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UniversityofCalicut ModifiedRegulationsofMasterofBusinessAdministration(MBA) ProgrammeunderCUCSSMode TobeImplementedWithEffectFrom201314AdmissionsinAffiliated MBACollegesandMBASelfFinancingCentres


1.0 Titleoftheprogramme ThisdegreeshallbecalledMASTEROFBUSINESSADMINISTRATION(MBA). 2.0Eligibilityforadmission Any student who has passed any degree of the University of Calicut (including degree programmes of SDE, University of Calicut) or that of any other University or institute or institutionrecognizedbytheUGCorAICTE.ProgrammesofotherUniversitiesorinstitutions shallbein10+2+3pattern(or10+2+4)underregularstream.Inallthecases,thestudent should have passed the bachelor degree examination with not less than 50 % marks in aggregateincludingthemarksoflanguagesifany(withoutapproximation,thatis,49.9999% isnoteligiblesinceitislessthan50%),iseligibleforadmission.However,SC/ST,OBC,and othereligiblecommunitiesshallbegivenrelaxationasperUniversityrules. 3.0 AdmissionProcedure 3.1ForUniversitydepartmentoritsFulltimeandParttimecentres Theadmissiontotheprogrammeshallbemadeonthebasisofthescoreintheentrancetest calledCMATconductedbytheAllIndiaCouncilofTechnicalEducation(AICTE),themarksof the Group Discussion, Personal Interview and the marks obtained by the candidates in the PlusTwo/Predegreeexaminationputtogetherinthefollowingproportion: 3.2Therankscoreshallbearrivedatasfollows: Entrancetestscore Groupdiscussion Total outof120 outof30 outof25 outof200 3 PlusTwo/PDCmarks

PersonalInterviewoutof25

Theminimumrequiredtestscoreis30%. 3.3TheweightageforPlusTwo/PDCshallbebasedontotalmarksobtainedbythestudents inallparts,(thatis,languagesandsubjectsorPartI,PartIIandPartIII)asfollows: Upto50%aggregatemarksobtainedintheplustwoexamination:NoWeightage. From50%to55%:5marks 55.01%to60%marks 60.1%to65%marks 65.1%to70%marks Above75% :10marks :15marks :20marks :25marks :30marks

70.1%to75%marks

Forcalculatingthisacademicweightage,marksobtainedinthePlustwo/HigherSecondary/ PDCupto0.49%willberoundedtolowerfulldigitmarksand0.5andabovewillberounded tonextfulldigitmarks. 3.4AranklistshallbepreparedbytheUniversitybasedonthefinalrankscorecomputedas above and a counseling session shall be conducted for admission to the MBA Programme. Whilepreparingtheranklist,ifthereissameindexmarkformorethanonecandidate,they willberankedonthebasisofthescoreofthetest.Evenafterthis,thereisatietheywillbe rankedonthebasisofactualmarksobtainedforPlusTwoexamination.Iftieexistsevenafter withthis,thedateofbirthistobeconsideredandtheelderpersonistobegivenpreference intheadmission. The candidates admitted to the MBA programme must produce the qualifying degree mark list/ provisional certificate/ confidential mark list, latest at the last date of closing MBA AdmissionbytheUniversity.Ifhe/shefailstoproducethesame,hisorheradmissionwillbe cancelledonthenextworkingday.TheUniversitywillnotbeliableforthelosscausedtothe student.ReservationofseatsshallbefollowedstrictlyforadmissionbothintheDepartment and also at its centres as per the Kerala Government Rules applicable for the professional colleges. 3.5ForAffiliatedManagementInstitutes All affiliated management colleges/institutes shall adopt the score of the Common Management Aptitude Test (CMAT) conducted by the All India Council for Technical Education(AICTE)asentrancetestforadmissiontoboththemeritandmanagementseatsfor the MBA Programme. While submitting the application for admission, the candidates shall haveobtainedhis/herCMATScoreandanattestedcopyofthescorecardshallbesubmitted 4

alongwiththeapplication.BasedontheCMATScore,thecandidatesshallbeshortlistedfor Group Discussion andPersonalInterview.Atleast thricethenumberof candidatesmaybe invitedfortheGroupDiscussionandPersonalInterview. 3.6 Out of the total seats, 50% shall be merit quota (Government Quota) and 50% shall be managementquota.UniversityshallconducttheGroupDiscussionandPersonalInterviewfor meritquotaseatsinselffinancinginstitutesandacommonranklistshallbeprepared,forall the self financing institutes. Options will be collected by the university from the candidates and will make allotment of candidates to different institutes on the basis of merit and accordingtothechoiceofthecandidates,keepingallcommunalreservationrulesapplicable totheKeralaGovernmentprofessionalcolleges.Basedonthis, allotmentletterwillbegiven bytheUniversitytothecandidatesandthecollegeshallgive admissiontothecandidatesin the merit quota seats based on the allotment letter. Fees for these seats are fixed by the Universityfromtimetotime. 3.7 The management quota seats shall be filled up after preparing a rank list based on the CMATscore. 3.8Admissionshallbestrictlybasedontheranklistorliststhattheinstitutesprepareand publishbasedontheabove.Theinstituteshallsendonecopyeachofsuchranklistorlistsof thecandidatesadmittedtotheRegistrar,UniversityandtheDean,FacultyofCommerceand ManagementStudieswithintwoweeksofitsclosingadmissioneachyear. 3.9 The University may prepare a calendar of MBA events for admission, class commencement and ending, endsemester university exam, etc. The date of publication of notification inviting applications, last date of receipt of filled up applications, date of admission and commencement of classes shall be based on the calendar of events for MBA issuedbytheUniversity.IftheUniversitydoesnotpublishthecalendarforMBAeventsthe institutesshalladmitstudentsandstartclassesonlyaftergettingaletterofapprovalofthe schedulefortheabovefromtheUniversity. 4.0 MediumofInstructionandexamination ThemediumofinstructionandexaminationshallbeEnglish. 5.0ScheduleandHoursofLecture 5.1Durationoftheprogramme

The programme shall have four semesters. Each semester shall consist of16 weeks. Instruction and University examinations in each course in a semester shall be completed within90daysinasemester. 5.2LectureHours Each full course shall have four hours and each half course shall have two hours of lecture classespersemester.Each courseshavinga maximum of4/3 creditswill beconsideredas fullcourseandallcourseshavingamaximumof2creditsshallbeconsideredashalfcourses. Eachfullcourseshallhaveaminimumof60hoursoflectureandeachhalfcourse30hoursof lectureinasemester. 6.0Attendance Astudentshallattendatleastaminimumof75%ofthenumberofclassesactuallyheldfor each of the courses in a semester to be eligible for appearing for university examination of thatsemester.Ifthestudenthasshortageofattendanceinasemester,heorsheshallnotbe allowed to appear for examination of that semester. However, the University may condone shortageupto10%ofthemaximumnumberofcontacthourspersemester.Ifthecandidate has shortage more than this limit he/she has to compensate the shortage of attendance of that semester along with the next batch and appear for the university examination of that semester. 7.0 InternalAssessment Allcoursesshallhaveinternalassessment. 7.1Internalassessmentcomponents Theinternalassessmentwillbebasedonthefollowingcomponents.Eachfacultyshallhave the freedom to decide the appropriate weight of individual components except for tests, which shall be minimum of 50% of the total internal assessment. But the following componentsmaybefollowed: Periodictests(Marksofbest2outofaminimumof3tests)50% Seminarpaperandpresentation20% Classroomparticipationandattendance 10% Caseanalysis/otherassignment20% 7.2 A student should have obtained a minimum of D grade in internal assessment in each coursetobepassedsuccessfullyinthatcourse.

7.3IncaseastudentfailstogetDgradeinanycourse,heorsheshalltakeretest(s)/submit assignments to the concerned faculty to get the required minimum in that course. Internal assessmenthastobecompletedbeforetheuniversityexaminationforeachsemester. 7.4 If the student fails in getting marks in internal assessment in spite of taking retests or resubmissionetc.heorsheshallnotbeallowedtowritetheendsemesterexaminationofthe Universityinthatcourse. 7.5SuchstudentsshallrepeatthecoursealongwiththesuccessivebatchofMBAstudentsfor gettingpassmarksininternalassessmentandthenappearforUniversityexaminationinsuch course. 8.0 TransparencyaboutInternalAssessment 8.1 Eachfacultyshallmaintainrecordofperformanceandattendanceofeachstudentinhis orherclasscoursewise. 8.2 8.3 EachfacultyshallsubmittheinternalassessmentmarksofthestudentstotheHeadof Suchinternalassessmentmarklistsshallshowallthecomponentsseparatelyandthe thedepartmentorinstitutiononconclusionoflectureclassineachsemester. totalofinternalassessmentmarksawardedtoeachstudent. FormatofInternalAssessmentMarklist SumofBest2tests Seminarpaper presentation Seminar Test3 Test2 Sl.No. 8.4TheDepartmentorCentreorInstituteshallpublishthelistofinternalassessmentmarks ofallthestudentswithinaweekofconclusionofthelectureclassesineachsemesterbefore sendingittotheControllerofExaminations. 8.5 The internal marks of the student shallbe communicated to Controller of Examinations alongwith attendancecertificate(APC) withintwoweeksfrom thelast dayofclass ineach semester. Name Test1 Attendance Assignment Total

8.6 The faculty shall make available details of the internal assessment marks, with explanationswhereverrequired,tothe HeadoftheDepartmentorInstitution incaseof grievanceregardinginternalassessment. 9.0 Procedureforgrievancehandlingofinternalassessment 9.1Ifthestudentshaveanygrievanceagainstanymemberoffaculty,suchgrievanceshallbe dealt with at three levels for a solution. First the concerned student may present the grievanceanddiscussitwiththeconcernedfaculty. 9.2 If the grievance is not solved at the faculty level, the student shall submit a written complaintwithalltherelevantdetailstotheHeadoftheDepartment,centre,orinstitute. 9.3 The complaint shall be dealt with by a Committee of Teachers with the Head of the institute, one senior teacher and the teacher whose assessment is a matter of dissatisfactionforthestudentorstudents. 9.4 IfitisnotsolvedattheDepartmentorcentreorinstituteleveltheheadoftheinstitution shallforwardthewrittencomplaintofthestudentalongwiththereplyoftheconcerned facultymembertotheControllerofExaminations,UniversityofCalicut. 9.5 Thestudentandthefacultymembermaybeinvitedtopresentthefactsofthedisputein writing before a Committee consisting of the Controller of Examinations, Head, Department of Commerce and Management Studies, University of Calicut and the Dean, Faculty of Commerce and Management Studies of the University. This Committee may take a final decision based on the facts presented by the student(s) and the concerned teacherandtheanswerstheygetfromthem. 10 ExternalExamination 10. 1 The University shall conduct semester end examinations, carrying 2.4/ 1.8 credits for fullcourseand1.2creditsforhalfcourse,foreachofthecoursesinthefirst,second,thirdand fourthsemesters. 10.2Thedurationofexaminationshallbethreehoursforfullcoursesand1hoursforhalf courses. 10.3Astudentshallregisterforallthecoursesinasemestertoappearforexaminationinthe respective semester for the first time. Part appearance shall not be allowed for first appearance. 11.0ProjectReportMinor 11.1Duringthethirdsemesterthestudentshalldoaminorprojectinabusinessorganization underafacultyguide. 8

11.2Thefacultyguidemusthaveeither(a)M.PhilorPh.D.inManagementorCommerceor Economicsor(b)twoyearsMBAteachingexperience. 11.3 The student shall prepare and submit a project report to the university through the centretowhichthestudentisattached. 11.4Thereportshallbeprintedandbound(preferablyspiralbound)withnotlessthan50A4 sizepages. 115Thestudentshallprepareatleasttwocopiesofthereport:onecopyforsubmissionto theuniversityandonecopyforthestudent.MorecopiesmaybepreparedIftheorganization ortheguideorbothaskforonecopyeach. 11.6 The project report should be submitted to the centre two weeks before the date of commencementofUniversityexaminationsinthethirdsemesterMBAcourses. 11.7Ifthestudentfailsinsubmittingtheprojectonorbeforetheabovedate,anapplication forlatesubmissionalongwiththenecessaryfeeforlatesubmissionasfixedbytheUniversity shallbeforwardedtotheControllerofExaminationsalongwiththeprojectreport. 11.8HoweversuchsubmissionshallnotbeacceptedaftertheendofUniversityExaminations ofthethirdsemesterMBA. 11.9Projectworkshallhavethefollowingstages

Projectproposalpresentation Fieldworkanddataanalysis Reportwriting Draftprojectreportpresentation Finalprojectreportsubmission

11.10Theprojectisdoneindividually. 11.11 Resubmission of such project reports shall be done within a month from the date of returningthemtothestudentswithnecessaryinstructionforredoingormodification. 11.12Thedurationforminorprojectworkisthreeweeksfordatacollectionandfieldwork. 11.13 A certificate showing the duration of the project work shall be obtained from the organization for which the project work was done and it shall be included in the project report. 11.14Structureofthereport(Commonforminorandmajorprojects) Titlepage Certificateoftheheadofthedept./institution Certificatefromfacultyguide 9

Certificate,inoriginal,fromtheorganization(forhavingdonetheprojectwork) Declaration Acknowledgements Contents Chapter I : Introduction (Organization profile, Research problem, objectives of the study, Researchmethodologyetc.) ChapterII:Reviewofliterature/Theoreticalprofile ChaptersIIIandIV:DataAnalysis(Canbe3ormorechapters) ChapterV:Summary,FindingsandRecommendations. Appendix(Questionnaire,specimencopiesofforms,otherexhibitsetc.) Bibliography(books,journalarticlesetc.usedfortheprojectwork). 12.0MajorProject 12.1ThestudentsshalldoamajorprojectduringtheirfinalsemesterofMBAunderafaculty guide,preferablyintheirareaofspecialization. 12.2Forguide,thequalificationisthesameasforminorproject. 12.3Thedurationoffieldworkformajorprojectissixweeks. 12.4Thisprojectworkistobedoneindividuallybythestudents. 12.5 The student shall prepare and submit a project report, printed and bound (preferably spiral bound) with a minimum of 100 A4 pages of text, to the Head of the Department or CentreorInstitutebeforethelastworkingdayofthefinalsemester. 12.6 The head of the institute shall send the projects of all the students together to the Controller of Examinations well in time so that they are received in the Pareeksha Bhavan withintwoweeksfromthelastdateforprojectsubmissiontotheinstitute. 12.7ProjectsreceivedlateshallbeforwardedtotheControllerofExaminationsalongwitha request for late submission supported by necessary fee for late submission as fixed by the University. 12.8However,suchlatesubmissionshallbedonewithinonemonthofthelastdateforfinal semesterprojectsubmission. 12.9AllotherregulationsforMBAminorprojectareapplicabletomajorproject. 13.0EvaluationofMinorProjectReports 13.1 The minor projects project done during the third semester shall be evaluated in two stages;thefirstbeinganevaluationofpresentationofprojectbythestudentattherespective departmentorcentreorinstitute. 10

13.2 Each student is required to make a presentation of the project. The presentation shall detailtheproblemstudied,objectives,scopeandsignificance,researchmethodologyadopted, dataanalysis,findingsandrecommendations. 13.3Acommittee,consistingoftheguideandanothermemberoffaculty,shallevaluatethe minorprojectbasedonthereportanditspresentationbythestudent. 13.4 In the second stage ofevaluation, the Board of Examiners appointed by theUniversity fortheevaluationofIIISemesterMBAExaminationsshallevaluatetheseprojectreportsand awardamaximumof2.4creditbasedonthecontent,style,researchmethodology,originality oftheproblemandsolutionsrecommended,etc. 13.5 Sum of the marks awarded to each student in the internal evaluation out of 1.6 credit and the external evaluation out of 2.4 credits together shall be the to be awarded to the studentfortheminorproject. 14.0EvaluationofMajorProjectReport 14.1Themajorprojectreportduringthefourthsemestershallbeevaluatedintwostages. 14.2Internalassessmentbythefacultyguideoutof3.2creditfortheproject. 14.3 External evaluation by the final semester Board of Examiners appointed by the Universityforamaximumof4.8creditsforthemajorprojectinthefinalsemester. 14.4Thecriteriaforevaluationshallbethesameasforexternalevaluationofminorproject reportasstatedabove. 14.5HeadoftheDepartmentorcentreorinstituteshallsendalltheprojectsoffinalsemester studentstothecontrollerofExaminationsafterinternalevaluation. 14.6 Sum of the marks awarded to each student in the internal evaluation out of 3.2 credit and the external evaluation out of 4.8 credits together shall be the to be awarded to the studentforthemajorproject. 15.0MinimumcreditsforProjectReport 15.1ThestudentshouldgetaminimumofDgradeforprojectreportforapassinbothminor andmajorprojects. 15.2 If the student fails to get D grade for any project report, he or she shall resubmit the projectreportaftermodifyingitonthebasisoftherecommendationsoftheexaminers.This canbedoneimmediatelyafterpublicationofresults. 16.0VivaVoceExamination 16.1 At the end of fourth semester, each student shall attend a comprehensive viva voce examination. 11

16.2 The Viva Board shall have at least two members. The University shall appoint the examiners. 16.3Thevivavocewillbeaboutallthecoursesofthefoursemesterprogramme,including projectreports. 16.4ThestudentshouldgetDgradeinthevivavoceforapassinvivavoce. 17.0SchemeofInstructionandExamination 17.1SemesterOne Course CourseTitle Code BUSIC01 BusinessCommunication BUSIC02 BUSIC03 BUSIC04 BUSIC05 BUSIC06 BUSIC07 BUSIC08 BUSIC09 17.2SemesterTwo Course CourseTitle Code BUS2C11 MarketingManagement BUS2C12 FinancialManagement BUS2C13 OperationsManagement BUS2C14 HumanResources Management BUS2C15 ManagementScience BUS2C16 Management Information Systems BUS2C17 Research Methodology for SocialSciences Totalinasemester 17.3SemesterThree 12 Internal credit 1.6 1.6 1.6 1.6 1.6 1.6 1.6 11.2 External credit 2.4 2.4 2.4 2.4 2.4 2.4 2.4 16.8 Total Credit 4 4 4 4 4 4 4 28 Type Core Core Core Core Core Core Core Management Theory and Practice BusinessLaws Organizational Effectiveness BusinessEnvironment InformationTechnology ManagerialEconomics QuantitativeTechniques AccountingforManagers Totalinasemester Internal credit 1.2 1.2 1.6 0.8 1.6 1.6 1.6 1.6 1.6 12.8 External credit 1.8 1.8 2.4 1.2 2.4 2.4 2.4 2.4 2.4 19.2 Total Credit 3 3 4 2 4 4 4 4 4 32 Type Core Core Core Core Core Core Core Core Core

Course CourseTitle Code BUS3C19 StrategicManagement BUS3C20 CostManagement BUS3C21 ProjectManagement BUS3C22 SupplyChainManagement BUS3C23 InvestmentManagement BUS3 MGTP 17.4SemesterFour Course CourseTitle Code BUS4C26 New Enterprise Management BUS4C27 QualityManagement BUS4C28 Indian Ethos & Business Ethics FunctionalElective4 BUS 4MGTP BUS 4MGTV FunctionalElective5 MajorProject ComprehensiveVivaVoce Totalinasemester GrandTotal Totalinasemester FunctionalElective1 FunctionalElective2 FunctionalElective3 MinorProject

Internal credit 1.6 1.6 1.2 1.2 1.6 1.6 1.6 1.6 0.8 12.8

External credit 2.4 2.4 1.8 1.8 2.4 2.4 2.4 2.4 1.2 19.2

Total Type Credit 4 Core 4 3 3 4 4 4 4 2 32 Core Core Core Core Elective Elective Elective Dissertation

Internal credit 1.6 1.6 1.6 1.6 1.6 3.2

External credit 2.4 2.4 2.4 2.4 2.4 4.8

Total Credit 4 4 4 4 4 8 0

Type Core Core Core Elective Elective Dissertation

11.2 48.0

16.8 72.0

28 120

18.0TimeLimitforCompletionandValidityofRegistration TheregistrationforMBAshallbevalidforfiveacademicyearsincludingtheacademicyearof registration.AstudentisexpectedtocompletealltheMBAcourseswithinthesefiveyears.

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19.0Failedstudents 19.1 If a student fails in any course or courses, he or she shall reappear in that course or courses in the regular examinations of the respective semester of any of the successive batchesofMBAstudents. 19.2 If they fail to pass in any course or courses within the five years, then they shall be required to reregister for the course they did not complete by paying the fees fixed by the universityandappearfortheuniversityexamination. 20.0ChangeincurriculumandChancestostudents 20.1 If MBA curriculum change is implemented in any year, the students who registered undertheoldschemeshallbeallowedtoappearinthosecoursesinwhichtheyfailed,subject toatotalofthreechancesandatimelimitoffiveacademicyearsincludingtheacademicyear ofregistrationforMBA. 21.0DiscontinuationandReadmission 21.1IfastudentwantstodiscontinuefromMBAprogramme,heorshecandoitprovidedthe student pays the fee as is required by the general regulations of the University. But readmissionmaybeallowedonlyifthestudenthascompletedatleastthefirstsemesterwith a minimum of 75% attendance and has registered for University examinations in the first semestercourses,providedtheDepartment,CentreorInstituteagreestoreadmithimorher tothenextsemesteroftheMBAprogramme. 22.0Passminimum 22.1 Each student shall secure a minimum of 2 credits in university examination for each courseforapassinthatcourse.Theclassificationofresultsmaybeasfollows: Lettergrade A B C D E F 22.2 A candidate who passed the courses in the first two semesters in regular sitting or supplementary sittings before the completion of the course and any of the third and fourth 14 Gradepointrange 3.5to4.0 2.5to3.49 2.2to2.49 2.0to2.19 0.5to1.99 Below0.5 Performancelevel Excellent Verygood Good Average Poor Verypoor

semesterpapersbytakingonesupplementarychanceafterthecompletionofthecourse(one chance for third semester papers and one for fourth semester papers) shall also be given class/grade,basedonthepercentageofmarksobtainedbyhimorher. 23.0Specialization 23.1Thereshallbetwocategoriesofspecialization:fullspecialization(fivecourses)anddual specializationwiththreecoursesfromoneareaandtwocoursesfromanotherarea). 23.2Ifthestudentoptsforandpassesinaminimumoffivecoursesinanyelectivearea,heor shemaybeissuedmarklistsshowingfullspecializationasMarketingManagement,Financial Managementetc. 23.3 If the student chooses three courses in one specialization area and two courses from another specialization area, he or she may be issued mark lists with dual specialization as MarketingManagementandFinancialManagementetc 24.0SpecializationElectives: 24.1Marketing InThirdSemesterofFT/FifthSemesterofPT BUS3EM01ConsumerBehaviour BUS3EM02RetailManagement BUS3EM03AdvertisementandSalesPromotion BUS3EM04SalesManagement InFourthSemesterofFT/SixthSemesterofPT BUS4EM05IndustrialMarketing BUS4EM06Servicemarketing BUS4EM07MarketingResearch BUS4EM08ProductManagement BUS4EM09BrandManagement 24.2Finance InThirdSemesterofFT/FifthSemesterofPT BUS3EF01StrategicFinancialManagement BUS3EF02InternationalFinance BUS3EF03ForexManagement BUS3EF04RiskManagement InFourthSemesterofFT/SixthSemesterofPT 15

BUS4EF05CorporateTaxation BUS4EF06FinancialServices BUS4EF07BehavioralFinance BUS4EF08TreasuryManagement 24.3HumanResourceManagement InThirdSemesterofFT/FifthSemesterofPT BUS3EH01 HumanResourcePlanningandDevelopment BUS3EH02 ManagementofIndustrialRelations BUS3EH03 OrganisationalDevelopmentandChange BUS3EH04 GlobalHumanResourceManagement InFourthSemesterofFT/SixthSemesterofPT BUS4EH05 ManagementofTrainingandDevelopment BUS4EH06 PerformanceManagement BUS4EH07 IndustrialRelations&LabourLaws BUS4EH08Personality&ManagerialPerformance BUS4EH09ConflictResolution&Negotiations 24.4InternationalBusiness InThirdSemesterofFT/FifthSemesterofPT BUS3EI01 BUS3EI02 BUS3EI03 BUS3EI04 BUS4EI05 BUS4EI06 StrategicFinancialManagement InternationalFinance InternationalMarketing GlobalHumanResourceManagement ElectronicCommerce ForexManagement

InThirdSemesterofFT/FifthSemesterofPT

25.0Forallothermatterswhicharenotspecifiedinthisregulationthecommonregulation forPGProgrammeunderCUCSSforaffiliatedcollegeswillbeapplicable. 26.0MBAPartTimeProgramme 26.1AlltheaboveprovisionsareapplicabletoMBAPartTimeProgramme.Inaddition,tobe eligibleforadmissiontoMBAPartTimeProgramme,acandidateshouldhaveaminimumof threeyearsworkexperiencewithanyorganization.Intheabsenceofemployedcandidates, suchseatscanbefilledbycandidatesotherthanemployees.

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26.2Thedurationoftheprogrammeshallbesixsemestersspanningoverthreeyearswitha minimumofthreehoursoflectureonanaverageeveryday. 27.0SchemeofInstructionandExaminationofPartTimeMBAProgramme 27.1SemesterOne Course CourseTitle Code BUSIC01 BusinessCommunication BUSIC02 BUSIC03 BUSIC04 BUSIC05 BUSIC06 Course Code BUSIC07 BUSIC08 BUSIC09 Management Theory and Practice BusinessLaws Organizational Effectiveness BusinessEnvironment InformationTechnology Totalinasemester CourseTitle ManagerialEconomics QuantitativeTechniques AccountingforManagers Internal credit 1.2 1.2 1.6 0.8 1.6 1.6 8.0 Internal credit 1.6 1.6 1.6 1.6 1.6 1.6 9.6 External credit 1.8 1.8 2.4 1.2 2.4 2.4 12.0 External credit 2.4 2.4 2.4 2.4 2.4 2.4 14.4 Total Credit 3 3 4 2 4 4 20 Total Credit 4 4 4 4 4 4 24 Type Core Core Core Core Core Core Type Core Core Core Core Core Core

27.2SemesterTwo

BUS2C11 MarketingManagement BUS2C12 FinancialManagement BUS2C13 OperationsManagement Totalinasemester

27.3SemesterThree Course CourseTitle Code BUS2C14 HumanResources Management BUS2C15 ManagementScience BUS2C16 Management Information Systems BUS2C17 Research Methodology for SocialSciences BUS3C19 StrategicManagement BUS3C20 CostManagement Internal credit 1.6 1.6 1.6 1.6 1.6 1.6 17 External credit 2.4 2.4 2.4 2.4 2.4 2.4 Total Type Credit 4 Core 4 4 4 4 4 Core Core Core Core Core

Totalinasemester

9.6 Internal credit 1.2 1.2 1.6 1.6 1.6 1.6 8.8 Internal credit 1.6 1.6 1.6 0.8 5.6 Internal credit 1.6 1.6 3.2

14.4 External credit 1.8 1.8 2.4 2.4 2.4 2.4 13.2 External credit 2.4 2.4 2.4 1.2 8.4 External credit 2.4 2.4 4.8

24 Total Credit 3 3 4 4 4 4 22 Total Type Credit 4 Elective 4 4 2 14 Total Credit 4 4 8 0 Type Elective Elective Dissertation Elective Elective Dissertation Type Core Core Core Core Core Core

27.4SemesterFour Course CourseTitle Code BUS3C21 ProjectManagement BUS3C22 SupplyChainManagement BUS3C23 InvestmentManagement BUS4C26 New Enterprise Management BUS4C27 QualityManagement BUS4C28 Indian Ethos & Business Ethics Totalinasemester 27.5SemesterFive Course Code BUS3 MGTP Course Code BUS 4MGTP BUS 4MGTV Totalinasemester CourseTitle FunctionalElective4 FunctionalElective5 MajorProject ComprehensiveVivaVoce Totalinasemester GrandTotal 6.4 48.0 9.6 72.0 27.6SemesterSix CourseTitle FunctionalElective1 FunctionalElective2 FunctionalElective3 MinorProject

16 120

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28.0DetailedSyllabusofMBAProgramme BUS1C01BUSINESSCOMMUNICATION Time:30hrs3credits Courseobjectives: Tounderstandtheprocessofbusinesscommunication,and Toacquirerequiredskillstomanagebusinesscommunication Togiveawarenessaboutandtohelpdevelopthepersonalityofthestudents. . ModuleI BusinessCommunicationmeaningneedprocessmethodswritten,verbal,nonverbal, visual,telecommunications;internalandexternal,upwardanddownward,lateral;barriers tocommunicationphysical,psychological,linguistic,mechanical. ModuleII Communication through letters, business letters, layout of letters, kinds of business letters, characteristics of a good letter; application for appointment resume references; appointmentorders;Businessenquiriesoffersandquotations;ordersexecutionoforders cancellationoforders.Lettersofcomplaint,lettersofagencystatusenquiries;circularsand circularletters;notices;reportsbyindividuals;reportsbycommittees;annualreport;writing ofreports. ModuleIII NonverbalcommunicationBodylanguagekinesicsproxemics,Paralanguage.Effective listening: Principles of effective listening; factors affecting listening. Interviewing skills: appearingininterviews;conductinginterviews. ModuleIV Self development and Communication; development of positive personal attitudes; SWOT analysis, Personality Development; concept of personality, concept of self, perception; Personality types; Transactional analysis Games and exercises; Business games, Group discussions; mock interviews; seminars; effective listening exercises; report writing. Public speaking; preparing and delivering effective public speeches. Physical exercises; Yoga and meditationforpersonalitydevelopment Books: 1. Dan OHair et al. Strategic Communications in Business and the Professions, Pearson, 2008. 2.DalmarFisher,CommunicationinOrganizations,JaicoPublishingHouse,Mumbai,1999. 3.ThillBoveeandSchatzman,BusinessCommunicationToday,Pearson,2004. 4.ChaturvediP.D.andMukeshChaturvedi,BusinessCommunication,PearsonEducationNew Delhi2013. 5. Nithin Bhatnagar & Mamta Bhatnagar, Effective Communication and Soft Skills, Pearson EducationNewDelhi2013. 6.Balasubramanyam,BusinessCommunications;VikasPublishingHouse,Delhi. 7.Kaul:EffectiveBusinessCommunications,PrenticeHall,NewDelhi. 8.SangheethaMagan,BusinessCommunication,InternationalBookHouse,NewDelhi 19

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS1C02MANAGEMENTTHEORYANDPRACTICES Time:60hoursCredits4 Courseobjectives: Tounderstandtheprocessofbusinessmanagementanditsfunctions,and Tofamiliarizethestudentswithcurrentmanagementpractices. ModuleI Nature and scope of Management; evolution of management Schools of management thought; F.W.Taylor and Henry Fayol; principles of management; management as a science and an art; management process. Folk management and its application in the modern era Evolutionofmanagementthought. ModuleII Functions of management planning: planning premises; types of plan; planning process; OrganizationTheories,types,importance,organizationstructureLineandStafffunctions Conflicts; centralization and decentralization; delegation; types, principles, elements, Coordination,DirectingSupervision,Communication. ModuleIII Directingmotivation,leadershipTheories;importanceControllingprinciplesDynamics ofGroupsatwork,workgroupbehavoiurandproductivity;workandmotivationManagervs. leader; leadership and motivation; leadership styles; theories of motivation. MBO: team creationandManagement; Module1V OrganizationallearningandknowledgemanagementTimemanagement. ModuleV Management of Change importance, objectives and methods Role of leadership Transformationalmanagement. Books: 1.Koontz,HandWeihrich,H:Management,McGrawHillInc,NewYork,1995. 2.Drucker,Peter,F:Management:Tasks,ResponsibilitiesandPractices,Allied Publishers,NewDelhi2004. 3.Betman,ThomasSandSnell,ScottA.:Management:CompetingintheNewEra, TataMcGrawHill,NewDelhi2003. 4.DipakKumarBhattacharyya,PrinciplesofManagement:TextandCases,Pearson,2012 5.Stoneretal.Management,PrenticeHallofIndia,NewDelhi,1996. 6.StephenPRobbins,andMaryCoulter,Management,Pearson,2003. 20

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATIONSYLLABUS BUS1C03BUSINESSLAWS 60Hours4credits ModuleI Law of contractIndian Contract Act 1872essentials of a valid contractoffer, acceptance, competence,consent,consideration,legalityofobjectsperformanceofContractsbreachof contractandremediesquasicontracts. ModuleII SpecialcontractsbailmentagencySaleofGoodsAct1930definitionsessentialsofa contractofsaleandhirepurchaseSaleandagreementtosellgoods,typesConditionsand warrantiestransferofpropertyingoodsdeliveryrightsofanunpaidsellerauctionsale. ModuleIII IndianPartnershipAct1932definitionformationregistrationpartnershipdeed,minorin partnershiprights, duties and liabilities of partnersdissolution. Consumer Protection Act 1986 consumer complaints, grounds, time unfair and restrictive trade practices consumergrievanceredressalmachinery,district,state,andnationallevel,jurisdiction. ModuleIV IndianCompaniesAct1956Natureandtypesofcompaniesincorporation,commencement of business documents associated with formation issue and allotment of shares dematerialization of shares transfer and transmission of shares management and directors meetings and resolutionspostal ballot buy back of shares prevention of oppressionofmismanagementmergerandacquisitions. ModuleV Negotiable Instrument Act 1881 Types and characteristics of negotiable instruments Promissory notes, bills of exchange, cheques parties holder and holder in due course negotiationcrossing,endorsement,dishonoranddischargebankerandcustomer.Rightto informationAct2005salientfeaturesinformationrequestfeeresponsesocialissues Books: 1. Gulshan:Businesslaw 2. M.C.Kuchhal,BusinessLaws,Vikas,2012 3. M.C.Shukla:MercantileLaw,S.ChandNewDelhi,2010 4. B.N.Tandon:IndianCompanyLaw 5. BansalC.L.,BusinessandCorporateLaws,ExcelBooks,2011 6NegotiableInstrumentAct. 7.RighttoInformationAct. 21

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATIONSYLLABUS BUS1C04ORGANIZATIONALEFFECTIVENESS 30Hours2.Credits Courseobjectives; 1. Tounderstandthedynamicsofinterpersonal,intragroupandintergroupbehaviorat workplaceand 2. Togainpracticalknowledgeinchangemanagementandorganizationdevelopment. ModuleI Concept of organizational effectiveness; Organizational climate; Organizational culture; conceptofpower,basesofpower;Powertactics;Powerandorganizationalpolitics. ModuleII Conflict;Intrapersonal,Interpersonal,intragroup,intergroupandorganizationalconflicts; ConflictManagement;Negotiation.OrganisationalLearning,Empowerment ModuleIII Concept of Organizational Change, Change agents; Resistance to Change; Approaches to managing change, Organization Development (OD); Need for OD; OD Intervention Techniques; Grid Management; Transactional analysis; Sensitivity Training; Process consultancy. Books: 1. P.N. Khandwalla, Organisational Design for Excellence, Tata McGraw Hill, New Delhi, 1992. 2. F.Luthans,OrganisationalBehaviour,TataMcGrawHill,NewDelhi,1995. 3. StephenP.Robbins,OrganisationalBehaviour,Pearson,NewDelhi,2005. 4. McShaneetal,OrganisationalBehaviuor,TataMcGrawHill,NewDelhi,2005 5. Anderson and Barker, Effective Enterprise and Change Management, Blackwell PublishersLtd,Oxford,1996 6. FrenchandBell,Organisationaldevelopment,PrenticeHallofIndia,NewDelhi,1995. 7. SR Kao et al. Effective Organisation and Social Values, Sage Publications, New Delhi, 1994. 22

UNIVERSITUOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS1C05BUSINESSENVIRONMENT 30Hours2credits Courseobjectives: Toacquaintthestudentstotheemergingtrends inbusinessenvironmentwhichwill help the students to develop the ability to analyse the competitive business environment to appraisetheenvironmentalpressuresonbusinessand TounderstandthegovernmentpoliciesandcurrentissuesinIndianperspective ModuleI Businessdefinition,characteristics,objectives,classification,Businessenvironment:Nature, concept and significance of internal environment External environment nature and significance,elements,environmentalanalysis. ModuleII Globalization strategies, World Trade Organization implications, Public Sector in India role in economic development, Privatisation, Intellectual Property Rights (IPR) and related issues. ModuleIII Nature and progress of economic reforms, Monetary and fiscal policies, Export Import Policies,CompetitionAct2002,ForeignExchangeManagementAct,Regulatorybodies. ModuleIV Industrial policy of India, reforms since 1990s on issues of industrial policy, Balanced regional development Micro, small and medium enterprises in India, Multi national companiesbenefitsandproblems. ModuleV Environmental Management Fundamentals, sustainable development, consumerism in India, Consumer Protection Act, social responsibility of business, impact of technology on business. Books: 1.Sundaram&Black,InternationalBusinessEnvronment,PHI,NewDelhi 2.FrancisCherunilam:BusinessEnvironment,HimalayaPublishingHouse,Mumbai. 3.K.Aswathappa:LegalEnvironmentofBusiness,HimalayaPublishingHouse,Delhi. 3.Adhikary,M.:EconomicEnvironmentofBusiness,SultanChand&Sons,NewDelhi. 4.ACFernando,BusinessEnvironment,Pearson,2011 5.ShaikhSaleem,BusinessEnvironment,Pearson,2010 23

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS1C06INFORMATIONTECHNOLOGYFORMANAGEMENT 60Hours4credits Courseobjectives: TolearntouseMSExcelandMSAccessfordecisionmaking To understand the potential of the Internet for ecommerce and the security for e commerce ModuleI Spreadsheet: Features of spreadsheetMS Excel Features of MS Excel; Functions in Excel: Financial functions: NPV, IRR, PMT, IPMT. Statistical functions: AVERAGE, MEAN, MEDIAN, AVEDEV, CORREL, STDEV, RANK. Database functions: DAVERRAGE, DMAX, DMIN, DSUM; GraphicsinExcel. ModuleII Business applications of Excel: Managerial decisionmaking with Excel; Model development withExcel;FinancialanalysisusingExcel:Breakevenanalysis,budgetingandratioanalysis with Excel; Inventory management with Excel, Investment appraisal with Excel. Goal seek, pivottableandscenariomanagementfordecisionmaking. ModuleIII MS Access: features ofMS Access; Database design in Access creating table indesign view, creatingtablewithwizard,creatingtablebyenteringdata;FormdesignwithAccess;Query designandrunninginAccessqueryindesignview;querydesignwithwizard;Reportdesign inMSAccessreportdesignwithwizard,reportdesignwithdesignview;UsingMSAccessfor businessdecisions. ModuleIV InternetFeaturesoftheInternet;WWW:Email,Telnet,FTP,Newsgroups,search engines, portals, Business applications of the Internet. Website development, Group mails, bloggingpodcastingandcommunitynetworks. ModuleV Ecommerce: Business models foe ecommerce Security issuess in ecommerce, security risks in ecommerce, security tools and risk management, IT Act 2000 digital signature, digitalsignaturecertificates,egovernance,electronicrecords,certifyingauthorities,network appellatetribunal,penalties. Books: 1.EfraimTurban,JaeLee,DavidKingandMichaelChung:ElectronicCommerce, PearsonEducationAsia,Delhi. 2.Rayport:ECommerce,TataMcGrawHill,NewDelhi. 3. Ravi Kalkotta and Andrew B. Whinston: Frontiers of Electronic Commerce, Addison Wesley,NewDelhi. 4.HearyChan,et.al.ECommerce,JohnWiley&Sons,NewDelhi 5.EdwardC.Willet:MSOffice,WileyPublishingCo,NewDelhi. 6.MSExcel2003. 7.MSAccess2003. 24

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS1C07MANAGERIALECONOMICS Time:60Hours4credits CourseObjectives 1. To aquaint the student with the concepts and techniques of micro and macro economicsand 2. Toenablethemtoapplythisknowledgetobusinessdecisionmaking. Module1 ManagerialEconomicsdefinition,scopeandimportance,businessdecisionsandconceptsof managerial economics incremental concept, marginalism, equimarginal concept, the time perspective,discountingprinciple,opportunitycostprinciple. ModuleII Utility and Demand Analysis concept and types of utility; Laws of demand; elasticity of demand;demandforecastingtechniques. ModuleIII Production function production with one variable input, law of variable proportion; production with two variable inputs; production isoquant; isocost lines; Estimating productionfunctions;costconceptsandbreakevenanalysis ModuleIV Market structure perfect and imperfect competition; monopoly, duopoly, oligopoly; monopolisticcompetition,pricingmethodsunderthesecompetitiveenvironments. ModuleV National income concepts and measurement; Business cycles and contra cyclical policies; Economicplanninganddevelopmentmodels;Mahalnobismodel;HarodKaldoremodel. Books: 1.Paul.G.Keat,Philip.K.Y.Young,SreejathaBanerjee,ManagerialeconomicsEconomictools fortodaysDecisionmakers,PearsonEducation. 2.H.L.Ahuja.ManagerialeconomicsAnalysisofmanagerialdecisionmaking,S.Chand,New Delhi 3.Adhikary,M,BusinessEconomics,ExcelBooks,NewDelhi2000 4.D.D.Chaturvedi&SLGuptha,ManagerialEconomics,InternationalBookHouse,2012 5.D.N.Dwivedi,ManagerialEconomics,VikasPublishingHouse,NewDelhi,2012 25

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS1C08QUANTITATIVETECHNIQUES 60Hours4credits Courseobjectives: Tounderstandstatisticaltoolsforquantitativeanalysis Tounderstandtheprocessofusingstatisticaltoolsforvalidatingfindingsandinterpreting statisticalresults. ModuleI Probability: basic concepts; approaches; theorems addition, multiplication, conditional and Bayes;businessapplicationsofprobability. ModelII Probability distributions: random variable; expected value of random variable; Binomial distribution;Poissondistribution,NormaldistributionandExponentialdistribution. ModuleIII Correlation and regression: Simple, partial and multiple correlation; regression analysis; businessapplicationofcorrelationandregression. ModuleIV Statistical inference: Basic concepts; standard error; central limit theorem; Sampling and types of sampling; large sample tests, small sample tests; tests for means; tests for proportions; tests forpaired observations; Nonparametric tests Chisquare test, signtest, WilcoxonMannWhitney U Test, Signed Rank test, Krushkal Wallis test, Waid Wolfowitz test;analysisofvariance. ModuleV SPSS for data analysis: data entry in SPSS; Data analysis tools in SPSS; Calculation of Descriptive statistics, Correlation and Regression; Regression model for forecasting with SPSS;Multidimensionalscaling,factoranalysis,andconjointanalysiswithSPSS. Books: 1.Tulsian, P.C. andVishalPandey,:QuantitativeTechniques, PearsonEducation,NewDelhi 2004. 2.Aczel:CompleteBusinessStatistics,TataMcMcGrawHill,NewDelhi. 3. Levine, David M, Timothy C. Krehbiel and Mark L.Berenson: Business Statistics, Pearson Education,NewDelhi2011. 4.RichardL.LevinandDavidS.Rubin;StatisticsforManagement,PrenticeHallofIndia,New Delhi. 5.N.D.Vora:QuantitativeTechniquesinManagement,TataMcGrawHill,NewDelhi. 6.S.P.Gupta:StatisticalMethods,SultanChand&Sons,NewDelhi. 7.Hooda,R.P.:StatisticsForBusinessandEconomics,Macmillan,NewDelhi. 8.S.K.Khandelwal,StatisticsforBusiness,InternationalBookHouse,NewDelhi,2013 9.SPSSManual 26

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS1C09ACCOUNTINGFORMANAGERS 60Hours4credits Objectives: To enable students to familiarize with the basic concepts in accounting and finance. Focus must be laid on fundamental principles rather than doing complicated problems. ModuleI Financial accounting process Conventions and concepts GAAP Documentation and recordingofbusinesstransactionsclassifyingandsummarizationofbusinesstransactions journalsubsidiarybooksledgercashbooktrialbalance. ModuleII Finalizationofaccountsconceptualframeworkoffinancialstatementsprofitandloss accountBalanceSheetFinalaccountswithadjustmentsCorporatefinancialstatements AccountingStandards. ModuleIII AnalysisandinterpretationoffinancialstatementsIRatioanalysismeaningand SignificanceclassificationofratiosDupontAnalysisComparativeanalysisTrend analysis. ModuleIV Analysis and interpretation of financial statement IIFund flow analysis methods of preparation of fund flow statement Utility and limitations of fund flow analysis Cash flowanalysismethodsofpreparationofcashflowstatementUtilityandlimitations. ModuleV AccountingwithTally Books: 1.FinancialaccountingAshokaBanerjeeExcelPublications,NewDelhi, 2.AccountingprinciplesAnthonyIrwinPublishers 3.FinancialAccountingofManagementAmbarioshGuptaPearsonsEducation,2009 4.FundamentalsofFinancialAccountingNarayanaswamy 5.CorporateAccountingDr.V.K.GoyalExcelbooks 6.IntroductiontoAccountingPruMarriott&JREdwardsSagePublications 7.AccountingforManagers,NKGuptha&VidhuBansal,InternationalBookHouse 27

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS2C11MARKETINGMANAGEMENT 60Hours4credits

ModuleI Introduction to marketing managementConcept, nature and importance of marketing; Evolution of marketing concept; Marketing environmentMicro environment of marketing andmacroenvironmentofmarketingDomesticmarketingandinternationalmarketing. ModuleII Consumer behaviour buying roles and behaviour; Individual consumer behaviour and institutional consumer behaviour models of buying decision; factors influencing buying decisioncultural ,social, personal and psychological factorsbuying processconsumer adaptationprocesschangingpatterofconsumerbehaviour. ModuleIII Market segmentation, targeting and positioning levels and patterns of segmentation; effective segmentation; market targeting; positioning methods and strategies. Marketing researchScopeandtypesofmarketingresearch. ModuleIV Product and pricing decisions Concept of product; product line and product mix; new product development; packaging and branding; brand extensions; Pricing decisions factors influencing price decisions; pricing strategies; Product life cycle stages and strategic marketing decisions; Promotion and DistributionPromotion mix; Promotion mix; advertisement budget; media planning; measuring advertisement effectiveness. Sales promotion objectives, tools and techniques. Distribution channels physical distribution decisions; channel intermediaries; channel management. Wholesaling and retailing retail marketing,retailformats. ModuleV Marketing organization and control systems organizing marketing department; marketing controltechniquesannualplancontrol,profitabilitycontrol,strategiccontrol. Compulsorycase. Books: 1.Kotler,PhilipandGaryArmstrong:PrinciplesofMarketing, PearsonEducation,NewDelhi 2004. 2.Stanton,W.J.,FundamentalsofMarketing,McGrawHill,NewYork1994. 3.Saxena,Rajan:MarketingManagement,TataMcGrawHill,NewDelhi2004. 4.Kotler,Philip:MarketingManagement,PearsonEducation,NewDelhi2005. 5.Ramaswamy,V.S.andNamakumariS:MarketingManagement,Macmillan,NewDelhi,2003. 6.RajendraP.Maheswari,MarketingManagement,InternationalBookHouse,2012 7.Neelamegham,S,MarketinginIndia;CasesandReadings,VikasNewDelhi,1988 28

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS2C12FINANCIALMANAGEMENT 60HOURS4credits Objectives: 1. Tounderstandthedifferentfinancialfunctionstobedischargedbyafinancemanager. 2. Toanalyzetheimpactoffinancialdecisionsonbusinessenterprise. ModuleI FinancialManagementobjectiveoffinancialmanagementprofitmaximizationVswealth maximizationfinancialdecisionsinvestmentdecisions,financingdecisionsanddividend decisionsfinancefunctionsroleoffinancemanagerstrategicfinancialmanagement economicvalueaddedtimevalueofmoney. ModuleII Investmentdecisioncapitalbudgetingtechniquespaybackmethodaccountingrateof returnNPVIRRdiscountedpaybackmethodcapitalrationingriskadjusted techniquesofcapitalbudgeting(theoryonly). ModuleIII Capitalstructuredecisioncostofcapitalcomputationofcostofdebt,preferenceshares, equityandretainedearningsweightedaveragecostofcapitalTheoriesofcapital structureNIapproachNOIapproachtraditionalapproachMMtheory. ModuleIV Workingcapitalmanagementfactorsdeterminingworkingcapitalestimationofworking capitalinventorymanagementtechniquesreceivablesmanagementmanagementof cashandmarketablesecuritiestechniquesofcashmanagement ModuleV Sourcesoflongternfinanceconventionalandinnovativesourcesdividendtheories WaltersmodelGordonsmodelMMapproach. (60%Problemsand40percenttheory) Coverageofthequestions:60%Problemsand40percenttheory ReferenceBooks: 1. Van Horne James.C: Financial management and policy, PrenticeHall of India Private Limited,NewDelhi 2. Stephen A. Ross, Randolf W. Westerfield and Bradford D Gordon: Fundamentals of CorporateFinance,TataMcGrawHillEducationPrivateLimited,NewDelhi 3.RichardABrealey,StewartCMyers,FranklinAllen,PitbasMohanty:Principlesoforporate Finance,TataMcGrawHillEducationPrivateLimited,NewDelhi 4.Pandey.I.M:FinancialManagement,VikasPublishingHousePvtLtd,NewDelhi 5.RaviMKishore:FinancialManagement,TaxmannAlliedServicesPvt.Ltd,NewDelhi. 29

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS2C13OPERATIONSMANAGEMENT 60Hours4credits Courseobjectives: Togainanindepthknowledgeofproductionandoperationsmanagement,and Tounderstandthewaysofimprovingproductivityandoperationalefficiency. ModuleI Nature and scope of production and operations management; historical development; operations strategy; different production systems product, process, flexible and computer integrated;layout;layoutplanning. ModuleII Material management Materials planning and inventory control; JIT; Material Planning Budgetingand Material Requirement Planning; Purchase management; stores management; Material handling principles and equipments; quality assurance; acceptance sampling; StatisticalQualityControl;TotalQualityManagement;ISO9000.Linebalancing. ModuleIII Operations decisions: production planning and control in mass production systems, batch/job order manufacturing. Facility location; capacity planning models; Process planning aggregate planning scheduling Maintenance management concepts; Industrial safety. ModuleIV Workstudy,methodstudy,workmeasurement,worksampling,workenvironment. ModuleV Productionplanningandcontrolindifferentproductionsystems;aggregateplanning;short termscheduling;maintenancemanagement. Books: 1.Russell,RobertaS,andBernardW.TaylorIII,OperationsManagement,PearsonEducation, NewDelhi2004. 2.Chase,OperationsManagementforCompetitiveAdvantage,TataMcGrawHill,NewDelhi. 3.Buffa,E.S.,ModernProductionManagement,NewYork,JohnWiley,1987. 4.Adam,E.E.andEbert,R.J.,ProductionandOperationsManagementPrenticeHallofIndia, NewDelhi1995. 5.Chary,S,.N.,ProductionandOperationsManagement,TataMcGrawHill,NewDelhi1989 30

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS2C14HUMANRESOURCESMANAGEMENT Time:60hours4credits ModuleI Introduction to Human Resource ManagementImportancescope and objectives of HRM. Evolution of the concept of HRM Approaches to HRM Personnel management Vs Human Resource ManagementHRM and competitive advantage Traditional Vs Strategic human resourcemanagementHRMandHRDGrowthofHRMinIndia. ModuleII Human resource planning, Recruitment and selectionJob analysisuses of job analysis processofjobanalysisjobdiscretionjobspecificationmethodsofjobanalysismethodsof human resource planning Conventional Vs strategic planningjob evaluation Recruitmentconstraints and challenges of recruitmentsource of recruitmentmethods Indianexperienceinrecruitment. ModuleIII Placement,InductionandInternalmobilityofhumanresource.Trainingofemployeesneed fortrainingobjectivesapproachesmethodsphilosophyoftrainingtrainingenvironment areas of training Training evaluation Executive development Concepts methods and programpromotionandtransfer. ModuleIV Performance appraisal and career planning. Need and importance objectives process methods and problems of performance appraisal performance appraisal practices in India. Concept of career planning features methods uses career development succession managementinIndiancontext. ModuleV Compensation management and grievance redressel. Compensation planning objectives Principles of wage administrationwage systemsstate regulations in wage administration factorsinfluencingwagesystemIndianpracticeinwageadministration.Grievanceredressel procedure discipline approaches punishmentessentials of a good discipline system. Labourparticipationinmanagementandworkersempowerment. Books: 1. VSPRao,HumanResourceManagementTextandCases 2. GarryDessler&BijuVarkkey,HumanResourceManagement,Pearson,2012 3. Snell,Bohlander,HumanResourceManagement 4. AmstrongsHandbookofHumanResourceManagement,KoganPage,2012 5. PravinDurai,HumanResourceManagement,Pearson,2010 31

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS2C15MANAGEMENTSCIENCE 60Hours4credits ModuleI ManagementScience:Scopeandimportance;LinearProgrammingApplications,advantages anddisadvantagesformulationofproblemassumptionsGraphicandsimplexmethods Dualityandshadowpricing;sensitivityanalysissimpleproblems. ModuleII Transportation and Assignment Problem Transportation model and its applications in businessproblemswithoutdegeneracy.AssignmentModelanditsapplicationstosolutionof businessproblems. ModuleIII Decision theory: framework; payoff tables; regret tables; Decision under certainty, uncertainty and risk; methods of incorporating risk; value of perfect information; Decision treeanditsuses. ModuleIV Network Analysis: Construction of network diagramme CPM and PERT Time Analysis, CostAnalysisTimecosttradeoffcrashing ModuleV QueuingTheory:Structure,assumptions,usesandcharacteristics.Singlechannelwithinfinite population multiple channel with infinite population Simulation: concepts and applications. Monte Carlo Simulation limitations of simulation simulation through computersoftware Books: 1.Hillier,FrederickSandHillier,MarkS:IntroductiontoManagementScience,TataMcGraw Hill,NewDelhi2004. 2.Mathur,KandSolow,D,ManagementScience,EaglewoodCliffs,NewJerseyPrenticeHall Inc,1994. 3. Theirouf, R.J. and Klekamp, R.C.: Decision Making Through Operations Research, John Wiley,NewYork1989. 4. Hillier, Frederick S and Lieberman, Gerald J: Introduction to Operations Research, Tata McGrawHill,NewDelhi2003. 5.NarangA.S.,LinearProgrammingandDecisionmaking,SultanChand,NewDelhi1995. 6.HamdyA.Taha,OperationsResearch,Pearson,2012. 32

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS2C16MANAGEMENTINFORMATIONSYSTEMS 60Hours4credits Courseobjectives: Tounderstandtheprocessofinformationgenerationandcommunicationinorganisations TounderstandtheprocessofITapplicationdevelopmentanduseinorganisations Toprovideabasicunderstandingaboutsecurityissuesofinformationresources. ModuleI Evolution of MIS: Concepts; framework for understanding and designing MIS in an organisation; MIS and other related disciplines: MIS and Management Accounting, MIS and Computer Science, MIS and OR, MIS and Organisational Behaviour, MIS and Management. Conceptofinformation;definition,features,types,processofgenerationandcommunication; quality and value of information; information overload; techniques for managing overload; summarizing; filtering; inferences and message routing. System concept; definition, types and characteristics of systemcontrol in systems: feedback: positive and negative; negative feedbackcontrolsystem,input,processandoutputcontrol;lawofrequisitevariety. ModuleII StructureofMIS:Basicstructuralconcepts:formalandinformalinformationsystems;public and private information systems; multiple approaches to the structure of MIS: Operational elements (physical components, process, outputs for users), activity subsystems, functional subsystems and decision support synthesis of multiple approaches into a conceptual structureforMIS. ModuleIII Information systems: Transaction Processing Systems, Office Automation Systems, Information Reporting Systems, Decision Support Systems, Executive Support Systems, expertsystemsandEnterpriseResourcePlanningSystems. ModuleIV Systems Development and Implementation: System development methodologies; SDLC approach;prototypingapproachanduserdevelopmentapproachSystemsAnalysis;systems Design; Concepts of database and databasedesign; system implementation; managementof informationsystemprojects;systemdocumentationinformationsystemaudit. ModuleV Computer Networks: LAN, WAN; topologies; distributed data processing and client/server computing. Security of information resources; threats to information resources; security systemsforriskmanagementsocialandethicalissuesofinformationtechnology. Books: 1.OBrien,JamesA:ManagementInformationSystems,TataMcGrawHill,NewDelhi,2004. 2.GeorgeM.Scott:ManagementInformationSystems,McGrawHillBookCompany,NewDelhi. 3. Schultheis, Robert and Summer, Mary: Management Information Systems, Tata McGraw Hill,NewDelhi,2005. 4.GordonBDavis,et.El:ManagementInformationSystems,PrenticeHallofIndia,NewDelhi.

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5.KennethC.LaudonandJaneP.Laudon:ManagementInformationSystemsManagingthe DigitalFirm,PearsonEducation,NewDelhi2011. 6.EffyOz,ManagementInformationSystems,VikasPublishingHouse,NewDelhi. 7. Haag, Cummings and Mccubbrey: Management Information Systems for the Information Age,TataMcGrawHill,NewDelhi,2004 8.Post,GeraldVandAnderson,DavidL:ManagementInformationSystems,TataMcGrawHill, NewDelhi,2004. 9. Nirmalya Bagchi, Management Information System, Vikas Publishing House, New Delhi 2010 10. Hitesh Guptha, Management Information System, International Book House, New Delhi, 2011 34

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS2C17RESEARCHMETHODOLOGYFORSOCIALSCIENCES 60HOURS4credits Objectives: Tounderstandtheprocessofdoingresearchinbusinessandothersocialsciences Toacquirerequiredskillstoundertakeresearchprojectsaspartofthecurriculum To enable to acquire required skills to undertake research projects for the business andcommerce ModuleI Researchconceptsresearchmethodologyapproachestobusinessandsocialresearch scientificmethodstypesofresearchresearchdesigns. ModuleII Formulation and planning of research selection of problem setting of objectives formulation hypotheses measurement of variables research plan literature review conductingtheresearch ModuleIII Datacollectionprimarydatamethodsandtechniquesofprimarydatasecondarydata methods and techniques interviews surveys census and sample surveys Editing, classificationandcodificationofdatausingcomputerpackages. ModuleIV Data Analysis qualitative data analysis descriptive quantitative data analysis tests of measurementandqualityusingcomputerpackages ModuleV Writingandpresentingthereportplanningreportwritingreportformatfootnotesand bibliographypresentationreportgenerationandpresentationusingcomputerpackages Books: 1. MathewDavid&CaroleD.Sutton,SocialResearch:TheBasics,SagePublications,New Delhi 2. O.R. Krishnaswami, Methodology of Reseach in Social Sciences, Himalaya Publishing House,Mumbai. 3. Ajai S. Gaur and Sanjaya S. Gaur: Statistical methods for practice and Research, Sage Publishers. 4. DeepakChawla&NeenaSondhi,ResearchMethodology,VikasPublishers,2011 5. NavalBajpai,BusinessResearchMethods,Pearson,2013 6. CRKothari,ResearchMethodsandTechniques,NewAgeInternational,NewDelhi 35

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3C19STRATEGICMANAGEMENT Time:60hrs4credit Objectives: 1. Tounderstandthefundamentalsofstrategicmanagement,and 2. Todevelopthecapabilitytoformulateandimplementstrategies ModuleI Strategic Management types of strategy: functional strategy, business strategy, global strategyandcorporatestrategystrategicmanagementprocess;role,functionsandskillsof boardandtopmanagementinstrategicmanagement. ModuleII Strategyformulationstrategicchoicesroleofvisionandmissionstatements. ModuleIII Choice of Strategic alternative Environment Analysis, Industry Analysis and Corporate Analysis, General environment scanning; SWOT Analysis; tools and techniques for Strategic Analysis; Value chain analysis; Experience curve; Critical Success Factor Analysis; Core competence; Portfolio analysis; BCG Matrix, GEC Model; 7S Framework; stakeholders expectationsanalysis;competitiveanalysis;Scenarioplanning. ModuleIV StrategyImplementationprojectimplementationproceduralimplementationbehavioural implementation;managingresistancetochange. ModuleV StrategyEvaluationandControltoolsandtechniquesofevaluationcontroltechniquesand process 7S Model; DuPont Control model, etc. Michael Porters approach to strategic management. Books: 1.WilliamGlueck:BusinesspolicyStrategyformulationandmanagementaction 2.Rue:StrategicManagement 3.DonalFHarvey:BusinesspolicyandStrategicManagement. 4.R.MSrivasthava:ManagementpolicyandStrategicManagement. 5.RaviM.Kishore:StrategicManagementText&Cases,Taxmann 6.FrancisCherunilam:BusinessPolicyandStrategicManagement. 7.AzharKasmi:BusinessPolicy 8.Bhattacharya:StrategicManagement. 36

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3C20COSTMANAGEMENT Time:60hrs4credits *Tounderstandtheconceptsofcostanditsbehaviour Tolearntodesigncostcontrolmeasuresandtoeffectivelymanagecosts. ModuleI Conceptsofcost;fixedcost,variablecost,semivariablecost,incrementalcost,marginalcost; opportunitycost;costcentre,profitcentreandinvestmentcentre;Costbehavior;Preparation ofCostSheet. ModuleII Responsibility Accounting; Responsibilty centres; Cost Centre, Profit centre and investment centreBudgeting;Fixed,flexibleandZerobasebudgets;PerformanceBudgeting. ModuleIII MarginalCosting;BreakevenAnalysisCostVolumeProfitAnalysismakeorbuydecision Standard costing; Variance analysis Material variance; Price variance and Overhead variance. ModuleIV Inventory cost management; EOQ, Inventory control tools; ABC Analysis; VED analysis; Perpetual inventory; JIT inventory; Budgetary control. Labour cost management; Linkage wagesandsalariestoproductivity ModuleV OverheadCostManagement;Natureofoverheadcosts;Volumeofproductionandoverhead costs Books: 1. Hilton,MaherandSelto,CostManagement,TataMcGrawHill,NewDelhi,2004 2. BlocherandChen:CostManagementMcGrawHill 3. Eldenburg, Cost Management; Measuring, Monitoring and Motivating Performance, WileyIndia,NewDelhi 4. RaviM.Kishore,CostManagement,Taxmann 5. Jain&Narang,CostAccounting,KalyaniPublications 6. BMLallandICJain,CostAccounting;PrinciplesandPractices,PrenticeHallofIndia 37

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3C21ProjectManagement Time:30hours3credits Courseobjectives: 1. Toprovideabriefintroductiontogeneralissuesofprojectmanagement 2. To examine project management roles and environments, the project life cycles, and various techniques of work planning and control and evaluation to achieve project objectives 3. Toincreaseawarenessofhowpeopleworkasteammembersandasindividuals ModuleI ProjectManagementConcepts;CharacteristicsofaprojectNeedforprojectmanagement roles of project managers in organizational environments key objectives of project management Evolution of project management systems, Organisations and system methodologies ModuleII Project Development Cycle; Project life cycles Conception definition execution operation systems & procedures Planning Project organization structure and responsibilitiesprojectmanagementsystem. ModuleIII PeopleissuesinprojectmanagementChangeexternalforcesofchangeeffectofchange ontheprojectmanagerLeadershipandmotivationCommunicationTeamCulturaland ethnicdiversitySettinggoalsandcommitment ModuleIV Project Scheduling: WBS Gantt Charts PERT/CPM Networks Resource management projectcontrolpurposesapproachesprojectcontrolprocessprojectcontrolprocess project control techniques periodic control techniques preventive control techniques costcontrolmanagingriskinprojects. ModuleV Project Management Information Systems (PMIS) functions of PMIS Project Evaluation, ReportingandTerminationprojectEvaluation,reportingclosingthecontract Books: 1. JohnM.Nicholas,ProjectManagementforBusinessandTechnology,NewDelhi,2004 2. Ghattas,R.G.andSandraLMcKee:Practicalprojectmanagement,Pearson,2003 3. JosephPhillips,ProjectManagementProfessionalStudyGuide,TataMcGrawHill,2004. 4. DavidI.Cleland,ProjectManagement,McGrawHill,Singapore,1999. 5. HaroldKerzner,ProjectManagement,CBSPublishers,2004 6. K.Nagarajan,ProjectManagement,NewAgeInternational,2004. 7. SidKemp,ProjectManagementDemystified,TataMcGrawHill,2004 8. Prasanna Chandra: Projectsplanning, analysis selectionimplementation & Review 38

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3C22SUPPLYCHAINMANAGEMENT Time:604credits Courseobjectives: Tounderstandtheconcepts,practicesandimportanceoflogisticsmanagementandsupply chainmanagementand Todevelopskillsandcompetencetodesignandoperatelogisticsfacilities. ModuleI Introduction to Logistics and its interface with Production and Marketing; Measures of logistics; Physical distribution and logistics. Logistics Systems Analysis and Design; Warehousing and Distributing Centres; Location. Transportation Systems: Facilities and Services;DispatchandRoutingDecisionsandModels;InventoryManagementDecisions. ModuleII Logistics Audit and Control; Packaging and Material Handling; International Logistics Management; Logistics Future Directions. Warehousing and Storage Transportation land, waterandair. ModuleIII Introduction of supply chainlogistics and supply chainfunctional coordination supply chainrelationshipcooperationandcollaborationwithsupplychainpartnerssupplychain synergy. ModuleIV Supply chain value strategysupply chain flow cycle demand management. supply chain informationsystemintercompanyandintracompanyinformationrelationshipmarketing andsupplychainmanagement. ModuleV Strategic Vs tactical supply chain strategysupply chain strategy and reward structure supplychaincontrolsystem. Books: 1. Bowersox, D.J. and Closs, D.J.: Logistics Management: A System Integration of Physical Distribution,TataMcGrawHill,NewDelhi1996. 2.Ballau,RenaldH.:BusinessLogisticsManagementPrenticeHallInc,EnglewoodCliffs,New York1992. 3.BealK.,:AManagementGuidetoLogisticsEngineering,InstituteofProductionEngineering, USA1990. 4.MartinChristopher:LogisticsandSupplyChainManagement,Pearson,2011. 5.Shapiro,R:LogisticsStrategy:CasesandConcepts,West,St.Paul,1995. 6.JohnT.Mentzer:FundamentalsofsupplychainmanagementResponsebooks. 7.Chopra,SunilandPeterMeindle:SupplyChainManagement,PearsonEducation,NewDelhi 2005. 8.Mentzer,JohnT.,etel:Ed.,SupplyChainManagement,ResponseBooks,NewDelhi2001. 9.Ballou,RonaldH:BusinessLogistics/SupplyChainManagement, PearsonEducation,NewDelhi2004. 39

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3C23INVESTMENTMANAGEMENT 60 Hours 4 Credits Objectives: To understand the characteristics of securities markets and the instruments traded therein To be able to analyze risk and return of securities and manage portfolios of investments. Module I Investment meaning and definition-Objectives of Investment - types of investment Security markets; Primary market/new issue market; functions of primary market; right issue, book building, private placement; organised stock exchanges; functions of stock exchanges; listing of securities; trading and operational mechanism of stock exchanges; settlement and clearing; Dematerialisation. Module II Valuation of securities bond and equity valuation Concepts of risk and return systematic and unsystematic risk; risk and return of securities; risk and return of a portfolio; Numerical problems in bond and equity valuation, return and risk of securities and portfolio and calculation of security and portfolio beta to be covered. Module III Security analysis fundamental analysis: economic, industry and company analyses- technical analysis : meaning of technical analysis; basic principles of technical analysis; Dow Theory; chart patterns; Elliot wave theory; mathematical and technical indicators: EMA, ROC, RSI and MACD (theory only); Market Indicators: Breadth of the market and Odd-lot index; Efficient Market Hypothesis: weak form, semi-strong form and strong form of efficient market hypothesis. Module IV Portfolio management Portfolio analysis: risk and return of a portfolio; diversification of risk Portfolio selection: Markowitzs Efficient frontier theorem; Sharpes single index model; Capital Asset Pricing Model (CAPM)- Portfolio evaluation methods of evaluation- portfolio revision (theory only) - Numerical problems in portfolio risk and return, Sharpes single index model, Capital Asset Pricing Model (CAPM) and Portfolio Evaluation to be covered. Module V Institutional arrangement for security investments-SEBI and its functions- Mutual funds: meaning; concepts; types of mutual funds-merchant bankers: concept of merchant banking; services provided by merchant bankers - Depositories and Depository participants; functions of depository; Dematerialization; NSDL and CSDL - Credit rating services. (50 % theory and 50% problems) References: 1 . Zvi Bodie, Alex Kane, Alan J Marcus and Pitabas Mohanty: Investments Tata McGraw Hill Education Private Limited, New Delhi 2 . Gordon J Alexander, William F Sharpe, and Jeffery V Bailey: Fundamentals of Investments, Prentice-Hall of India Private Limited, New Delhi 3. S. Kevin: Security analysis and portfolio Management, Prentice-Hall of India Private Limited, New Delhi. 4. Prasanna Chandra: Investment Analysis and Portfolio Management, Tata McGraw Hill Education Private Limited, New Delhi 40

5. Punithavathy Pandian, Security Analysis and Portfolio Management , Vikas Publishing House Pvt Ltd, New Delhi. 6. Thummuluri Siddaiah: Financial Services Pearson Education, Delhi 7.K.Sasidharan&AlexK.Mathews,SecurityAnalysis&PortfolioManagement,TataMcGraw Hill,2011 41

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4C26NEWENTERPRISEMANAGEMENT Time:60hrs4credits ModuleI Entrepreneurcharacteristicsofanentrepreneurtraitsofanentrepreneurfunctions& types of entrepreneurs Entrepreneur vs. Intrapreneur Entreprenuer Vs. Manager conceptofEntrepreneurshipfeaturesroleofentrepreneurshipineconomicdevelopment problems of growth of entrepreneurship in India Entrepreurship Development Programmes. ModuleII Entrepreurial Motivation and Enterprise Launching formalities Entrepreurial Motivation factors involved procedures involved in the launching of new enterprises Product selection Location Preparation of project report choice of technology nature of organizationotherformalitiesinvolvedEntrepreneurialgrowthinIndia. ModuleIII EntrepreneurshipandSmallBusinessSmallbusinessdefinitionsmallscaleindustries AncillaryunitstinyunitshouseholdindustriesimportanceofSSIsRoleofSSIsNeed for Entrepreurship in SSIs Problems of SSIs Sickness in SSIs Industrial Policies of GovernmentofIndiaandGovt.ofKeralaSeparateEconomicZones(SEZ). ModuleIV Supporting Institutions to promote Small Entrepreneurs facilities provided by different institutions and Agencies in India Commercial Banks Directorate of Industries & Commerce DICs Industrial Development Corporation SFCs Small Scale Industries Development Corporation KVIC Technical Consultancy Organisation Small Industries Service Institutes National Small Industries Corporation Small Industries Development BankofIndia. ModuleV Taxbenefits,incentives&subsidiesSocialResponsibilitiesofbusiness. Books: 1. DavidHHolt,EntrepreurshipNewVentureCreation,PrenticeHallofIndia,NewDelhi, 2005 2. RobertDHisrich&MichaelP.Porter,Entrepreneurship,TataMcGrawHill,NewDelhi, 2002 3. Guptha&Srinivasan,EntreprenuershipDevelopmentinIndia,SulthanChand&Sons, NewDelhi,2005. 4. VasantDesai,ManagementofSmallScaleIndustry,Himalaya,Mumbai,2002. 5. SSKhanka,EntrepreneurshipDevelopment,S.Chand&Co.,NewDelhi,2007 42

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4C27QUALITYMANAGEMENT Time:60hrs4credits Objectives: 1. Tounderstandtheconcepts,toolsandprocessofqualitymanagement 2. Togainanacquaintancewithqualitycertification,and 3. To gain practical insight into designing and implementing quality management systems. ModuleI Evolution of Quality Management; concepts and objectives of quality management; Zero defects; Acceptance sampling Quality Inspection Quality assurance; Quality circles; training for quality; cost quality: Prevention costs, Appraisal Costs; Internal Failure Costs; External Failure Costs; Service Quality Management; Service Quality Measurement; SERVQUAL ModuleII Statistical Quality Control; basic concepts; product control; process control; variations in quality;controlcharts;typesofcontrolcharts;meancharts,rangecharts,Pchart,npcharts,C charts,applicationsofcontrolcharts. ModuleIII TotalQualityManagement;strategicqualityplanning;organizingforTQM;TrainingforTQM; Kaizan;Benchmarking;TQMinserviceorganizations;implementingTQM. ModuleIV Quality Standards: BIS,AGMARK, ISO 9000; Quality systems under ISO 9000 20000; ISO 14000;ISOCertificationprocess;Qualityawards;MaccolmBaldrigeAward;DemingsPrize ModuleV Sixsigmaconcept,toolsandimplementationprocess. Case studies of implementation of ISO quality systems, TQM and Sixx Sigma. Examples; Mahindra&Mahindra,SonaKoyo,MumbaiDabbawallahs,NTPC,TVSMotoretc. Books: 1. KanishkaBedi,QualityManagement,OxfordUniversityPress,NewDelhi,2006. 2. JMJuran&FrankK.Gryana,QualityPlanningandAnalysis,TataMcGrawHill,Mumbai, 1970. 3. Dennis Lock et al. Ed. , Handbook of Quality Management, Jaico Publishing House, Mumbai,1993. 4. SubburajRamaswamy,TotalQualityManagement,TataMcGrawHill,NewDelhi,2005. 5. Amitava Mithra, Quality Control and Improvement, Pearson Education, New Delhi, 2005 6. JoelERoss,TotalQualityManagement,VanityBooksInternational,NewDelhi,1996. 43

UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4C28INDIANETHOSANDBUSINESSETHICS Time:60hrs4credits Objectives: 1. Tounderstandtheimportanceofethicsinbusinessand 2. To acquire knowledge and capability to develop ethical practices for effective management ModuleI Ethics, Culture and values; importance of culture in organizations; Indian Ethos and value systems;ConceptsofDharma;Nishkamakarmaandpurusharthas;ModelofManagementin the Indian sociopolitical environment; Work ethos; Indian Heritage in production and consumption. ModuleII Education system of Ancient India Gandhian approach in management and trusteeship GandhijisdoctrineofSatyaandAhimsaConcept,importanceandrelevanceoftrusteeship principleinmodernbusiness. ModuleIII Business Ethics; relevance of values in Management; Holistic approach for managers in decisionmaking; secular Vs. spiritual values in Management; Ethical relativism; whistle blowing;stressincorporatemanagement. ModuleIV EthicsManagement;Roleoforganizationalcultureinethics;structureofethicsmanagement; EthicsCommittee;EthicsOfficersandtheCEO;CommunicatingEthics;EthicalAudit; ModuleV CorporatesocialresponsibilityandCorporateGovernance;Transparency;Internationaland otherEthicalbodies. Books: 1. BiswanathGhosh,EthicsinManagementandIndianEthos,Vikas,NewDelhi,2009. 2. B.L.Bajpai,IndianEthosandModernManagement,NewRoyalBookCo.,Lucknow,2011. 3. Chakrabortty, S.K., Ethics in Management : Vedantic Perspectives, Oxford University Press,NewDelhi,1995. 4. JohnRBoatright,EthicsandtheConductofBusiness,PearsonEducation,NewDelhi,2005. 5. S. Balachandran, KCR Raja and BK Nair, Ethics, Indian Ethos and Management, Shroff Publishers,NewDelhi,2012 6. ABRao,BusinessEthicsandProfessionalValues,ExcelBooks,NewDelhi,2006. 7. Sadri:BusinessEthicsconceptsandcases,TataMcGrawHill,NewDelhi,1998 44

Marketingelective MASTEROFBUSINESSADMINISTRATION BUS3EM01CONSUMERBEHAVIOUR 60Hours4credits Courseobjectives: 1.Tounderstandthebasicsofconsumerdecisionmakingprocesses,and, 2.Tounderstandtheinformationneedsforhelpingtheconsumerindecisionmaking. ModuleI Consumer behaviour concepts; nature, scope and applications of consumer behaviour; Consumerbehaviourandmarketingstrategy;profilingconsumers andtheirneeds;Market segmentation and consumer research; psychographics and lifestyle; Consumer behaviour audit. ModuleII Consumer involvement and decisionmaking; Consumer decisionmaking process; Informationsearchprocess;Evaluativecriteriaanddecisionrules. ModuleIII Individual influences on buying behaviour; Consumer as an individual; Theories of personality; personality and market segmentation; consumer perception; consumer needs and motivation. Personal influences and attitude formation. Learning and consumer involvement;Communicationandconsumerbehaviour.Referencegroupinfluenceinbuying decisions;opinionleadership.Familylifecycleanddecisionmaking;Socialclassconceptand measurement ModuleIV The buying process: problem recognition and information search behaviour; information processing;alternativeevaluation;Purchaseprocessandpostpurchasebehaviour.Modelsof consumer decisionmaking early models, Howard Sheth model. Recent developments in modellingconsumerbehaviour. ModuleV CultureandConsumerbehaviour:Corecultureandsubcultures.Roleofcultureinconsumer buying behaviour. Profile of Indian consumers; Behavioural patterns of Indian consumers; Problems faced by Indian consumers; Consumer protection in India; Public policy and consumerbehaviour. Books: 1.Hawkins,BestandConey:ConsumerBehaviour,TataMcGrawHill,NewDelhi2004. 2.Schiffman,L.G.andKanuk,L.L.:ConsumerBehaviour,Pearson,NewDelhi,2011. 3.Laudon,DavidLandBittaAlbertJDella:ConsumerBehaviour,TataMcGrawHill,NewDelhi 2005. 4.Mowen,JohnC:ConsumerBehaviour,Macmillan,NewYork1993. 5.Assael,H:ConsumerBehaviourandMarketingAction,SouthWestern,Ohio1995. 45

MarketingElective MASTEROFBUSINESSADMINISTRATION BUS3EM02RETAILMANAGEMENT 60Hours4credits Courseobjectives: 1. Tounderstandtheimportanceorretailanditsstrategicdimensions,and 2. Toenablethemtodesignandoperateretailingfacilities ModuleI Retailing:Natureandscope;RetailingscenarioinIndia,Wheelofretailing:Typesofretailing Ownershipbased,storebased,andnonstorebasedretailingVerticalmarketingsystem ModuleII Strategic planning in retailingRetailing environment and customers; Designing retailing information system and research Location and Organisational decisions Trading area analysis;Siteselection;Organisationalpatternsinretailing. ModuleIII OperationsManagement:Budgetingandresourceallocation,Storeformatandsizedecisions, Storelayoutandspaceallocation;Storesecurityaspects;CreditManagement. ModuleIV ProductAssortmentdecisionsmerchandiseforecasting:Buyingandhandlingmerchandise; inventorymanagementmerchandisepricing:merchandiselabelingandpackaging. ModuleV Retail promotion; building retail store image; role of atmosphere; Layout planning: Retail promotion mix strategy retail store sales promotion schemes, retail control; controlling retailoperations. Books: 1.BarryBermanandJoel.REvans:RetailmanagementAstrategicapproach: Pearsoneducation 2.Pradhan:RetailManagement,TatMcGrawHill,NewDelhi. 3.Berman,BarryandJoelEvans:RetailManagement,PrenticeHall,NewJersey. 4.Levy,MichaelandBartonAWeitz:RetailManagement,TataMcGrawHill,NewDelhi2003 5.Cooper,J:StrategyPlanninginLogisticsandTransportation,Hoganpage,London. 6.Cox,RogerandPaulBritain:RetailManagement,PrenticeHall,Harlow. 7. Guptha, Ramesh Mittal & Ruchi Nayya, Retailing and Etailing, International Book House, 2011. 46

MarketingElective MASTEROFBUSINESSADMINISTRATION BUS3EM03ADVERTISINGANDSALESPROMOTION 60Hours4credits Courseobjectives: Tounderstandtheprocessofmarketingcommunicationand, Togainanindepthunderstandingaboutsalespromotion. ModuleI Marketing communications: Introduction to integrated marketing communications; Advertising, personal selling, sales promotion, publicity and public relations. Need and importance of integrated marketing communications. Legal and regulatory aspects of integrated marketing communications; Advantages and disadvantages of marketing communicationstotheproducer,consumer,advertisingagenciesandsociety. ModuleII Consumer behaviour and marketing communications; Communication process; Wilber Schramams model, Two step Flow of Communication, Theory of cognitive dissonance and cluesforadvertisingstrategists. ModuleIII Advertising:Meaning;Definitions;importanceandscope;Advertisingagencies;functionsof advertising agencies; Building of advertising programme Message, headlines, Copy, Logo, illustration, Appeals, Layout; Creativity in advertising; Copy preparation and testing; Campaignplanning;Mediaplanning;Budgeting;Evaluation;Timingofadvertising;Selection, Compensating and appraisal of advertising agency; Television advertising; News paper advertising; Magazine and periodical advertising; Ethics in advertising; Regulatory frameworkforadvertising. ModuleIV Salespromotion:Importanceandscope;Needandobjectivesofsalespromotion;Consumer promotion; channel promotion; Timing of sales promotion; Measurement of impact of sales promotion;salespromotionbudgeting. ModuleV Publicityandpublicrelations:Relevance,scopeandimportance.Methodsofpublicity.ifferent typesofpublicsandtheirroleinmarketing;Managingpublics;Methodsofpublicity;Publicity materials; Public relations officer role and functions; Personal selling strategy importance androle;Scopeofpersonalselling. Books: 1.Aaker,DavidAet.el.:AdvertisingManagement,PrenticeHallofIndia,NewDelhi1985. 2.Belch,GerogeE.andBelch,MichaelA:AdvertisingandSalesPromotion,TataMcGrawHill, NewDelhi2004. 3.Jones,JohnPhilip:BehindPowerfulBrands,TataMcGrawHill,NewDelhi2000. 4.Hard,Norman:ThePracticeofAdvertising,ButterworthHeinemann,Oxford1995. 5. Kenneth E Clow & Donald Baack, Integrated Advertising, Promotion and Marketing Communications,Pearson,2012 47

Marketingelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3EM04SALESMANAGEMENT 60Hours4credits Courseobjectives: Toacquaintthestudentswiththeconceptsandpracticesofsalesmanagement, and, Toenablethemtodevelopcapabilitiestodesignandimplementsalesprogrammes. ModuleI Sales management Concepts, scope and importance; Objectives of sales management. Sales functionandthesalesorganisation;Typesofsalesorganisation.Natureofselling; ModuleII Sales force management selection and training; Sales job analysis; Sales job description; Recruiting;Salespersonselection;Screening,interviewing/testing,inductionandplacement. Designing sales training programmes; Deciding training content, selection of training methods;Executionandevaluationoftrainingprogrammes. ModuleIII Salesmanship;TheoriesofsalesmanshipAIDAtheory;Rightsetofcircumstances theory; Buying formula theory and Behavioural equation theory. Qualities of salesman; Motivating salesmen; Compensating salesmen; Requirements of a good sales compensation plan;Typesofcompensationplans;stepsindesigningasalesmancompensationplan. ModuleIV Sales territories Concept of sales territory; Procedures for setting up sales territories; Assignmentofsalespersonneltoterritories;Salesbudgetandsalesquota;Purpose,formand content of sales budget; Sales quota Concept and types of sales quota; Quota setting procedures;Administeringsalesquota. ModuleV Performance evaluation for salesmen: standards of performance; Relation of performance Standardtopersonalsellingobjectives.Salesmeetings;Planningandstagingsalesmeetings, salescontests;Salescontrol;Salesaudit;Salesanalysis;Marketingcostanalysis. Books: 1.Anderson,R:ProfessionalSalesManagement,PrenticeHallofInc.,NewJersey1992. 2.Spiro,RosannL,Stanton,WilliamJandRich,GregoryA:ManagementofSalesForce,Tata McGrawHill,NewDelhi2005. 3.Dalrymple,D.J.:SalesManagement:ConceptsandCases,JohnWiley,NewYork1989. 4.Stilt,CundiffandGovoni:SalesManagementDecisions,Strategiesand Cases,PrenticeHallofIndia,NewDelhi. 5.Donaldson,Bill:SalesManagement,McMillan, 48

MarketingElective MASTEROFBUSINESSADMINISTRATION BUS4EM05INTERNATIONALMARKETING 60Hours4credits Courseobjectives: Tounderstandtheinternationalenvironmentformarketing,and, Togainanindepthunderstandingofglobalmarketingpractices. ModuleI International Marketing: Meaning and Definition; Scope and Importance of International marketing; International, multinational and global marketing. Reasons for international marketing; Forces restricting international marketing; Management orientation to internationalmarketing;Challengesofinternationalmarketing. ModuleII Internationaleconomicenvironment:Differenteconomicsystems;Bigemergingnations;Low income, middle income and high income countries. International trade environment; Preferential trade agreements; Specific trading groups; International social and cultural environment;Understandingculture.Political,legalandregulatoryenvironment.Conceptof sovereignty; Political risk; International legal system; Business issues in legal systems; Approachestodisputesettlement.Internationalregulatoryenvironment;WTO. ModuleIII International market entry strategy: Factors influencing entry strategy; Modes of entry; Exporting; Problems in exporting; Measures of import restriction and export promotion; International payment system. Licensing; Foreign Direct Investment; Strategic Alliances; Globalstrategicpartnershipandrelationshipenterprise. ModuleIV Internationalmarketingmixstrategy:Internationalproductstrategy;Factorsaffecting product strategy; International promotion strategy; Integrated marketing communications; Global advertising; Global personal selling; Global sales promotion and publicity; Internationaldistributionstrategy. ModuleV International marketing information system and marketing research; Steps in international marketing research; Special issues in international marketing research. International marketingorganisationsystem;Internationalmarketingcontrolsystem.Foreigntradepolicy ofIndia;EximPolicy;AnalysisofforeigntradeofIndia. Books: 1.Keegen,WarrenandMarkGreen:GlobalMarketing,PrenticeHallofIndia,NewDelhi. 2.Cateora,PhilipR,andJohnLGraham:InternationalMarketing.TataMcGrawHill,NewDelhi 2005. 3.Kripalani,V.H.:InternationalMarketing,PrenticeHallofIndia,NewDelhi. 4.MinistryofCommerce,GovernmentofIndia:ExportImportPolicy199297. 5.U.CMathur:InternationalMarketingTextandcases:Sagepublications 49

Marketingelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EM06SERVICEMARKETING 60Hours4credits Courseobjectives: Todevelopinsightsintoemergingtrendsinservicesectoroftheeconomy,and, Togainpracticalknowledgeinmarketingserviceproducts. ModuleI EmergenceofServiceeconomy:Natureofservices;Uniquecharacteristicsofservices;Goods and services marketing; Classification of services; Origin and growth of Service marketing. Servicemarketingmix; ModuleII Serviceproductdevelopment:Theserviceencounters;Serviceconsumerbehaviour; Servicemanagementtrinity;Serviceexperience;Servicequality.Servicefailureand recovery;Serviceblueprinting. ModuleIII Servicevisionandservicestrategy;Qualityissuesandqualitymodelsofservicemanagement; Quality function deployment; Customer defined service standards; servicescape; Customer satisfaction;Customersatisfactionsurveys;integratedmarketingofservices. ModuleIV Demand and supply management for services; Advertising, branding and packaging of services;Employeesrolesinservicedelivery.Customersroleinservicedelivery. ModuleV Marketing of Various Services: Marketing of financial services; Marketing of Healthcare services;MarketingofTourismservices;Marketingofeducationalservices;Marketingoflegal andprofessionalservices. Books: 1.Zeithaml,ValarieAandBitner,MaryJo:ServicesMarketing,Tata McGrawHill,NewDelhi2004. 2.Woodruffe,Helen:ServicesMarketing,MacmillanIndia,NewDelhi. 3.ChristopherLovelock,etal,ServicesMarketing,Pearson,2011 HumanResources,PrenticeHallInc,NewJersey1995. 4.McDonald,MalcomandPayne:AMarketingPlanningforServices, Heinemann,Butterworth1996. 50

Marketingelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EM07MARKETINGRESEARCH 60Hours4credits Courseobjectives: Tounderstandtheprocessofsystemsanalysisanddesign,and, Togainapracticalorientationtostructuredsystemsanalysisanddesign. ModuleI Marketing Research scope and importance; Marketing research management; Role of Marketing Research in strategic decision making; Marketing research and market research; Costvalueanalysisofmarketingresearch;limitationsofmarketingresearch;Ethicalissuesin marketing research issues connected with the client, researcher and the informants. Marketing information system need, importance and functions; Components of Marketing Informationsystems;MarketinginformationsystemsVsMarketingresearch; ModuleII Marketing research process; major steps in marketing research process; Types of research exploratoryresearchandconclusiveresearch;Descriptiveresearchvsexperimentalresearch; Qualitative research vs quantitative research; Data sources internal and external sources; Methods of research survey, observation, Focus Group Discussion; Depth Interviews; Content Analysis; Projective Techniques; Research design meaning and importance of research design; types of research designs; Uses of research designs; Sampling technique; theoriesofsampling;typesofsampling;samplingdistribution;determinationofsamplesize. ModuleIII MeasurementandScalingtechniquesnominalscale;ordinal scale; intervalscaleandratio scale; variables and attributes; Attitude scaling Likert scale; Semanticdifferential scale; Stapelscale;Questionnairedesignfactorstobeconsideredinquestionnairedesign; ModuleIV Data analysis and interpretation tools of data analysis; hypothesis setting and testing; parametric and nonparametric tests; Z test, ttest; Chi Square test; AVOVA Univariate and multivariate; Analysis of experimental designs; Use of MS Excel and SPSS package for data analysis Cluster analysis; Conjoint analysis, Factor analysis; Multidimensional analysis, Discriminantanalysis.Reportwriting. ModuleV Market research; product research; packaging research; consumer research; motivation research; Communication research; sales research; advertising research; testing of media effectiveness;pretestandposttest;copyresearch. Books: 1.ParasuramanA,DruvGrewalandR.Krishnan:MarketingResearch,Biztandra, NewDelhi2004. 2.Nargundkar,Rajendra:MarketingResearchTextandCases,TataMcGrawHill,NewDelhi 2004. 3. Green, Paul E., Donald S.Tull and Gerald Albaum: Research for Marketing Decisions, PrenticeHallofIndia,NewDelhi1998. 4.Hair,Joseph:MarketingResearch,TataMcGrawHill,NewDelhi2005. 5.Malhotra,Naresh:MarketingResearch,PrenticeHallofIndia,newDelhi2002. 6.Luck,DavidandDonaldRubin:MarketingResearch,PrenticeHallofIndia,New 51

Marketingelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EM08PRODUCTMANAGEMENT 60Hours4credits Courseobjectives: Tounderstandtheprocessofsystemsanalysisanddesign,and, Togainapracticalorientationtostructuredsystemsanalysisanddesign. ModuleI ProductmanagementIntroductionandimportanceofproductmanagement.Productcore, tangibleandaugmented.Typesofproducts;Roleofproductmanagerindifferentindustries; Demand forecasting; market segmentation; product plan components of product plan; Productdifferentiation;productdeletion.Futureofproductmanagement. ModuleII New product development stages of new product development; Product modification; Product variants; diffusion and adoption process; Industrial and consumer innovations; Diffusion of innovation cycle; New product launch strategies; successes and failures. Packagingmethodsandstrategies.Channelmanagementandtheproductmanager;Customer contact and the product manager; Channel selection; Monitoring profitability by channel; Customerrelationsandtheproductmanager;Customeracquisition; ModuleIII Product positioning; Organising product teams; product policy; product life cycle; new productdemandforecasting;modelsofdemandforecasting;productportfoliomodels. ModuleIV Category attractiveness analysis aggregate market factors, Category factors and environmental analysis. Competitor analysis assessing competitors current objectives and strategies, Differential advantage analysis; Customer analysis; eyond category brand extension. ModuleV Developing product strategy Elements of product strategy; Strategic options for product; Product strategy over the life cycle; Financial analysis for product management: Sales analysis; Profitability analysis. Case studies in new product introductions and product management. Books: 1.Lehmann,DonaldRandWiner,RusselS.:ProductManagement,TataMcGraw Hill.,NewDelhi2004. 2.Majumdar,Ramanuj:ProductManagement,PrenticeHallofIndia. 3.Ulrich,KarlT.andEppinger,StevenD:ProductDesignandDevelopment,Tata McGrawHill,NewDelhi2004. 52

Marketingelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EM09BRANDMANAGEMENT 60Hours4credits Courseobjectives: Tounderstandthestrategicsignificanceofbrandbuilding,and, Tounderstandtheformulationandimplementationofbrandbuildingstrategies. ModuleI Concepts of Brand: Importance of branding; types of branding; Brand awareness; Brand essence; Brand personality; Brand identity; Brand associations, brand image and; Brand loyalty;Brandequity;Productvscorporatebranding.Newbanddevelopment. ModuleII Brandingstrategies:Brandnameselection;Brandbuildingtools;Brandextensiondecisions; Related extension and unrelated extension; family vs individual brand names; Multiple branding;Privatevsnationalbranding. ModuleIII Brand positioning and relaunch: Brand building and communication. Brand repositioning. Indiancasesonbrandpositioningandrepositioning. ModuleIV Evaluationofbrandequity:Modelsforevaluationofbrandequity. ModuleV Brandingforinternationalmarkets.Protectionofbrandassets.Brandaudit; Books: 1.Aaker,DavidA:ManagingBrandEquity,FreePress,NewYork. 2.SenGupta,Subrato:BrandPositioning,TataMcGrawHill,Delhi2004. 3.Chaturvedi,M:NewProductDevelopment,WheelerPublications,NewDelhi. 4.Kapferer,J.N.:StrategicBrandManagement,KoganPage,NewDelhi,2012. 5.Kuller,K.L.:StrategicBrandManagement,PrenticeHall,NewDelhi. 6.Moorthy,Y.L.R.:BrandManagement,VikasPublicationHouse,NewDelhi.2012 7.Aaker,DavidA:BuildingStrongBrands,FreePress,NewYork1996. 53

FinanceElective MASTEROFBUSINESSADMINISTRATION BUS3EF01STRATEGICFINANCIALMANAGEMENT 60hours4credits ModuleI Strategic financial management an overviewAgency theoryConflict of interest. Business valuationmethodsdividendyieldmethodearningsyieldmethodearningsratiomethod ROIvaluationmethod.Capitalassetpricingmodeldividendgrowthvaluationmodel. ModuleII Valuation of securities: approaches to corporate valuation, valuation of equities including cashflow,dividendsandearningsapproachvaluationofdebtvaluationofconvertiblesand derivatives.BlackScholesmodelvaluationformergersandacquisitions. ModuleIII Corporate restructuring Broad areas of restructuring rationale for diversification techniques for corporate restructuring expansion techniques joint ventures, business alliances,foreignfranchises,intellectualpropertyrightsDisinvestmenttechniquesselloff demerger(spinoff)managementbuyoutliquidationleveragingbuyoutothertechniques goingprivatesharerepurchasebuyinreversemerger. ModuleIII Mergers and acquisitions types of amalgamations methods of take over motives and strategies influencingM&A Motives of cross boarderM&A Categories of M&A methods of payment in M&A steps in merger transactions tax benefits of merger transactions reversemergersstepsinreversemergersdefensivestrategiesinhostiletakeovers. ModuleIV Corporate restructuring Broad areas of restructuring rationale for diversification techniques for corporate restructuring expansion techniques M&A , takeovers , joint ventures, business alliances, foreign franchises, intellectual property rights Disinvestment techniques sell off demerger (spin off) management buy out liquidation leveraging buyoutothertechniquesgoingprivatesharerepurchasebuyinreversemerger. ModuleV Financial reorganization leverage buyout concept of LBOs stages of LBO operation sourcesofvaluegenerationthroughLBO.InternationalsourcesoffinanceGDR,ADR,ADS. References 1.GP.Jakhotiya,StrategicFinancialManagement,Vikas 1.Ravi.M.Kishore:Financialmanagement 2.PrasannaChandra:Financialmanagement 3.I.M.Pandey:Financialmanagement 54

FinanceElective MASTEROFBUSINESSADMINISTRATION BUS3EF02INTERNATIONALFINANCE 60hours4credits ModuleI Balance of payments Structures Disequilibrium Adjustment mechanism Relation between balance of payments and foreign exchange rates Theories of exchange rates macroeconomicfactorsaffectingexchangerateseffectsofexchangeratechanges. ModuleII ExchangeratedeterminationUnderbrettonwoodssystemthepresentsystemoffloating ratesvalueofIndianrupeeHowitwasandindeterminedtherecenttrendsinexchange rateoftherupeetheissueofconvertibilityofrupee. ModuleIII IMFitsfunctionsspecialschemesoflandingconditionalitiesofIMFloansIMFsrolein providinginternationalliquiditySDRsInternationalfinancialmarketsandinstruments ModuleIV Foreign exchange markets in India the role of RBI Markets abroad Foreign exchange operations of banks Exchange position and fund position Vostro and Nostro accounts Forward markets Forward margins Factors affecting forward rates Swap operation arbitrage operations Option delivery Early delivery Cancellation and extension of forwardcontracts ModuleV ExchangeratequotationsInterbankcustomsratesfordifferenttypesofforeignexchange transactionsTTs,MTs,Drafts,BillofexchangeMeaningoftransfersbetweencountries. Reference: 1.M.L.Thingan:Internationaleconomics 2.HLBhatia :InternationalEconomics,Vikas 2.S.K.Varghese:Foreignexchangeandfinancingofforeigntrade 3.S.S.M.Desai:Internationaleconomies 4.AvadhaniVA:InternationalFinance,Theory&Practice 5.Indianinstituteofbankers:Financeofforeigntradeandforeignexchange 6.MauriceLevi:Internationalfinance 55

FinanceElective MASTEROFBUSINESSADMINISTRATION BUS3EF03FOREXMANAGEMENT Time60hours4credits ModuleI Meaning of the Term Foreign Exchange, Exchange Market, Statutory basis of Foreign Exchange, Evolution of Exchange Control, Outline of Exchange Rate and Types, Import Export Indias Forex Scenario: BOP crisis of 1990, LOERMS, Convertibility.3 Introduction to International Monetary Developments: Gold standard, Bretton Woodss system, Fixed FlexibleExchangeRateSystems,Euromarket. ModuleII Finance Function: Financial Institutions in International Trade. 5 Non resident Accounts: Repatriable and Non Repatriable, Significance for the Economy and Bank. Methods of in Trade Settlement: Open Account, Clean Advance, Documentary Credit, Documentary Collection.DocumentaryCredits(LetterofCredit):TypesofLCParties,Mechanismwith illustration. ModuleIII Documents involved in International trade: Statutory Documents, Financial Documents, TransportDocuments,RiskBearingDocuments.9INCOTERMS:C.I.F.,F.O.B.,C.I.P.Financing ofImportsbyOpeningofLetterofCredit:Documentsrequired,TradeandExchangeControl Formalities,SanctionofLCLimit.ExportFinance:FinancingofExport/DeemedExport:Pre ship,andPostShipFinance,ExportMethods,E.C.G.C.andotherformalitiesUniformCustom PracticesofDocumentaryCreditsUniformRulesCollection ModuleIV Introduction to Exchange Rate Mechanism: Spot Forward Rate, Exchange Arithmetic. Deriving the Actual Exchange Rate: Forwards, Swaps, Futures and Options. Guarantees in Trade:Performance,BidBondetc. ModuleV International Financial Institution International Monetary Fundfunctions Special Drawing Rights International Bank for Reconstruction and Development International FinanceCorporationInternationalDevelopmentAssociation References 1.M.VY.Phansalkar,AllaboutForeignExchange&ForeignTrade,Englishedition,2005. 2.Walter.OCHYMSKI,ForeignExchangeManagement,BooksorgePublication,2006. 3.JulianWalmsley,ForeignExchange&MoneyMarketsGuide,Johnwiley,2006. 4.BimitrisandN.Shyrafos,NewTechnologyofFinancialManagement,JohnWiley,2006. 5. Surendra.s.Yadav, P.K.Jain and Max Peyrard, Foreign Exchange Markets understanding derivatives&otherinstrucments,Macmillan. 6.B.P.Mathur,ForeignMoneyinIndia,Macmillan 7.Yarbrough,TheWorldEconomy,Trade&Finance,7thedition,CengageLearning. 8. Seethapathy.K.and Suhulakshmi.Y, Foreign Exchange Management, ICFAI. 9. Yadav, ForeignExchangeMarkets,Macmillan,2007. 10.ThomasvonUngern,StrategicForeignExchangeManagement,Blackwell Publishers,1990. 56

FinanceElective MASTEROFBUSINESSADMINISTRATION BUS3EF04RISKMANAGEMENTANDDERIVATIVES 60contacthours4credits ModuleI Investorsandriskmanagementevaluatingtheriskandreturn ofindividualsecuritiesand portfolios diversification, asset allocation and expected returndiversification and risk managementbankruptcycostsandcostoffinancialdistresstaxesandriskmanagement optimalcapitalstructureandriskmanagementshouldafirmhedgetoreduceriskfinancial distressandinvestment. ModuleII Measuring risk for corporationsmeasuring value at risk in a financial firm implementing VaRMeasuringcashflowatriskinanonfinancialfirmVaRCaRandfirmvaluetheimpact ofprojectsonVaRManagingfirmriskmeasuredbyVaR orCaRreducingthecostofriskforagivenlevelofVarorCaR. ModuleIII The growth of derivatives markets types of derivatives participants in the derivatives worlduses of derivativeseffective study of derivativesusing derivatives the right way for riskmanagement. ModuleIV Basicprinciplesofstockoptionswhatoptionsareandwheretheycomefromwhyoptions aregoodideaswhereandhowoptionstradetheoptionpremiumprofitsandlosseswith optionBasicoptionstrategiesusingoptionsasahedgeusingoptionstogenerateincome profit and loss diagram with seasonal stock positions improving on the market. Option pricingHistoricevolutionArbitrageandoptionpricingintuitionintoblackScholesThe blackscholes option pricing model calculating black schole prices from historical data implied volatilityusing blackscholes to solve forthe put premium option Greeks other derivatives. ModuleV Fundamentalsoffuturesmarkettheconceptoffuturescontractmarketmechanics marketparticipantstheclearingprocessPrinciplesoffuturescontractpricingspreading withcommodityfutureshedgingwithforwards,futuresandoptioncontracts Reference 1.RobertAStrong:Derivativesanintroduction. 2.Rene.MStulz:RiskManagementandderivatives 3.SureshSundaresan:Fixedincomemarketandtheirderivatives 4.RobertAStrong:Portfolioconstruction,managementandprotection 5.BhallaV.K:Financialderivatives 6.Hull,JohnC:Introductiontofuturesandoptionmarkets. 7.Financialderivatives:Dr.SSSKumar 57

FinanceElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EF05CORPORATETAXATION 60Hours4credits Courseobjectives: Toacquaintthestudentswiththecorporatetaxationlawsinthecountry,and, Togainenoughknowledgetomanagecorporatetaxes. ModuleI Income Tax Act basic concepts and definitions; Income; Agricultural income; Assessee; Person; Average rate of tax; Assessment year; Previous year; Residential status; Residence andincidenceoftax.HeadsofIncome. ModuleII Computation of income under the head Profits and Gains from Business or Profession; Chargeability; Deductions expressly allowed; Expensesallowable under certain restrictions; Expenses expressly disallowed; Maintenance of accounts; Compulsory audit of accounts; Computation of profits and gains; Problems on computation of income from business or profession. ModuleIII Computation of total income; Set off and carry forward of losses; Deductions from total income applicable to corporate assesses. Assessment of companies: Definition of company; Indiancompany;Domesticcompany;Foreigncompany;Obligationof companies; Computation of taxable income; Determination of tax liability; Problems on computationoftaxliabilityofcompanies. ModuleIV Taxplanning:Taxavoidance;Taxevasion;Taxmanagement;Taxplanningwithreferenceto financial management decisions such as Capital structure, intercorporate dividend and transfers, dividend policy and bonus shares. Tax planning with reference to specific managerial decisions like make or buy decisions, own or lease decisions, repair or replace decisionsandshutdownorcontinuedecisions. ModuleV Tax planning with respect to managerial remuneration, mergers and acquisitions, foreign collaborationsandjointventures,Implicationsofavoidanceofdoubletaxationagreements. Books: 1. Ahuja, G.K. and Gupta, Ravi: Systematic Approach to Income Tax, Bharat Law House, Allahabad1999. 2.Singania,VinodK.:DirectTaxes:LawandPractice,Taxman,Delhi1991.. 3.Prasad,Bhagavati:DirectTaxes:LawandPractice. 4.Sreenivas,E.A.:HandbookofCorporateTaxPlanning,TataMcGrawHill,NewDelhi1986. 58

FinanceElective MASTEROFBUSINESSADMINISTRATION BUS4EF06FINANCIALSERVICES 60Contacthours4credits ModuleI Indian financial system an overview. Money market call money market commercial papermarketcommercialbillmarketcertificatesofdepositstreasurybillmarketgilt edgedsecuritiesmarket.Capitalmarketanoverviewcapitalmarketinstrumentscapital marketreformsprimarymarketsmethodsofraisingfundsfromprimarymarketpublic issueglobalmarketsissueofAmericandepositoryreceiptsandglobaldepositoryreceipts guidelinesontheirissueemergingtrends. ModuleII Financial services nature characteristics role of financial services in economic development relevance of the study of financial services factors influencing the growth anddevelopmentoffinancialservicesindustrytypesoffinancialservices ModuleIII MerchantbankinghistoricalperceptivenatureofservicesprovidedbyMerchantbankers structure of merchant banking firm setting up and managing a merchant bank SEBI regulationsonmerchantbanksunderwritingstockbrokingdepositoriestaxplanning servicesportfoliomanagementservicesfactoringservicesandpracticescardbusiness creditcardsanddebitcards. ModuleIV Credit rating: approaches and process of rating credit rating agencies CRISIL and ICRA, CARE ratings for financial instruments methodology of rating. Leasing: concepts and classificationofleasingpresentlegislativeframeworkofleasingleaseevaluation(lessors andlesseespointofview)taxaspectsofleasing.Hirepurchase:introductionconceptsand characteristicslegalaspectsandtaximplicationsfinancialevaluation. ModuleV Stock exchange business and practices insurance role of insurance in financial frame workgeneralinsurancelifeinsurancemarineinsuranceandothers. References 1L.M.Bhole:FinancialInstitutionsandMarket 2I.FriendMBlume,JCrocket:MutualFundsandotherInstitutionalInvestors 3N.J.Yasaswy:PersonalInvestmentandTaxPlanning 4JuliaHolyoake,WilliamWeipers:Insurance4thedition 5M.Y.Khan:FinancialServices 6Sriam.K:Handbookofleasing,HirepurchaseandFactoring. 7Bhatt.R.S:Financialsystemforeconomicdevelopment 8PandeyI.M:VentureCapitalTheIndianExperience 9.PunithavathyPandian:FinancialServicesandMarkets,Vikas 59

FinanceElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EF07BEHAVIOURALFINANCE 60Contacthours4credits Objectives: Togiveabroadideaaboutthebasicconceptsofbehavioralfinance Toequipthestudenttomanagepersonalfinance. ModuleI: Conventional finance and challenges to market efficiencyexpected utility, prospects heorymental accountingHeuristics and biases, over confidence and emotions. Financial decisionmakingStemmingfromheuristicsandbiases. ModuleII Investor psychology and asset pricingpreferences and anomalies in financial arkets Individualinvestoranomalousbehaviorinvestorproblems. ModuleIII Retirement schemes, pension schemes and client managementbehavioral explanation for anomaliesandbehavioralinvestingbehavioralcorporatefinance. ModuleIV WinnerscursebubbleandIPOsincrementstowinnerscursevaluationofuncertainty historicalbubblesexperimentalbubblesinternetbubbles. ModuleV Limits to arbitragesystematic tradingarbitrage theoryrelative miss pricing closed ended mutual fundsequity carve outssystematic noise. Anomaliespost earning announcementdrifts,eventstudies,testofjointhypothesis. References: 1.Nafsingr,J.R.2001:Investmentmadness,PrenticeHall 2.Plous:1993:ThepsychologyofJudgmentanddecisionmaking:McGrowHill 3. Mitchell O.S & S.P. Utkus: Pension design and structureNew lessons from Behavioural Finance.McGrowHill 60

FinanceElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EF08TREASURYMANAGEMENT 60Hours4credits Courseobjectives: To gain an indepth understanding of the concepts, tools and techniques of Treasury managementtraining,and, Tolearntreasuryoperations. ModuleI Scope and Function of Treasury Management; Structure and Organization of Treasury Management Role of CFO Function s of Treasurer and Controller Responsibilities of Treasurer ModuleII InternalTreasuryControl;StructureandOrganizationofTreasuryAccountingandControl VariousMeasuresofControlsinsightsintoInformationSystemsandReportingStandards measuringTreasuryPerformance. ModuleIII TaxPlanningandTreasurer;WhatisTaxPlanning?AvoidanceandEvasionTaxPlanning. Managing Bankruptcy; Definition of Bankruptcy Factors of Leading to Bankruptcy SymptomsofBankruptcyBankruptcyCostsBankruptcyPredictionModelsCaseStudy Barings ModuleIV ManagingCustomerandInvestorRelationships; ServicesRenderedbyBanksTheIndian BankingServicesInvestorRelationsProgramsDisseminating InformationPlanningfor ContingenciesDealingwithHostilePress. ModuleV Funds Management in Banks; Cash and Liquidity Management Reserve Management Investment Portfolio Management Transfer Pricing Assets and Liability Management ForexManagement Books: 1.R.M.SREEVATAVAMANAGEMENTOFFINANACIALINSTITUTIONS 2.BANKMANAGEMENTINDIANINSTITUTEOFBANKMANAGEMENT 3.N.S.BHOLEFINANCIALINSTITUTIONSANDMARKETS 4.MeeraSharma:Managementoffinancialinstitution 61

HRMElective MASTEROFBUSINESSADMINISTRATION BUS3EH01HUMANRESOURCEPLANNINGANDDEVELOPMENT 60Hours4credits Courseobjectives: 1.TogivethestudentsadeepunderstandingofprocessofHRplanning,and 2.TofamiliarizethemwiththemethodsforHRdevelopment. ModuleI Introduction to HR planningmeaning and definition, objectives of HRP, benefits of HRP, problemsofHRP,processofHRP,HrdemandforecastingtechniquesHRsupplyforecasting skillinventoriesmanagementinventories,wastageanalysis.Redundancystrategies,retention strategy,retentionplan,macrolevelmanpowerplanningandlabourmarketanalysiswork flow mapping, recruitment and succession planning. Macro level manpower planning and labor market analysis; Organizational HR Planning; Stock taking; Workforce flow mapping; Ageandgradedistributionmapping.Recruitmentandsuccessionplanning. ModuleII Job analysis, meaning and definition, job description and job specifications, steps in job analysis,processofjobanalysis,methodofcollectingjobdata.Whyjobanalysis,jobdesign careermanagementandcareerplanningselectionprocess. ModuleIII Performance management: Performance planning; Potentials appraisal and career development;Toolsformeasuringperformance. ModuleIV HRDclimate;workculture;Qualityofworklife(QWL)andmanagementof change;TQMand HRDstrategies;HRDinstrategicorganization ModuleV HR Information systems; HR Valuation and accounting; HR Audit; Culture Audit; Career assessmentModels. Books: 1.Bernardin,JohnH:HumanResourceManagement,TataMcGrawHill,NewDelhi2004. 2.ArthurM,CareerTheoryHandbook,PrenticeHallInc,EnglewoodCliff,1991. 3.Belkaoui,A.R.andBelkaoui,JM,HumanResourceValuation:AGuideto StrategiesandTechniques,QuarumBooks,Greenwood,1995. 4.Dale,B,TotalQualityandHumanResources:AnExecutiveGuide,Blackwell, Oxford,1992. 5.Greenhaus,J.H.,CareerManagement,Dryden,NewYork,1987. 6.Mabey,CandSalama,G.,StrategicHumanResourceManagement,Blackwell, Oxford,1995. 62

HRMElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3EH02MANAGEMENTOFINDUSTRIALRELATIONS 60Hours4credits Courseobjectives: 1.Tosensitizethestudentstothetasksofindustrialrelations,and, 2TofamiliarizethemwiththecurrentIRpractices. ModuleI Industrialrelationsperspectives;IRandtheemerging socioeconomicscenario IR andthe state legal framework of IR; Industrial conflict and disputes. Salient features of Industrial Employment(StandingOrders)Act,1946. ModuleII IR and Trade Unions; Role and future of trade unions; Trade union and the employee; Industrial unrest; Trade union and the management; Plant level labor relations; Works committees;Jointmanagementcommittees. ModuleIII Discipline and grievance management; Negotiation and collective settlements; Participative managementandcoownership;Productivitybargainingandgainsharing. ModuleIV Employee empowerment and quality management; Quality circles; Employee suggestion schemes;Industrialrelationsandtechnologymanagement. ModuleV RoleofstateinIR;Laboroffice,laborcourtsandindustrialtribunals;Conciliationand mediation. Books: 1.NilandJ.R.etel,TheFutureofIndustrialRelations,SagePublications,NewDelhi1994. 2. Mamkootam, K, Trade UnionismMyth and Reality, Oxford University Press, New Delhi 1982. 3. Papola T.S.and Rodgers,G, Labor Institutions and Economic Development in India, ILO, Geneva,1992. 4.Ramaswamy,E.A,TheRayonSpinnersTheStrategicManagementofIndustrialRelations, OxfordUniversityPress,NewDelhi1994. 5. Virmani, B.R., Participative Management vs Collective Bargaining, Vision Books, New Delhi,1988. 63

HRMElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3EH03ORGANISATIONALDEVELOPMENTANDCHANGE 60Hours4credits Objective:Thiscourseisaimedatprovidingthestudentswith aframeworkofwhatchange andorganisationDevelopmentis,howitworks,itschangetechniquesandwhatthefutureof OrganisationDevelopmentmightbe. ModuleI Nature of Change: Necessity for Change, factors affecting change, organisational factors affected by change, impact of change on structure, communicative patterns and human relations,Situationalanalysisandpatternsofchange,Learning,TrainingandDevelopment definitions,objectivesandinterlinkages,Basicconceptsof HumanResourcesDevelopment (HRD). ModuleII Change perspectives: Different perspectives related to change; changes as a strategic managementtool;changeforinternalreorganisation;impactofchangeonHumanResources Planning; Global perspectives related to change; quality consciousness as an emerging catalystforchange;culturalandclimaticfactorsaffectedbychange. ModuleIII Organisational transformation: Change cycles; leadership patterns and transformational strategies; resistance to change cause and counteractive measures; reward system as an effective tool to effect and sustain changes; impact of disciplinary measures on behaviour modification;BusinessProcessReengineering(BPR) ModuleIV Organisational Development for planned change : Introduction; definition; historical development and nature of OD; focussed activities individuals, roles, dyads, groups, inter groups, astargetsofplannedchange;problemarea; conflict,frustrationandstressimpact onbehaviourandproductivity,copingstrategies;intragroupandintergroupconflicts;major ODinterventionstrategiesandtheirexpectedeffects. ModuleV Team intervention strategies: Team and groups; Team building interventions; leadership skills for team building; sensitivity training (Tgroups); Transactional analysis; communicating skills and group dynamics; developmental activities based on simulations, roleplaysandgames. References: 1. Dipak Kumar Battacharyya, Organisational Change and Development, Oxford University Press,NewDelhi,2013. 2. ThomasG.CummingsandChristopherGWorley,CengageLearning,2009 3. BobHamlin,JaneKeepandKenAsh,OrganisationalDevelopmentandChange 64

HRMElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3EH04GLOBALHUMANRESOURCEMANAGEMENT 60Hours4credits Objectives: The objective of the course is to develop a diagnostic and conceptual understanding of the cultural and related behavioral variables in the management of global organizations. ModuleI: International organization approaches to the study of comparative employment policy convergence theory, Marxist theory, the cultural approach the institutionalism perspective/functionsGlobalizationandHRM. ModuleII: International HRM models Poles adaptation of the Harvard model the Brewster and Bournois model of International HRM controversy International HRM Problems of global research evidence of international HRMInternationalization of business types of global businessImpactofintercountrydifferencesonHRM. ModuleIII: InternationalstaffingPoliciesandpracticesTechniquesand sourcesofglobalrecruitment ,selection processglobal labour market differencesglobal compensation Managerial transfersGlobal Management Development techniques management qualifications and characteristics, motivation and retention of talent, 360 degree feedback international adjustmentsrepatriation. ModuleIV: ComparativeLabourRelationsInternational PressuresonNational PracticesMultinational Ownershipandcollectivebargainingwomeninglobalbusinessqualitycirclesparticipative managementAnoverviewofHRMinUSA,UK,Japan,WestGermanyandRussiaInnovative managementtechniquesandtheirinfluences Module V: HRM in Global Organizations Ethics in International business Western and EasternManagementthoughtsintheIndiancontext. References: 1. Dennis R. Briscol & Randall S. Schuler, International Human Resource Management, Routledge 2. Peter Y Dowling, Marion Festing & Allen D Engle, International Human Resource Management. 3. WillyMcCourtandDerekEldridge,GlobalHumanResourceManagement 65

HRMElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EH05MANAGEMENTOFTRAININGANDDEVELOPMENT 60Hours4credits Objectives: To familiarize the students with the requirements for designing appropriate systems for management of organizational career development, roles identity and with the conceptsoftheManagerialcompetencyapproachanditsrelevancetocareermanagement. ModuleI:Trainingprocessan overviewtraining,developmentandeducation,structureof trainingoriginationrolecompetenciesandpositionsoftrainingprofessionalstrainingasa system, training process modelsevolution of training rolestrategic training and development process, implications of strategies for trainingtraining environment, models oforganizingandtrainingdepartments. Module II: Learning and learning stylesDavid Kolbs learning style model, VAK model, principles of learning, Blooms taxonomy, andragogy and pedagogy, synergogy for team learninglearning theories, reinforcement theory, social learning theory, goal theory, need theory,expectancytheory,adultlearningtheory,informationprocessingtheory,learningand knowledgemanagementRobertGagnesThenineeventsofinstruction. Module III: Training needs analysis, organization analysis, person analysis, task analysis. Need assessment techniques, training design and developmentPrinciples, design process, Types of costs in training program, lesion plans Training implementation, approaches, seating arrangements, selection and training of trainees, training aids, teaching and facilitationskills. Module IV: Technical trainingtraining for TQM, attitudinal training, training for managementofchange,trainingforproductivity,trainingforcreativityandproblemsolving, training for leadership. Training communication, evaluation process .Donald Kirkpatricks evaluationmodeloutcomesusedinevaluationtrainingprogramMethodsofdatacollection fortrainingevaluationcostbenefitanalysis,Futureoftraininganddevelopment. Module V: Management developmentobjectives of MDMethods of MD, models of managementdevelopment.Compulsorycaseanalysis. References: 1.LyntopR.Pareek.U:Trainingfordevelopment. 2.BuckleyRandCaple:ThetheoryandpracticeofTraining 3.Peppar,AllanD:Managingthetraininganddevelopmentfunction. 4.JohnPatrick:TrainingResearchandpractice. 66

HRMelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EH06PERFORMANCEMANAGEMENT 60Hours4credits Courseobjectives: Togainanindepthunderstandingoforganizationalandmanagerialperformance, and, To gain practical knowledge in setting up team management, target setting and achievement. ModuleI Concepts of organizational performance: Vision and mission: Communicating and living shared view; Competencies and behaviors for effective performance; Establishing the skills, knowledge and attitude required for the organizations future; Recruiting and developing against the agreed competencies; Performance standards and targets; Clarifying, communicatingandreviewingorganizationalgoalsandtargets;Linkinggroupandindividual responsibilitiestoorganizationalperformance. ModuleII Performance management: Meaning and importance of Managerial Performance; Critical successfactorsanalysisformanagerialperformance;BusinessSystemanalysis;Management styles and performance; Style of communication; Performance appraisal: Instrument for performance appraisal; Evaluation of managerial performance. Setting performance standards;measurementofperformance;Timemanagement; ModuleIII Management style: Relationship orientation; Task orientation; Working in teams: Team development;coachingandtraining;LeadershipSkillsandMotivation.Settingobjectivesand targets;Settingsmartgoals;chasingtargets; ModuleIV Indicatorsofperformancefordifferentlevelsofmanagement;Criteriaforevaluating performance of junior level managers, middle level managers and top level managers; Trackingperformance;Feedbackmanagementforperformanceimprovement. ModuleV Organizational culture and managerial performance: Developing appropriate culture for superior performance; Focusing individual and organizational learning on improved performance;RewardsandperformanceDefiningappropriaterewardsystems;Ensuringthe linkbetweenperformanceandrewards;Limitationsandboundariesofperformancerelated rewards;Usingeffectivemethodsofreviewingperformanceanddevelopment;Performance basedculturesandstructures. Books: 1. White,Alasdair.:PerformanceManagement 2. RobertBacal,PerformanceManagement,McGrawHill 3. HarvardBusinessEssentials,PerformanceManagement 4. HermanAguinis,PerformanceManagement 67

HRMelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EH07IndustrialRelationsandLabourLaws 60Hours4credits This subject introduces the tradeunions and the industrial relations climatealong withthe relevantlabourlegislationsthatareneededforahumanresourcemanager. ModuleI Trade Union & conflict settlement laws background objects of registration, withdrawal of registration,amalgamation,dissolutionofunions,rightsandliabilitiesoftradeunions. ModuleII Regulations of service conditions and disciplinary matters, Industrial Employment Standing OrdersAct(1946),includingmodifications. ModuleIII Subsistence allowancedisciplinary proceedings and domestic enquiry, prevention and settlement of industrial conflicts authorities under the act, general principles of labour adjudicationsettlementandaward,nonemploymentmattersstrikeandlockout,layoffand retrenchment,VRS,prohibitionagainstchangeofservicecondition,pendingproceedings. ModuleIV Social Security LegislationsESI Act (1948), Payment of Gratuity Act (1972), Employees Provident Fund Deposit Linked Income Fund (1942), Maternity Benefit Act (1961), Workmans Compensation Act. Economic and Welfare Legislations Minimum Wages Act (1948),PaymentofWagesAct(1936),PaymentofBonus Act(1965),Factories Act(1948), ShopsandCommercialEstablishmentAct. ModuleV CaseLaws Books 1. Sinha,IndustrialRelations,TradeUnionsandLabourLegislation,Pearson,2004 2. Monappa,IndustrialRelations,McGrawHill 3. MarkBray,IndustrialRelations,McGrawHill 68

HRMelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EH08PersonalityandManagerialPerformance 60Hours4credits

Togiveanoverviewofpersonalityanditsinfluenceinmanagerialperformance UnitI Concept and Definition of personality: Introduction to major theories of personality (psychoanalytical theory; need based theories; self theory) Stages in the development of humanpersonalitydisordersandintroductiontoabnormalbehaviour. UnitII Perception of self and others; influences in perception; interpersonal affinities and relationships. Development of emotions: Theories of emotional behaviour: adaptive and disruptiveemotionsinfluencesonbehaviour. UnitIII Personalityrelatedmeasurements:Testingofintelligence,ability,attitudesandaptitude.Use of Testing Instruments, questionnaires and direct interview; Designing and application of measuringinstrumentsintheorganizationalcontext. UnitIV Frustration, conflict and anxiety different approaches to handling stress and causative factorsforstress:Influenceofstress,physicalandmentalprocess;Stressmanagement. UnitV Counselling Emergence and Growth, Counselling process, strategies and interventions Change in Behaviour through Counselling Problems in Counselling, Application in organisationalsettings. Books 1. DavidJechowDuncan,TheRelationofPersonalitytoManagerialPerformance, 2. RobertRSpillaneandJohnMartin,PersonalityandPerformance 69

HRMelective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EHConflictResolutionandNegotiations 60Hours4credits This course is designed to introduce students to conflict resolution and negotiation and tacticsthatcanbeeffectivelyusedinanorganizationalsetting. ModuleI Role of conflict in organizationsleadership approaches to conflict situation managerial approachestoconflictindividualdifferencespowerandinfluence ModuleII Conflict and organizational culture,negotiation strategies and conflict resolution, superior/subordinateinteractionsandconflictresolutionethicsinconflictresolution ModuleIII Negotiations:Nature,outcomesDistributivenegotiationsStrategyandplanning ModuleIV Integrative bargaining Targets and aspirations Contigent contracts Trust and relationships ModuleV Negotiationsimulationsinbasketexercisescasestudies Books HarvardBusinessReviewonNegotiationsandConflictResolution 70

InternationalBusinessElective MASTEROFBUSINESSADMINISTRATION BUS3EI01STRATEGICFINANCIALMANAGEMENT 60Hours4credits ModuleI Strategic financial management an overviewAgency theoryConflict of interest. Business valuationmethodsdividendyieldmethodearningsyieldmethodearningsratiomethod ROIvaluationmethod.Capitalassetpricingmodeldividendgrowthvaluationmodel. ModuleII Valuationofsecurities:approachestocorporatevaluation,valuationofequitiesncludingcash flow, dividends and earnings approach valuation of debt valuation of convertibles and derivatives.BlackScholesmodelvaluationformergersandacquisitions. ModuleIII CorporaterestructuringBroadareasofrestructuringrationalefordiversification techniques for corporate restructuring expansion techniques joint ventures, business alliances,foreignfranchises,intellectualpropertyrightsDisinvestmenttechniquesselloff de merger (spin off) management buy out liquidation leveraging buyout other techniquesgoingprivatesharerepurchasebuyinreversemerger. ModuleIII Mergers and acquisitions types of amalgamations methods of take over motives and strategies influencingM&A Motives of cross boarderM&A Categories of M&A methods of payment in M&A steps in merger transactions tax benefits of merger transactions reversemergersstepsinreversemergersdefensivestrategiesinhostiletakeovers. ModuleIV Corporate restructuring Broad areas of restructuring rationale for diversification techniques for corporate restructuring expansion techniques M&A , takeovers , joint ventures, business alliances, foreign franchises, intellectual property rights Disinvestment techniques sell off de merger (spin off) management buy out liquidation leveraging buyoutothertechniquesgoingprivatesharerepurchasebuyinreversemerger. ModuleV Financial reorganization leverage buyout concept of LBOs stages of LBO operation sourcesofvaluegenerationthroughLBO.InternationalsourcesoffinanceGDR,ADR,ADS. References 1. RobertAllenHill,StrategicFinancialManagement 2. RajniSofatandPreethiHiro,StrategicFinancialManagement 3. SamuelC.WeaverandJohnFredWeston,StrategicFinancialManagement 4. Ravi.M.Kishore:Financialmanagement 5.PrasannaChandra:Financialmanagement 6.I.M.Pandey:Financialmanagement 71

InternationalBusinessElective MASTEROFBUSINESSADMINISTRATION BUS3EI02INTERNATIONALFINANCE 60hours4Credits ModuleI Balance of payments Structure of BOP: Current Account; Capital Account; Disequilibrium Adjustment mechanism Relation between balance of payments and foreign exchange rates Theories of exchange rates Purchasing Power Parity theory; Interest rate Parity Theory; Arbitrage in forward market: Covered Interest Arbitrage; International Fisher Effect Factors influencingexchangerates.Numericalproblemsincoveredinterestarbitragetobecovered. ModuleII International Monetary System Exchange Rate Mechanism The Gold Standard The Bretton woods system the present system of floating rates Alternative Exchange Rate Regimes: Fixed ExchangeRatesystems;FloatingExchangeRateSystemsconvertibilityofcurrency. ModuleIII IMF its functions special schemes of lending conditionalities of IMF loans IMFs role in providinginternationalliquiditySDRsInternationalfinancialmarketsandinstruments ModuleIV Foreign exchange markets Structure of Foreign Exchange Market Features of foreign exchange market; market participants spot market forward market foreign exchange rates exchange rate quotations Direct quotes and indirect quotes spot and forward transactions spot rate and forward rate forward premium and forward discount forward rate quotations : outright forward quote and swap quote factors affecting forward rates Cross rates Arbitrage in spot market:twocurrencyarbitrage;TriangulararbitrageTTratesandBillrates. Numerical problems in direct and indirect quotes, cross rates and two currency and three currencyarbitragetobecovered. ModuleV Foreigncurrencyderivatives(Theoryonly)currencyforwards,currencyfutures,currencyoptions and swaps Foreign exchange risk and exposure operating exposure, transaction exposure and translation exposure Management of foreign exchange exposure with hedging Internal hedging (theory only): leading and lagging, exposure netting, currency risk sharing, hedging through sourcing and hedging by choosing the currency of invoice external hedging: hedging withforwardandfutures(theoryonly);moneymarkethedging(theoryandproblem). Numericalproblemsinmoneymarkethedgingtobecovered. Reference: 1.MauriceLevi:Internationalfinance,Routledge 2. Bruce G Resnick and Cheol S Eun: International Financial Management, Tata McGrawHill PublishingCompanyLimited,NewDelhi. 3 . S. Kevin: Fundamentals of International Financial Management, PHI Learning Private Limited, NewDelhi. 4.ThummuluriSiddaiah:InternationalfinancialManagement,PearsonEducation,Delhi 5 .Vyuptakesh Sharan: International Financial Management, PHI Learning Private Limited, New Delhi 72

InternationalBusinessElective MASTEROFBUSINESSADMINISTRATION BUS3EI03INTERNATIONALMARKETING

60Hours4credits Courseobjectives: Tounderstandtheinternationalenvironmentformarketing,and, Togainanindepthunderstandingofglobalmarketingpractices. ModuleI International Marketing: Meaning and Definition; Scope and Importance of International marketing; International, multinational and global marketing. Reasons for international marketing; Forces restricting international marketing; Management orientation to internationalmarketing;Challengesofinternationalmarketing. ModuleII Internationaleconomicenvironment:Differenteconomicsystems;Bigemergingnations;Low income, middle income and high income countries. International trade environment; Preferential trade agreements; Specific trading groups; International social and cultural environment;Understandingculture.Political,legalandregulatoryenvironment.Conceptof sovereignty; Political risk; International legal system; Business issues in legal systems; Approachestodisputesettlement.Internationalregulatoryenvironment;WTO. ModuleIII International market entry strategy: Factors influencing entry strategy; Modes of entry; Exporting; Problems in exporting; Measures of import restriction and export promotion; International payment system. Licensing; Foreign Direct Investment; Strategic Alliances; Globalstrategicpartnershipandrelationshipenterprise. ModuleIV International marketing mix strategy: International product strategy; Factors affecting productstrategy;Internationalpromotionstrategy;Integratedmarketingcommunications; Global advertising; Global personal selling; Global sales promotion and publicity; Internationaldistributionstrategy. ModuleV International marketing information system and marketing research; Steps in international marketing research; Special issues in international marketing research. International marketingorganisationsystem;Internationalmarketingcontrolsystem.Foreigntradepolicy ofIndia;EximPolicy;AnalysisofforeigntradeofIndia. Books: 1.. Keegen, Warren and Mark Green: Global Marketing, Prentice Hall of India, New Delhi. 2. Cateora,PhilipR,andJohnLGraham:InternationalMarketing. TataMcGrawHill,NewDelhi 2005. 3.Kripalani,V.H.:InternationalMarketing,PrenticeHallofIndia,NewDelhi. 4.MinistryofCommerce,GovernmentofIndia:ExportImportPolicy199297. 5.U.CMathur:InternationalMarketingTextandcases:Sagepublications 73

InternationalBusinessElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS3EI04GLOBALHUMANRESOURCEMANAGEMENT

60Hours4credits Course objectives: The objective of the course is to develop a diagnostic and conceptual understanding of the cultural and related behavioral variables in the management of global organizations. ModuleI: International organization approaches to the study of comparative employment policy convergence theory, Marxist theory, the cultural approach the institutionalism perspective/functionsGlobalizationandHRM. ModuleII: International HRM models Poles adaptation of the Harvard model the Brewster and Bournois model of International HRM controversy International HRM Problems of global research evidence of international HRMInternationalization of business types of global businessImpactofintercountrydifferencesonHRM. ModuleIII: InternationalstaffingPoliciesandpracticesTechniquesandsourcesofglobalrecruitment ,selection processglobal labour market differencesglobal compensation Managerial transfersGlobal Management Development techniques management qualifications and characteristics, motivation and retention of talent, 360 degree feedback international adjustmentsrepatriation. ModuleIV: ComparativeLabourRelationsInternational PressuresonNational PracticesMultinational Ownershipandcollectivebargainingwomeninglobalbusinessqualitycirclesparticipative managementAnoverviewofHRMinUSA,UK,Japan,WestGermanyandRussiaInnovative managementtechniquesandtheirinfluences ModuleV: HRM in Global Organizations Ethics in International business Western and Eastern ManagementthoughtsintheIndiancontext. References: VSPRao:HumanResourceManagementTextandCases 74

InternationalBusinessElective UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EI05ELECTRONICCOMMERCE 60Hours4credits Courseobjectives: Tounderstandtheimportanceofdatabasesystemsforbusinessmanagement,and, Togainapracticalorientationtodatabasedevelopmentandmaintenance. ModuleI ElectronicCommerce(EC)Definition,ScopeandTypes:B2B,B2C,C2B,C2C,IntrausinessEC . Electronic Marketing Process, Interdisciplinary nature of EC. Driving orces of EC. Business modelsinEcommerce. ModuleII Ebusiness strategies and their implementation; Ecommerce for service oriented dustries Online publishing, Securities broking, Travel and Tourism, Job market services, Real estate, Cyberbankingandauctions;B2BElectronicCommerce:characteristicsandModelsofB2BE Commerce; ModuleIII Technology Infrastructure for ECommerce: The Internet T\technology and standards; Internet Protocols; EDI, Mark up languages, Web servers, browsers and Clients. Search Engines, Emails; Intranet and Extranet; Biometrics and grid computing. Development of E CommercePortals: ModuleIV Electronic payment systems: Online Credit card; Electronic fund Transfer and Debit Cards; Stored Value Cards and ECash, ECheque, Unified payment systems. Security schemas in ElectronicpaymentSystems. ModuleV MarketingforECommerce:ElectronicmarketinginB2B;RetailingontheNetOnlineshops, Online services, Career and job search services; Internet Marketing Technologies: Web transactionlogsandCustomerprofilingandtargeting;Datawarehousingandmining;Spam; MarketingandBrandingStrategiesinECommerce. OnlineMarketingResearch. Books: 1.Turban,Efraim,DavidKinget.el.:ElectronicCommerce:AManagerialPerspective,Pearson EducationAsia,Delhi2002. 2.Kalakota,Ravi:FrontiersofElectronicCommerce,AddisonWesley,Delhi1999. 3.Rayport,JeffreyFandJaworksi,BernardJ:IntroductiontoECommerce,TataMcGrawHill, NewDelhi2003. 4.SmanthaShurety,:EBusinesswithNetCommerce,AddisonWesley,Singapore2001. 5.Rich,JasonR:StartinganECommerceBusiness,IDGBooks,Delhi2000. 6.Laudon,KennethCandCarolGuercioTraver:ECommercebusiness. Technology.Society,PearsonEducation,Delhi2005. 7.StamperDavidA,andThomasL.Case:BusinessDataCommunications,Pearson Education,NewDelhi2005. 8.WillamStallings:BusinessDataCommunications,PearsonEducation,NewDelhi2004. 75

InternationalBusiness UNIVERSITYOFCALICUT MASTEROFBUSINESSADMINISTRATION BUS4EI06FOREXMANAGEMENT 60Hours4credits Module I: Meaning of the Term Foreign Exchange, Exchange Market, Statutory basis of Foreign Exchange, Evolution of Exchange Control, Outline of Exchange Rate and Types, Import Export Indias Forex Scenario: BOP crisis of 1990, LOERMS, Convertibility.3 Introduction to International Monetary Developments: Gold standard, Bretton Woodss system,FixedFlexibleExchangeRateSystems,Euromarket. Module II: Finance Function: Financial Institutions in International Trade. 5 Non resident Accounts: Repatriable and Non Repatriable, Significance for the Economy and Bank. Methods of IN Trade Settlement: Open Account, Clean Advance, Documentary Credit, Documentary Collection. Documentary Credits (Letter of Credit): Types of LC Parties, Mechanismwithillustration. Module III: Documents involved in International trade: Statutory Documents, Financial Documents,TransportDocuments,RiskBearingDocuments.9INCOTERMS:C.I.F.,F.O.B.,C.I.P. Financing of Imports by Opening of Letter of Credit: Documents required, Trade and Exchange Control Formalities, Sanction of LC Limit. Export Finance: Financing of Export/ Deemed Export: Pre ship, and Post Ship Finance, Export Methods , E.C.G.C. and other formalitiesUniformCustomPracticesofDocumentaryCreditsUniformRulesCollection Module IV: Introduction to Exchange Rate Mechanism: Spot Forward Rate, Exchange Arithmetic. Deriving the Actual Exchange Rate: Forwards, Swap[s, Futures and Options. GuaranteesinTrade:Performance,BidBondetc. Module V: International Financial Institution International Monetary Fundfunctions Special Drawing Rights International Bank for Reconstruction and Development InternationalFinanceCorporationInternationalDevelopmentAssociation References 1.M.VY.Phansalkar,AllaboutForeignExchange&ForeignTrade,Englishedition,2005. 2.Walter.OCHYMSKI,ForeignExchangeManagement,BookSorgePublication,2006. 3.JulianWalmsley,ForeignExchange&MoneyMarketsGuide,JohnWiley,2006. 4.BimitrisandN.Shyrafos,NewTechnologyofFinancialManagement,JohnWiley,2006. 5. Surendra.s.Yadav, P.K.Jain and Max peyrard, Foreign Exchange Markets understanding derivatives&otherinstruments,Macmillan. 6.B.P.Mathur,ForeignMoneyinIndia,Macmillan 7.Yarbrough,TheWorldEconomy,Trade&Finance,7thedition,CengageLearning. 8.Seethapathy.K.andSuhulakshmi.Y,ForeignExchangeManagement,ICFAI. 9.Yadav,ForeignExchangeMarkets,Macmillan,2007. 10. Thomas von Ungern, Strategic Foreign Exchange Management, Black well Publishers, 1990. 76

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