;
Consequences
of
Job
Dissatisfaction,
Sources
of
Job
Satisfaction Perception: Overview and Characteristics of the Perceiver and Perceived; Perceptual Organization and Selectivity; Barriers to Perceptual Accuracy; Attribution Personality: Type A and Type B Personality; Major Contributing Factors to
Personality;
Personality
Dimensions;
Introvert
and
Extrovert
Personalities; Personality Theories
Unit-IV: Stress and Behaviour The General Adaptation Syndrome; Stress Responses; Basic Forms of Stress; Frustration and Anxiety; Sources of Stress; Consequences of Job Stress; Stress and Job Performance; Job Burnout; Coping with Stress Group Behaviour: Reasons for Group Formation; Types of Groups; Group Cohesiveness; Group Norms Committee Organization Group
decision-making: Advantages and Disadvantages of Group
Decision Making; Leadership Role, In-group Decision Making; Techniques of Group Decision Making
Unit-V: Inter-Group Relations and Conflict Management Interdependence of Groups; Nature of Conflict in Organizations; Changing View of Conflict; Types of Conflict Situations; The Causes of Conflict; Conflict Management ;Negotiation; Third Party Role in Negotiations; Johari Window Model Power and Politics: Power and Politics-An Introduction; Sources of Power in Organizations-Interpersonal Sources, Organizational Sources; Organizational Politics; Ethics Leadership
in
organizations:
Formal
and
Informal
Leadership;
Leadership Styles; Personal Characteristics of Leaders.
Unit-VI: Organizational culture and climate Origins
of
Organizational
Culture;
Levels
of
Culture;
Managing
Organizational Culture; Cross Cultural Communication Preparing for a Foreign Assignment; Organization Climate Page 26 of 112
Organizational Structure;
Structure
Mechanistic
and
and
Design:
Organic
Steps
Structures;
in
Organizational
Determinants
of
Organizational Structure; Organizational Change and Development: External Forces; Internal Forces; The Change Process; Types of Change; Steps in Managed Change; The Change Agents; Resistance to Change; Organizational Development (OD); Basic OD Assumptions; OD Interventions.
Reference 1. Robbins, S.P., Organisational Behaviour, Ninth Edition, Prentice Hall 2. Luthans, F., Organisational Behaviour, Eighth Edition, Prentice Hall 3. P. Udai, Rao, T.V., Pestonjee, D.T., Behavioural Processes in Organisation, Oxford & IBH 4. Jones, George, Organisational Behaviour, Third Edition, Prentice Hall
Page 27 of 112
5.3 Business Communication
Objective This course material is intended to improve the communication skill of Managers, to understand role of global communication and its impact, to plan and position your business case to maximize its effectiveness, to maximize business opportunities and strengthen their organization as a whole,
to
recognize
the
importance
of
emotions
in
determining
intelligence.
Unit-I: Basic forms of communication Introduction; Need for Communication, Forms of Communication International
Communications:
The
impact
of
culture
on
communication: Understanding How Culture Affects Communication; The
art
of
Global
Communication:
Recognize
the
benefits
of
understanding the communication process in cross-cultural situations Improving your Cross-Cultural Communications: Acknowledging the differences; International communications simulation; Responding to cultural differences using Hogshead’s Cultural Dimensions model.
Unit-II: Principles of effective communication Introduction; the Effective Communication Skills; Questionnaire, Skills Pertinent to Communication Writing skills: Business letters: Introduction; Written Communication EMail
essentials:
Essentials
of
electronic
communication-mail
Fundamentals. Optimizing E-mail at work: Recognize the benefit of writing effective email for business purposes. E-Mail
and
organizational
communication:
Using
E-mail
as
a
Communication Tool; Using E-mail to Support Corporate Culture.
Unit-III: Internal communication Letters within the Organization; Letters to Staff; Circulars and Memos; Letters from Top Management; Employee Newsletters Page 28 of 112
How to write an effective internal business case: Preparing a business case; Identify the benefits of writing a good business case Writing a business case: Identify the benefits of writing a good business case, Recognize the functions of a business case. Presenting your case: Recognize the benefits of a well-prepared business case presentation, Analyze an audience prior to giving a presentation in a given scenario.
Unit-IV: Giving successful presentations Presenting successfully: Recognize the benefits of understanding the basics of presenting, recognize the benefits of being able to control anxiety and the presentation environment. Delivering the message: Recognize the benefits of presenting a positive image, Match the key elements of a strong presentation opening to appropriate behaviors Available presentation resources: Recognize the benefits of using visual aids effectively, Identify statements that associate types of visual aids with specific uses.
Unit-V: Non-verbal aspects of communication Introduction; Unit Objectives; Dimensions of Non-verbal Communication; Body
Language;
Postures
and
Gestures;
Attire
Creates
the
First
Impression the Importance of Grooming; The Power of a Handshake; Significance of Personal Space; Value of Time; Actions Speak Louder than Words; Potency of a Smile; Organizational Body Language;
Unit-VI: Emotional intelligence at work Defining emotional intelligence: Recognize the importance of emotions in determining intelligence. Emotional intelligence in the workplace: Recognize the importance of emotional intelligence at work, recognize the benefits of regulating and controlling one's emotions at work, choose the characteristics of integrity.
Page 29 of 112
Emotional intelligence and teamwork: Recognize the value of being socially competent, identify the behaviors that demonstrate empathy, recognize the value of developing the team's emotional intelligence.
References
1. Basic Business Communication: Robert Mc Archer, Ruth Pearson Amos Prentice Hall Inc. 2. Excellence in Business Communication: Thill Handbook of Business Correspondence by: Frailey. 3. Business Communication: Building Critical Skills by Kitty O. Locker, Stephen
Kyo
Kaczmarek,
Hardcover:
637
pages,
Publisher:
Irwin/McGraw-Hill.
Page 30 of 112
5.4 Financial Accounting Objective This course intends to: Develop understating of financial statements including consolidated financial statements; Capture techniques of financial statement analysis; Enables to understand accounting standards; Develop knowledge of using electronic data base containing financial information. This is an intensive course that introduces students to financial decision making process and to the tools and techniques of financial analysis, building knowledge on making – framing – financial statements- banking industries.
Unit-I: Accounting principles and standards Need for Accounting, Development of Accounting, Definition and Functions of Accounting,
Book-Keeping and Accounting,
Is Accounting a Science or an
Art?, End-Users of Accounting Information, Accounting and Other Disciplines, Role of the Accountant,
Branches of Accounting,
Difference Between
Management Accounting and Financial Accounting, Importance of Accounting
Unit-II: Meaning and Scope of Accounting Meaning
of
Accounting
Principles,
Accounting
Concepts,
Accounting
Conventions, Indian Accounting Standards, Systems of Book-Keeping, Systems of Accounting
Unit-III: Journalising transactions Journal, Rules of Debit and Credit, Compound Journal Entry, Opening Entry Ledger posting and trial balance: Ledger, Posting, Relationship between Journal and Ledger, Rules Regarding Posting, Trial Balance, Voucher System
Unit-IV: Bank reconciliation statement Need for Bank Reconciliation Statement, Meaning and Objective of Bank Reconciliation Statement, Importance of Bank Reconciliation, Technique of Preparing Bank Reconciliation Statement Final accounts: Trading and Profit & Loss Account, Manufacturing Account, Balance Sheet, Adjustment Entries, Worksheet
Page 31 of 112
Unit-V: Company financial statements Meaning and Types of Financial Statements, Nature of Financial Statements, Limitations of Financial Statements,
Preparation of Company Financial
Statements, Profit and Loss Account, Balance Sheet Financial reporting: Meaning of Financial Reporting, Illustrative Example
Unit-VI: Financial statements: analysis and interpretation Relationship between Analysis and Interpretation, Financial,
Statements Analysis,
Profitability Ratios,
Ratio Analysis,
Turnover Ratios,
Steps Involved in the Classification of Ratios,
Financial Ratios,
Advantages of Ratio
Analysis, Limitations of Accounting Ratios, Computation of Ratios Cash flow statement: Meaning and preparation of Cash Flow Statement, Sources of Cash,
Difference Between Cash Flow Analysis and Funds Flow
Analysis, Utility of Cash Flow Analysis, Limitations of Cash Flow Analysis, AS 3 (Revised): Cash Flow Statements.
Reference
1. Bernstein, L.A., and John J. Wild, Financial Statement Analysis, McGraw Hill
International.
2. Bhattacharyya, A.K., Financial Accounting for Business Managers, PHI 3. Financial Accounting: An Introduction to Concepts, Methods, and Uses by Clyde P. Stickney, Roman 4. L. Weil, Hardcover, Publisher: South-Western College.
Page 32 of 112
5.5 Quantitative Techniques Objective This course module is intended to develop the statistical concepts and techniques that are needed to make business decisions, making familiar with the statistical and mathematical techniques, to develop working knowledge on statistical techniques and appreciation of applications thereof for solving business problems.
Unit-I: Introduction to quantitative techniques Overview of Quantitative Techniques; Need of Quantitative Techniques; Advantages
of
Quantitative
Techniques;
Limitations
of
Quantitative
Techniques; Classification of Quantitative Techniques; Statistical Techniques; Operation Research Techniques; Quantitative Methods in Decision-Making
Unit-II: Data Collection Statistical Data Collection: Measurement Scales; Data Gathering; Sampling and Non-Sampling Errors Data
presentation:
Distribution; Cumulative
Classification Frequency
of
Distribution;
Data;
Frequency
Relative
Frequency
Distribution; Cumulative Relative Frequency Distribution; Stem and Leaf Display;
Graphic Presentation
Unit-III: measures of Central Tendency Descriptive Statistics; Measures of Central Tendency; The Arithmetic Mean; The Median; The Mode. Measures of Dispersion: Measure of Dispersion; Calculation of Standard Deviation by Short-cut Method; Combining Standard Deviations of Two Distributions; Moments,
Skewness
Mean; Skewness;
and
Kurtosis:
Moments;
Moments
about
the
Kurtosis.
Page 33 of 112
Unit-IV: Regression and correlation analysis Regression Analysis; Correlation Analysis Time
Series
Analysis:
Techniques; Trend
Time
Series
Analysis; Measuring
Analysis the
Method;
Cyclical
Smoothing
Effect; Seasonal
Variation; Measuring Irregular Variation; Seasonal Adjustments Probability Theory: Meaning of ‘Probability’; Types of Probability; Calculation of Probability; Probability and Venn Diagram; Permutations;
Combinations
Random Variables and Probability Distributions: Meaning of Random variable; Meaning of Probability Distribution; Binomial Distribution; Poisson Distribution; Exponential Distribution; Normal Distribution
Unit-V: Testing of hypothesis What
is
a
Hypothesis?;
Null
and
Alternative
Error; Decision Rule; Test for a Sample Mean; Properties;
Hypothesis;
Standard
Test for Equality of Two
Large Sample Test for Equality of Two Means ;
Paired
Observations; F-test. Sampling
theory
and
its
basic
concepts:
Sampling;
Benefits
of
Sampling; Methods of Sampling; Sampling Theory; Tests of Significance, Chisquare (
2) test: Degrees of Freedom
Decision theory: What is Decision Theory?; Types of Decision Making Situations; Decision Tree
Unit-VI: Linear Programming Meaning of Linear Programming; Graphical Solution; Simplex Solutions; Some Important Points; the Dual;
a Note on Goal Programming.
Transportation problem: Mathematical Formulation; Definitions; Optimal Solution; Optimality Test; Modi Method Assignment Assignment
Problem: Problem;
Definition;
Difference
Mathematical
between
Formulation
Transportation
of
the
Problem
and
Assignment Problem; Hungarian Method Procedure; Unbalanced Assignment Problem; Maximization in Assignment Problem.
Page 34 of 112
Reference
1. Hadley, G, Introduction to Business Statistics, Holden - Day, San Francisco. 2. Conover, W.J., Practical Non-parametric Statistics, John Wiley. 3. Montgomery, D.C., Design and Analysis of Experiment, John Wiley. 4. Myerson, Roger B., Game Theory - Analysis of Conflict, Harvard University Press. 5. Sincich, Terry, Business Statistics by Example, Prentice Hall
Page 35 of 112
5.6 Business Law Objective The philosophy of the “Business Law” course is to familiarize with basic notions and landmark concepts enabling them to interact with the legal world, particularly within the field of business law. To gain an insight into the Indian Legal Process and legal provisions specifically with reference to business and corporate functioning.
Unit-I: Nature and kinds of contracts The Indian Contract Act; 1872; Definition of Contract; Essential Elements of a Valid Contract; Kinds of Contracts Offer and Acceptance: The Proposal or Offer; The Acceptance; Contracts Over the Telephone Consideration: Essentials of Valid Consideration; Exceptions to the Rule “No Consideration; No Contract” Capacity of parties: Minor; Persons of Unsound Mind; Disqualified Persons Free Consent: Coercion; Undue Influence; Misrepresentation; Fraud; Mistake Legality of object and consideration: What Considerations and Objects Are Unlawful? Void agreements: Introduction; Expressly Declared Void Agreements Performance of Contracts: Who Can Demand Performance? By Whom Must Contracts Be Performed? Quasi-contracts: Quasi-Contractual Obligations Remedies for breach of contract: Rescission of The Contract; Liquidated Damages and Penalty; Summary of the Rules Regarding the Measure of Damages; Indemnity and guarantee: Contracts of Indemnity; Contracts of Guarantee
Unit-II: Bailment and pledge Bailment; Finder of Lost Goods; Pledge or Pawn; General Rules and Kinds of Agents; Creation of an Agency; Termination of Agency; Irrevocable Agency Contract of sale of goods: Definition and Essentials of a Contract of Sale; Kinds of Goods; The Price; Earnest or Deposit; Document of Title to Goods Page 36 of 112
Conditions and warranties: Condition Defined; Warranty Defined; Implied Conditions and Warranties; Doctrine of Caveat Emptor; Test Questions; Practical Problems Transfer of property: Essentials of Transfer of Property; Rules . Performance of contract of sale: Rules as to Delivery of Goods; Acceptance of Delivery by Buyer Remedial measures: Rights of Unpaid Seller; Buyer’s Rights Against Seller; Auction Sale
Unit-III: Negotiable instruments Promissory Note; Bill of Exchange; Cheques; Hundis Parties to negotiable instruments: Holder; Capacity of Parties Presentment of negotiable instruments: Presentment for Acceptance; Presentment for Sight; Presentment for Payment Negotiation
of
negotiable
instruments:
Negotiable
Instruments;
Negotiation by Unauthorised Parties Dishonour and discharge of negotiable instruments: Dishonour of Negotiable Instruments; Discharge of the Instrument and the Parties
Unit-IV: Banker and customer Crossing of Cheques; Types of Crossing; Liability of Banker; Consumer Protection Act-1986: Definition of Consumer; Who can File a Complaint; The copyright act- 1957: Copyright; Ownership of Copyright; Assignment of Copyright. The patents act: 1970: Definition of Patent; Application for Patents; The
Foreign
Exchange
Management
Act-
1999:
Regulation
and
Management of Foreign Exchange; Authorised Person; Contravention and Penalties; Adjudication The Competition Act-2002: Prohibition of Certain Agreements Information Technology Act-2000: Rationale behind the IT Act; 2000;
Page 37 of 112
Unit-V The Company: Companies Act and its Administration; Definition of Company Kinds of Companies: Kinds of Companies according to the Mode of Incorporation Memorandum of Association: Definition and Importance; Contents of Memorandum. Articles of Association: Obligation to Register Articles; Contents of Articles; Alteration of Articles; Prospectus: Definition of Prospectus; Issue of Prospectus; Shareholders or Members: Becoming
Distinction a
Member;
between Who
Shareholder
May
Become
and a
Member;
Member?;
Methods
of
Termination
of
Membership. Shares and Share Capital: Legal Nature of a Share; Share Capital; Kinds of Shares
UNIT-VI: Borrowing Powers and Methods: Ultra Vires Borrowings; Security for Borrowings; Debentures; Company
Management
and
Administration:
Directors;
Director
Identification Number (DIN); Appointment of Directors; Removal of Directors; Meetings and Resolutions: Meetings; Statutory Meeting; Annual General Meeting; Accounts and Audit: Accounts; Annual Return; Audit; Removal of Auditors; Prevention of Oppression and Mismanagement: The Rule of Supremacy of the Majority; Protection of Minority; Prevention of Oppression and Mismanagement Compromise,
Arrangement,
Reconstruction:
‘Compromise’
or
‘Arrangement’; ‘Reconstruction’ and ‘Amalgamation’ Winding Up: Meaning of Winding Up; Winding Up vs. Dissolution; Modes of Winding Up.
Page 38 of 112
Reference
1. N D Kapoor-Elements of Mercantile Law-Sultan Chand 2. Legal Aspects of Business - Akhileshwar Pathak, 3rd Edition, Tata Mc GRAW HILL. 3. Saravanavel & Sumathi - Business Law for Management 4. M C Kuchhal - Business Law – Vikas Publication
Page 39 of 112
5.7 Marketing Management Objective The objective of the course is to enable students to interpret current discussions in the field of marketing, apply relevant concepts and tools in practice, be familiar with the advantages and limitations of these concepts and tools and to prepare well founded decisions based on their analysesIntroducing students to the elements of marketing analysis: marketing environment analysis, customer analysis, competitor analysis, and company analysis.
Unit-I Fundamentals of Marketing: Understanding Marketing,
The Marketing
Concept, Marketing Concept versus , Production Concept, Efficiency versus Effectiveness,
Market versus Internally Driven Businesses,
Profile of
Customer-centric Organizations, Marketing Mix, Criticism of the 4Ps Approach to Marketing, Segmentation, Targeting, and Positioning, Marketing Research: Marketing Information Systems – MIS, Approaches to Marketing Research, Types of Marketing Research, Stages in the Marketing Research Process Marketing Environment: Economic Forces, Technological Factors, Sociocultural Factors, Demographic Factors, Political-legal Environment, Country Analysis
Unit-II Consumer Behaviour: The Buyer, The Buying Process, The Buying Situation, Social Influences,
Customer Loyalty and Profitability,
Customer Portfolio
Management, Emotional Engagement with Customers, Customer Relationship Management. Segmentation and Targeting: Customer Value Proposition, Non-Segmented Markets, Segmentation and Market Entry, Process of Market Segmentation: Target Marketing, , Segmenting Consumer Markets, Combining Segmentation Variables,
Segmenting Organizational Markets, Target Market Selection,
Target Market Strategies
Page 40 of 112
Positioning: Elements of Positioning, Synchronization of the Marketing Mix, Ries and Trout on Positioning, Criteria for Successful Positioning, Dilution of Positioning, Repositioning,
Unit-III Product Management: Types of Products, Product and Brand, Product Line and Product Mix, Product-mix Modifications, Managing Product Lines and Brands Over Time – Product Life Cycle (PLC), Managing Brand and Product Line Portfolios, Packaging, Labeling Management of Innovations: Creating an Innovative Culture, Organizational Structures for Innovation Management, Role of Marketers, Role of Senior Management,
Managing
the
Innovation
Process,
Product
Replacement
Strategies, Commercialization of Technology, , Next-generation Products, Pricing Strategy: Methods of Pricing, Factors Influencing Pricing Decisions, Pricing Cues, Consumption and Pricing, Price Sensitivity, Initiating Price Changes, Price Wars
Unit-IV Distribution: Functions of Channel Intermediaries, Types of Distribution Channels,
Channel
Strategy,
Channel
Management,
Hybrid
Distribution
System, Physical Distribution Advertising Management: How Advertising Works, Understanding of the Target Audience,
Definition of Advertising Objectives,
Establishment of Advertising Expenditure, Decisions,
Execution Campaign,
Identification and
Message Decisions,
Evaluation of Advertising ,
Media
Effectiveness,
Improving Advertising Results, Organization of Campaign Development
Unit-V Integrated Marketing Communication: The Purpose of Communication, The Process of Communication,
Consumer Psyche: How He Perceives
Messages, An Unambiguous, Single Signal to the Target Customers, Use the Right
Time
and
Communication, Sales Promotion, Objectives,
the
Correct
Channels,
Sales Promotion,
Non-Traditional
Methods
Growth of Sales Promotion,
Major Sales Promotion Techniques,
Evaluating Sales Promotion,
Public
of
Effects of
Sales Promotion
Relations and Publicity, Page 41 of 112
Functions of Public Relations,
Publicity,
New Releases,
Sponsorships,
Objectives of Sponsorship.
Unit-VI Personal Selling & Sales Management: Challenges in Personal Selling, Types of Salespersons, Sales Responsibilities, Personal Selling Skills, Phases of the Selling Process, Objectives,
Marketing Strategy and Personal Selling,
Personal Selling
Strategies,
Strategic
Designing the Sales Force,
Management of the Sales Force, Problems of Sales Management Competitive Marketing Strategy: Analyzing Competitive Industry Structure, Competitor Analysis, Advantage,
Competitive
Advantage,
Creating Cost Leadership,
Sources of Competitive Advantage,
Creating a
Differential
Choosing a Competitive Strategy,
Sustaining A Competitive Advantage,
Erosion of Competitive Advantage.
Reference
1. Kotler,
Philip,
Marketing
Management
–
Analysis,
Planning,
Implementation and Control (The Millennium Edition), Parsons. 2. Aaker, David A., Strategic Market Management (1995), Wiley.
Page 42 of 112
5.8 Managerial Economics Objective This course seeks to integrate various principles and concepts from different fields of economics with typical problems of managerial decision-making and policy formulation in business organizations -The objective of the paper is to explain the concepts of applied microeconomics - The emphasis shall be on theory of the firm, consumer demand, market system, production analysis, theory of cost, capital budgeting and risk analysis.
Unit-I Introduction
To
Managerial
Economics:
The Basic Problems of an
Economy, Meaning and Nature of Managerial Economics, How Economics Contributes
to Managerial
Functions,
Major Areas of Economics Applied to
Business Decisions, The Scope of Managerial Economics Economic
Principles
Incrementalism, Decisions,
and
Concepts
Applied:
The Equi-marginal Principle,
Opportunity Cost,
Marginalism
and
Time Perspective in Business
The Concept of Present Value of Money and
Discounting Principle, Concept of Externalities, Concept of Trade-off.
Unit-II The Fundamental Laws of Market: The Laws of Demand and Supply: The Law of Demand: Price-Demand Relationship, The Demand Function, Types of Demand,
The
Law
of
Supply,
Equilibrium
of
Demand
and
Supply:
Determination of Equilibrium Price Elasticity of Demand and Supply: Price Elasticity of Demand, Determinants of Price Elasticity of Demand,
Price Elasticity and Marginal Revenue,
Promotional or Advertisement Elasticity of Sales, Cross-elasticity of Demand, Income Elasticity of Demand,
Elasticity of Price
Expectations,
The Uses of
Elasticity, Price Elasticity of Supply
Unit-III Theory of Consumer Demand: Cardinal Utility Approach: Cardinal Utility Theory, The Law of Diminishing Marginal Utility, Consumer’s Equilibrium, Derivation of Demand Curve, Drawbacks of Cardinal Approach Page 43 of 112
Theory of Consumer Demand: Ordinal Utility Approach: The Meaning and Nature of Indifference Curve, The Diminishing Marginal Rate of Substitution, Properties of Indifference Curves, The Budget Constraint and the Budget Line, Consumer’s Equilibrium, Effect of Change in Consumer’s Income, Effects of Price Change, Income and Substitution Effects of Price Change on Inferior Goods, Complementarity and Substitutability. Demand Forecasting: The Need for Demand Forecasting, Methods of Demand Forecasting, Survey Methods, Statistical Methods.
Unit-IV Theory of Production–I: Production With One Variable Input: Meaning of Production, Some Production Related Concepts, Production Function Theory of Production–Ii: Production with Two Variable Inputs: Isoquant Curves, Marginal Rate of Technical Substitution, Isoquant Map. Theory Of Production Cost: Cost Concepts, Short-run and Long-Run CostOutput Relations, Economies of Scale, Cost Functions and Cost Curves. Market Structure and Objectives of Business Firms: Objectives of Business Firms, Profit Maximization, Alternative Objectives of Business Firms
Unit-V Price and Output Determination Under Perfect Competition: The Market Structure, the Features of Perfect Competition, Equilibrium of the Firm, Derivation of Supply Curve of the Firm, Derivation of Supply Curve of the Industry. Price and Output Determination Under Monopoly: Monopoly, Cost and Supply Curves Under Monopoly, Profit Maximization under Monopoly. Price and Output Under Monopolistic Competition: Analysis of Selling Cost and Firm’s Equilibrium, Critical Appraisal of Chamberlin’s Theory of Monopolistic Competition Price and Output Determination Under Oligopoly: Oligopoly: Meaning and Characteristics, Duopoly Models, Oligopoly Models, The Game Theory Approach to Oligopoly.
Page 44 of 112
Unit-VI Alternative Theories of the Firm: Baumol’s Theory of Sales Revenue Maximization, Marris’s Theory of Maximization of Growth Rate, Maximization of Managerial Utility Function. Pricing Strategies and Practices: Cost-Plus Pricing, Bain’s Model of Limit Pricing, Multiple Product Pricing, Pricing in Life Cycle of a Product, Transfer Pricing, Competitive Bidding of Price, Peak Load Pricing. Capital Budgeting and Investment Under Certainty: Capital Budgeting, Determining the Optimum Level of Capital, Investment Decisions under Certainty Investment Decisions Under Risk and Uncertainty: Concepts of Risk and Uncerainty, Investment Decisions Under Risk, Investment Decisions Under Uncertainty.
References
1. Dholakia R.H., Oza A.N., Micro Economics for Management Students, OUP, Delhi – 1997 2. Koutsoyiannis A, Modern Micro Economics, Mac Millan Press Ltd. 3. Gupta G.S., Managerial Economics, Tata McGraw Hills 1998 4. Henderson James M. & Quant L.E. Micro Economic Theory, A Mathematical approach, McGraw-Hill International Edition.
Page 45 of 112
6.
SYLLABUS - SECOND YEAR
6.1. Financial management
Objective This subject imparts basic financial concepts to develop knowledge of financial system, financial institutions and basic concepts / techniques of corporate finance.
Unit–I The Finance Function: Goals, Objectives and Ethics: Scope of Finance, Real and Financial Assets, Equity and Borrowed Funds Domestic, Economic and Financial Environment: Developments Till 1991, Macroeconomic Reforms, Micro Economic Reforms, The Eleventh Plan Proposals International Economic and Financial Environment: World GNI and Ranking of Individual Countries, Finance,
Growth in International Trade and
The Importance of the Multinational Corporation,
Doing International Business,
World Trade Organization,
Methods of Forms of
Economic Integration among Nations, Balance of Payments
Unit – II Concepts of Risk and Return: Capital Market Theory: Return on a Single Asset, Risk of Rates of Return: Variance and Standard Deviation, Portfolio Theory, Portfolio Return: Two-Asset Case, Portfolio Risk: Two Asset Case, Risk Diversification: Systematic and Unsystematic Risk, Capital Asset Pricing Model (CAPM), Assumptions of CAPM, Characteristics Line, Security Market Line (SML), Implications and Relevance of CAPM Financial Ratio Analysis: Users of Financial Analysis,
Nature of Ratio
Analysis,
Liquidity Ratios,
Standards of Comparison,
Types of Ratios,
Current Ratio, Quick Ratio, Cash Ratio, Interval Measure, Net Working Capital Ratio, Leverage Ratios Time Value of Money: Time Value of Money, Compounding, Discounting
Page 46 of 112
Unit – III The Cost of Capital: Significance of the Cost of Capital, Investment Evaluation, Designing Debt Policy, Cost of Equity and the Capital Asset Pricing Model (CAPM);, The Weighted Average Cost of Capital, Book Value vs. Market Value Weights,
Flotation Costs,
Cost of Capital and
Investment Analysis, Divisional and Project Cost of Capital, The Pure-Play Technique, The Cost of Capital for Projects Capital Structure: Theory and Policy: Assumptions of Traditional Capital
Structure
Theories,
Relevance
of
Capital
Structure:
Capital
Structure Planning and Policy, Cash Flow Analysis, Practical Considerations in Determining Capital Structure, Assets, Growth Opportunities, Debt- and Non-debt Tax Shields, Financial Flexibility and Operating Strategy.
Unit – IV Dividend Policies: Objectives of Dividend Policy, Practical Considerations in Dividend Policy, Firm’s Investment Opportunities and Financial Needs, Shareholders’ Expectations, Constraints on Paying Dividends, Stability of Dividends, Constant Dividend Per Share or Dividend Rate, Constant Payout, Constant Dividend Per Share Plus Extra Dividend Working Capital Management: Concepts of Working Capital, Focusing on Management of Current Assets, Focusing on Liquidity Management, Operating and Cash Conversion Cycle, Gross Operating Cycle (GOC), Cash Conversion or Net Operating Cycle, Permanent and Variable Working Capital, Balanced Working Capital Position, Determinants of Working Capital, Nature of Business, Market and Demand Conditions.
Unit – V Valuation Of Securities: Concepts of Value, Book Value, Liquidation Value, Going Concern Value, Values and Yields, Yield to Call,
Market Value,
Bond with Maturity,
Features of a Bond,
Yield to Maturity,
Bond Value and Amortization of Principal,
Semi-annual Interest Payments,
Bonds
Current Yield,
Bond Values and
Pure Discount Bonds, Perpetual Bonds,
Bond Values and Changes in Interest Rates, Bond Maturity and Interest Rate Risk, Preference
Bond Duration and Interest Rate Sensitivity, Valuation of Shares,
Valuation
of
Ordinary
Shares,
Dividend
Page 47 of 112
Capitalization, Single Period Valuation, Multi-period Valuation, Growth in Dividends, Normal Growth, Super-normal Growth.
Unit – VI: Cash Flows and Capital Budgeting Nature of Investment Decisions, Types
of
Investment
Replacement
and
Importance of Investment Decisions,
Decisions,
Modernization,
Independent Investments,
Expansion Mutually
and
Exclusive
Contingent Investments,
Diversification, Investments,
Capital Budgeting
Process, Capital Investments, Capital Investment Planning and Control, Investment Evaluation Criteria, Criteria,
Investment Decision Rule,
Evaluation
Net Present Value Method, Calculating IRR by Trial and Error,
NPV Versus IRR, Non-Conventional Investments: Problem of Multiple IRRs, Difference: Case of Ranking Mutually Exclusive Projects,
Reinvestment
Assumption and Modified Internal Rate of Return (MIRR).
Reference
1.
Brealey, R.A., and Stewart C Myres, Principles of Corporate Finance, Tata McGraw Hill.
2.
Pandey, I.M., Financial Management, Vikash Pub.
3.
Prasanna Chandra, Financial Management, Tata McGraw Hill.
4.
Damodaran, Corporate Finance, Wiley.
Page 48 of 112
6.2. Strategic Management Objective The course advocates a general management view point.
It seeks to
develop cross functional and holistic thinking; and the ability to recognize patterns of strategy under conditions of incomplete and imperfect information. This course covers the important analytical approaches and the process through which business and corporate strategy decisions are formulated.
Unit–I Evolution, Definition, Nature and Scope of Strategic Management: Concept of Strategy, Evolution, Definition, Scope and Importance of Strategy,
Central
Concepts
in
Strategic
Management,
Collecting
Information on an External Environment, Deciding the Scope of an Organisation, Acquiring Organisational Resources and the Skills to Match External Opportunities and Threats, Deciding the Investment Patterns for Future,
Strategic
Strategic
Management
Planning,
Strategic
Planning,
Scope
Decision-Making,
and
Importance
Process
of
of
Strategic
Management, Levels at which Strategy Operates, Role of a Strategist.
Unit–II Strategic Intent: Concept of Strategic Intent, The Mission and Vision Statements, Defining a Mission Statement, Defining a Vision Statement, Creating a Sense of Vision , Importance of Vision and Mission Statements, Characteristics
and
Components
of
a
Mission
Statement,
Business
Definitions, Types of Business Activities, Objectives of Business. Strategic
Planning
Process:
Advantage,
Factors
Affecting
Capability,
Marketing
Capability,
Information
Organizational Organisational
Capability,
Operational
Management
Capability,
Strategic
Capabilities,
Financial
Capability,
Personnel
Capability,
Factors
Affecting
Organizational Appraisal, Approaches to Organisational Appraisal, Sources of Information and Methods and Techniques of Organisational Appraisal.
Page 49 of 112
Unit–III Business Challenges & Strategic Planning: The Nature and Role of Business Level Strategies, Business Level Strategies, the Overall Cost Leadership Strategy, The Differentiation Strategy, Location and Timing Tactics, building and Use of Core Competence, Building Core Competence, Assessing Core Competencies by Performing an Internal Audit. Environmental Appraisal: The Nature of the Environment and the Economic
Variables,
Concept
of
Environmental
Appraisal,
Effect
of
Changing Environment, Need for Environmental Appraisal, Applicability of Environment,
Environmental
Scanning
Techniques,
Barriers
to
Environmental Appraisal, Macro Environment, Auditing Environmental Influences.
Unit–IV Corporate Level Strategies: Concept of Corporate Level Strategies, Corporate Level Strategies in Action, Comparing Business and Military Strategies, Guidelines for Effective Corporate Level Strategies, Grand Strategies,
Dimensions
to
Evaluate
Grand
Strategy
Mix,
Types
of
Strategies, Corporate Restructuring, Mergers, Concept of Synergy. Strategic Analysis and Choice: Nature of Strategic Analysis and Choice, Process of Generating and Selecting Strategies, Threats-OpportunitiesWeaknesses-Strengths (TOWS) Matrix, Boston Consulting Group (BCG) Matrix, GE Nine Cell Matrix, Hofer’s Product –Market Evolution Matrix, Shell Directional Policy Matrix, Competitive Analysis: Porter’s Five Forces Model, Qualitative Factors in Strategic Choice
Unit–V Strategy Implementation: Nature of Strategy Implementation, Matching Structure with Strategy, Restructuring, Re-engineering, Restructuring, Reengineering, Managing Resistance to Change, Crafting Strategy Supporting Culture, Production/Operations Concerns when Implementing Strategies, Human Resources Concerns when Implementing Strategies, Projects and Procedures, Project Implementation, Procedural Implementation, Resource Allocation, Factors Affecting Resource Allocation;, Difficulties in Resource Allocation;, Approaches to Resource Allocation, Organisational Structure Page 50 of 112
and Strategic Implementation, Structural Mechanism for Implementation of Strategy;, Structures for Strategies.
Unit–IV STRATEGIC CONTROL AND OPERATIONAL CONTROL: Evaluating Strategy
Implementation,
Evaluating
Marketing
Issues
in
Strategy
Implementation, Evaluating Finance and Accounting Issues in Strategy Implementation, Research and Development Issues in Evaluating Strategy Implementation, Evaluating the Importance of Information Systems in Implementing
Strategy,
Strategic
Control
and
Operational
Control,
Strategic Control, Operational Control, Benefits and Limitations of Control Techniques,
Organizational
Systems
and
Techniques
of
Strategic
Evaluation, Techniques of Strategy Evaluation.
References
1.
Porter, M.E., Competitive Strategy, Free Press, New York.
2.
Porter, M.E., Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.
3.
Johnson and Scholes, Exploring Corporate Strategy, PHI 4th Edition.
4.
Ghemawat, P., Strategy and the Business Landscape, Pearson.
Page 51 of 112
7.
SYLLABUS - SPECIALIZATION STREAMS
Media and Entertainment 7.1 Media Management
Objective This
programme
offers
students
a
broad-based
understanding
of
communication technology and media industries. This course will explore the
management
of
electronic
media
within
the
new
information
environment, Understanding the management practices and programming strategies in the electronic media industry; entertainment media publishing and distribution, consumer patterns and industry trends: entertainment business finance and budgeting.
Unit–I: Media Arts Oral, print, performance, photographic, broadcast, cinematic and digital cultural forms and practices, network culture and media convergence, peer to peer authoring etc, media as TV sound, Live events, film, animation, journalism and reporting
Unit–II: New Media and Comparative Media Blogs, Wikis, RSS Feeds, Pod casts and Web technologies
Unit–III: Advanced Entertainment Law in India Contracts, Copyrights and IP in India, drafting contracts, filing of patents, formalities and necessary procedures, Law in Cyberspace, Internet related legal issues, security concerns, trade secrets and privacy, IP, Digital signature, telecommunication regulations
Unit–IV: Entertainment Business Finance and Budgeting Understanding of the strategic Role financial management plays in the Entertainment Business, Financial function of the organization, roles and responsibilities, ability to analyse business opportunities and contracts from a financial standpoint, effects of global markets vs. local markets, Page 52 of 112
raising long term finance, venture financing of corporation, returns on values to shareholders, Capital management and laws to do with fund raising
Unit–V: Consumer Patterns and Industry Trends Print media, film, sound and social websites, advertising in different media fields and revenue patterns as in sound, film, animation, games, LIVE events and internet
Unit–VI: Entertainment Media Publishing and Distribution Publishing Rights and Role of Publishing companies, Various forms of distribution, Real world scenarios in order to resolve common issues in publishing rights and distribution
References
1. The New Media Reader (Hardcover) by Noah Wardrip-Fruin, Nick Montfort. 2. The SAGE Handbook of Media Studies (Hardcover) by Professor John D H Downing (Editor), Dr. Denis McQuail (Editor), Professor Philip Schlesinger (Editor), Ellen A. Wartella (Editor). 3. 43
Ways
to
Finance
Your
Feature
Film,
Updated
Edition:
A
Comprehensive Analysis of Film Finance (Paperback) by John W. Cones. 4. Entertainment Law: In a Nutshell (Nutshell Series) (Paperback) by Sherri L. Burr (Author).
Page 53 of 112
7.2 Media Business
Objective This intends to provide knowledge on Entertainment media publishing & distribution and mobile marketing, Events and live media management, Animation and video games business, Film and TV business.
Unit–I: Music Business Music and Concert Copyrights and Publishing, Record Label development, Future of the Music Business due to new streaming and place shifting technologies, Indian Music Label companies, Music Royalty
Unit–II: Film and TV Business Laws and Copyrights involves with the Film and TV Business in India, Distribution of Content for Film and TV, Business structures relating to development,
production,
programming
of
content,
Theatres
and
Distributors, Technology and Legal Aspects surrounding Film and TV Business
Unit–III: Animation and Video Games Business Growth of the Animation and Gaming Industry, Business structures relating to development, production, programming of content, Distribution Rights of video games and content
Unit–IV: Events and Live Media Management Researching of Product and Company brand, Identifying target audience, Developing Management plan and hiring people, procuring venues and entertainment licenses to stage events
Page 54 of 112
Unit–V: Entertainment Media Publishing & Distribution and Mobile Marketing Publishing
rights,
Effective
Publishing
rights
for Different
products,
Integrating mobile technology as part of marketing strategy, incorporating new technology as part of business plan and distribution
Unit–VI: Entertainment Business Case Studies Current events and future trends in the industry, Case studies of individuals, products and companies.
References
1. Sandler, Kevin (1998). Reading the Rabbit: Explorations in Warner Bros. Animation. New Brunswick, New Jersey: Rutgers University Press. 2. Case Studies on Media and Entertainment Industry - Vol I by Saradhi Kumar Gonela. 3. Wright Mills, the Mass Society, Chapter in the Power Elite.
Page 55 of 112
7.3 Sound Production and Music Industry Management
Objective It provides a broad base of general music industry skills providing knowledge of music theory and studio studies, Recording Session Planning and Budgeting, Recording for film, Introduction to Song and Jingle Structures-Overview of Electronic Music Production.
Unit–I: Music Theory and Studio Studies Music History, Musical Notes & Scales, Time signatures & Key signatures, Chords and Triads, Studio protocol, Recording, Mixing and Mastering concepts
UNIT–II: Recording For Film DAW, Editing, Professional Recording Studios, Audio Post production Concepts, Recording Music, Recording Session Planning and Budgeting
Unit–III: Recording for TV DAW and Professional Recording Studios, Audio Post production Concepts, Recording Music for Films, Recording Session Planning and Budgeting
Unit–IV: Sound for RADIO Recording Sound for Radio, Audio Content for Radio (Spots and Jingles), Radio Broadcast technology (AM and FM), Routing and transmission
Unit–V: Introduction to Electronic Music Production Introduction to Song and Jingle Structures, Introduction to Software based Music Production, Software tools for Music Production (Nuendo and VST instruments), Reason, Ableton Live, and Logic Pro.
Unit–VI: Introduction to Live Sound Theory Live Sound Reinforcement Protocol, Audio Gears used for Live Sound Reinforcement, Live Sound Reinforcement Techniques, and Mixing Live
Page 56 of 112
References
1. Yamaha Sound Reinforcement Hand Book, Standard Handbook of Audio and Radio. 2. Engineering, Second Edition Jerry C. Whitaker and K. Blair Benson.
Page 57 of 112
7.4 Film and TV production, Programming Management
Objective The course provides with a wide range of professional skills from pre to post production, including working process of production house, artiste mgmt & production television programming and management, Sound for TV and film: dubbing and on-location sound, editing and vex direction, Artiste management and studio production.
Unit–I: Various Genres of Film and Television Programmes, Preproduction Tech Introduction
to
Video
technology
and
terminologies,
Film
Genres,
Television Genres, Film Aesthetics.
Unit–II: Storyboarding and Basic Photography, Operating DV Cameras and Lighting Visualization, Storyboarding, Fundamentals of SLR Camera, Composition, Editing Aesthetics
Practical: SLR Camera shoot focusing on Composition Fundamentals of a Digital Video Camera, Shots and Scenes
Unit–III: How a Production House Works, Artiste Mgmt. & Production Theory: Jobs involved in a Film Production house, Process involved in Production of a Film, Marketing and Distribution of a Film
Page 58 of 112
Unit–IV: Direction, Artiste Management and Studio Production Direction techniques, Managing Artistes and the products that make up the artiste identity
Unit–V: Introduction to Live Sound Theory Overview of a Television Station, Managing a Television station and careers involved, Programming TV shows, Advertisement Sales and Revenue.
Unit–VI: Music Industry Management Introduces the music / entertainment industry. Presents an overview of the music industry and associated management principles required to succeed
in
today’s
changing,
competitive,
and
dynamic
music/entertainment business environment.
References
1. Film Directing Shot by Shot: Visualizing from Concept to Screen (Michael Wiese Productions) by Steve Katz 2. Cinematography:
Theory
and
Practice:
Image
Making
for
Cinematographers, Directors, and Videographers by Blain Brown 3. Lighting for TV and Film (Paperback) by Gerald Millerson C.Eng MIEE MSMPTE 4. Film Production Management 101 by Deborah S. Patz 5. This
Business
of
Artist
Management
(Hardcover)
by
Howard
Blumenthal, Oliver Good enough.
Page 59 of 112
Page 60 of 112
