FOREWORD

It is with great pleasure and honor that I write a forward for the Model scheme of instruction
and syllabi for the Postgraduate Diploma in Management program prepared by the PGDM
Review Committee with Prof. --------------as its Chairman and other members. All India
Council for Technical Education has the onerous responsibility for uniform development and
qualitative growth of the Technical Education system and preparation of syllabi to maintain
uniform standards throughout the county. In pursuance to clause 10 (2) of the AICTE Act
1987 AICTE has the objective of bringing about uniformity in the curriculum of Management
Education. In that direction, the efforts of the PGDM Review Committee has been quite
commendable and praiseworthy. A painstaking effort was made by the Chairman, members
of the PGDM Review Committee and various working groups composed of experts from
leading institutions in framing of the Instruction and Syllabi. The Review Committee was
ably assisted by the official of the Academics Bureau in successfully organizing the meetings
making available necessary documents and follow up action on the minutes of the meetings.
Chairman
ADITYA GROUP OF INSTITUIONS

Acknowledgement
On behalf of the distinguished Committee members of the PGDM Review Committee, we
would like to thank the All India Council for Technical Education and The members of the
Committee are all seasoned professionals in their domain and this has helped in preparing this
report. We would like to acknowledge the support provided by the ADITYA
MANAGEMENT. This report provides program structure for PGDM and its course contents.
While all sincere efforts have been made in preparing this report, we would welcome
suggestions from all stakeholders to enhance the effectiveness of the report.
PGDM Review Committee

PGDM Review Committee

Prof. ---------------, Chairman

Prof. ----------------, Member

Prof. ----------------, Member
Prof. ----------------, Member
Prof. ----------------, Member
Prof. ----------------, Member
Prof. ----------------, Member
Prof. ----------------, Member
Prof. ----------------, Member
Prof. ----------------, Member
PREAMBLE
The Indian economy is growing at a very rapid pace. The regulatory and other changes have
brought with it a sweeping globalization of competition and interplay with global corporate
practices. There is a requirement for a large pool of trained management professionals in all
sectors, at various levels, to allows organizations in business and elsewhere, to meet the
challenges of global competition and growth. One way of building a stable talent pool within
organizations is to recruit PGDM students and groom them in the organizational and industry
specific skills and orientation. Talent is now recognized worldwide as the basis for innovation
and creativity. India is seen as a global resource base for the same. It is thus necessary to
ensure that adequate structure and quality perspective exists in the field of management
education to meet the needs of organizations adequately. Though the last part of the current
decade has seen a major expansion in management education capacity, the expansion is not
seen as uniform in terms of quality. This concern over quality has arisen mainly due to issues
with the structure and content of the programs. The basic level of coverage that should be
present as an academic foundation for preparing students for a career in management needs to
be clearly laid out. Guidelines for the structure of the PGDM, required for a specific
academic coverage that can meet the needs of organizations, are necessary to address this
concern over quality. An

Committee was notified for the terms of reference of the

Committee included the development of model syllabus for PGDM, suggest the total hours of
study, how to deal with specialization issues, and developing the framework which would
ensure adequate standards of post graduate education in management. The Committee met for

the purpose of putting forward a recommended structure and framework of the PGDM that
may enable consistency and quality in management education. It also suggested a suitable
syllabus for PGDM that may be modified and suitably updated every two years. This report
covers the PGDM program structure, contents, suggested course outlines, duration and
working hours, classroom contact hours and suggested pedagogy, which may be taken as
suggested guidelines by all AICTE approved institutions providing post graduate
management education
EXECUTIVE SUMMARY
To address the growing global opportunities and challenges in a fruitful manner,
organizations need quality management talent. There has been a rapid expansion in the
number of institutions in the country, catering to the growing need of industry for
management talent. The PGDM must address the relevant issues with appropriate structure of
program, and coverage of topics and domains, to fill the organizational gap for management
talent. However this has been an area of concern, as there is great diversity in the quality and
coverage of PGDM programs offered by the AICTE approved institutions. The All India
Council of Technical Education had constituted a committee in terms of reference included
the development of model syllabus for PGDM; suggest the total hours of study, how to deal
with specialization issues; and developing the framework for programs in order to ensure
standards in management education and the scope was deliberated upon and the coverage was
defined as review of PGDM structure and suggested course contents. The essential
qualification for students desirous of studying the PGDM would be an All India University
recognized Bachelor degree or equivalent. The program would attain the standards of study,
depth and coverage suitable for post graduate studies. The successful completion of the
program after meeting all prior statutory requirements stated for the program, would lead to
the award of the Post Graduate Diploma in Management (PGDM). The program objectives
are to provide a general management perspective to the candidates, with an appreciation of
the theoretical frameworks, analytical methods required for functioning effectively and
efficiently as a member of the management group, at entry level executive onwards. The
program structure proposed after a comprehensive review of international best practices and
program structure and curriculum, is as follows: Two part structure with (i) a compulsory set
of courses covering all foundation areas in management, and to build a holistic general
management perspective; and (ii) a set of elective courses with a functional and domain thrust
aimed at building the job specific skills and knowledge in the chosen functional area of

management. The Two Year Post Graduate Diploma in Management (PGDM) will have an
annual structure, with each academic year divided into two parts semesters; over two
academic years, there will be a total of four semesters. The program would comprise an
equivalent of 1050 hours of class room contact, and would assume that each course, generally
of thirty classroom hours, would involve a total of in- and outside-classroom work of around
100 hours, by the student. One credit worth of coursework would be equivalent to ten hours
of in-class workload, and hence each course involving thirty in-class hours would be worth
three credits each. Thus, there would be 32 courses covering the 960 in-class hours over the
two years, and eight weeks of summer internship in an organization, where students will
perform given organizational tasks and undertake a project. The compulsory courses across
the foundation areas of management would involve 22 courses, with 10 elective courses
scheduled in the second year. The first two semesters in first year would comprise only
compulsory courses, with 16 courses scheduled over the two terms as per details suggested in
the report. The second year would have three compulsory courses viz., and 5 other electives.
The logic of 10 courses over the last two semesters, is that the elective courses normally
comprise a higher degree of out-of-class work, including live/industry interaction, library
research, application and skill development oriented projects and assignments. Further many
other activities also require student attention such as placement, continued internship,
industry/alumni mentorship programs, soft skill courses, etc. Finally, between the two years,
there is a mandatory internship with an organization, of eight weeks duration, culminating in
a project report that will be evaluated. This will have a weight age of three credits, equivalent
to one course of thirty hours in-class. The final grade sheet should include the internship
grade separately. The elective courses may involve three courses or a total of nine credits
equivalent of coursework through Courses of Independent Study (CIS), and a student may
undertake a maximum of nine credits as CIS courses in a program. It has been suggested that
the evaluation be a continuous process to ensure spaced learning and internalization of
concepts and skill development. Multiple evaluation components may be kept to ensure that
continuous evaluation takes place, as well as a diverse view of the learning is assessed. Some
of the following components of evaluation may be taken up in every course as appropriate:
end term exams, midterm exams, quizzes, assignments, role plays, projects, case reviews,
term papers, etc. Evaluation can be tutor centric or centralized or a combination, but have to
announce up front in advance. Course instructor level evaluation at local level is usually to be
an integral part to ensure that continuous evaluation is practical and feasible, and individual
student level assessment is given attention, along with feedback rather than mere assessment.

At least 50 (fifty) percent of total evaluation component has to be through examination mode
(end exam), whereas at least 25 % (twenty five) should be through (mid term exams) other
components such as faculty assessment includes presentations, class room participation and
case presentations 20% ( twenty) and attendance 5% (five) quiz, project etc. mentioned
above.
Pedagogy is an important aspect of learning in an applied and behavioral area such as
management. Case discussions are an important class room methodology, and case studies
have many other benefits that involve business situation analysis, development of analytical
skills, communication as well as group activity and report writing if used as pedagogy. This
should be used to an adequate extent in a program. List of Books given at the end of each
Course Outline is indicative. Faculty members should decide the book they would like to
recommend for their course. The course contents for each of the compulsory courses and for
various typical electives popular at the moment have been presented. The contents for the
compulsory courses have been indicated fully. However, the elective courses are usually
large in number and varied in content. Further they are possibly used as a means of
differentiating

programs

and

institutions,

especially

those

targeting

industry

specific/functional specific MBA tracks. It was felt that an indicative set of course contents
and objectives should be provided by the Committee. Institutions may use these as a
guideline for developing their own electives. In continuation of this aspect, the given list of
electives courses is therefore also indicative in nature and not exhaustive. Institutions should
modify the suggested courses/contents, or add to the list of electives for purposes of
differentiating its offering as relevant to sectors of interest. This will allow the institutions
who currently offer PGDM in particular sector/domain to provide relevant content and create
their unique identity and relevance through these electives. Finally it was also recommended
that the program structure should be adopted by institutions more as framework that would
help institutions striving for quality in their delivery, aligning their own programs to the
international best practices and national benchmarks. However the concern about evolving
practices and philosophies, and bringing innovation to the program structure and contents,
has to be addressed. Benchmarking best practices for attaining quality should not become
constrained by rigidity which stifles innovation and differentiation. In a competitive
environment, institutions may strive to innovate to provide differentiated programs. The
efforts at differentiation to provide higher educational standards that are competitive, and
more effective in meeting goals of students, will surely lead to a variation from the set
patterns of structure and contents. This involves the process of innovation, and will ensure

that Indian institutions gain the cutting edge to attain the leadership position in management
education. Thus innovation that leads to competitive differentiation is something to be
nurtured. By itself this will involve changes to the contents of the programs, and over time,
even what is desirable as the structure the program. Thus institutions which compete on
quality may differentiate their offerings (their program structure and contents), and market
forces will ensure that only those which provide a valuable differentiation, higher educational
standards and delivery, will survive. This situation requires that the recommended program
structure and contents, should not be cast in stone, and institutions may use the same, as
means of acquiring and maintaining standards of quality, rather than as a means of
standardization and homogeneity, or of compliance with a regulated framework. Thus the
current set of recommendations should be suggestive in nature, should be indicative of
current best practices, and should be adopted by institutions for the purpose of benchmarking,
and as a sounding board for changes and innovation, rather than as a set framework that
should be replicated as such. Thus it was recommended that the proposed structure and
contents should be adopted by institutions as mentioned above, and there should be scope for
innovation. Further, given that innovations and changes in international best practices will
occur over time, the program structure and contents should be reviewed periodically. The
contents may be reviewed every two years, and the structure every three years.
INTRODUCTION TO THE PGDM
Education in management as a separate discipline in India, started at a formal level with the
establishment of the post graduate level studies in universities since early 1950s. AICTE
approved PGDM programs are being offered by around a quarter of the AICTE accredited
institutions. There has been a rapid expansion in the number of institutions in the country,
catering to the growing need of industry for management talent. The economy, and global
opportunities and challenges have grown manifold in the last few years. To face these
challenges, organizations need professional managerial talent. The PGDM has been a major
source for this kind of talent pool, over the past few decades. However there have been rapid
changes in professional knowledge and skills required, along with the expansion in number of
personnel required by industry, and is another gap area as far as managerial talent is
concerned. The PGDM program of these institutions must address the relevant issues with
appropriate structure of program, and coverage of topics and domains, to fill the
organizational gap in management talent. Further, there is a great diversity in the quality of
these programs across institutions, in part due to diversity in the structure and coverage of

PGDM programs offered by the AICTE approved institutions. The PGDM was viewed as a
multi-disciplinary amalgamation of concepts, principles, tools and techniques and
frameworks which have an applied orientation. It is also seen as general management
oriented, providing an education suitable for equipping students with the knowledge and
skills required for most managerial domains available in organizations of wide diversity. As a
program it is oriented towards creating knowledge, skills and capability in the student such
that the education acquired befits the person to deal with managerial situations in a wide
variety of contexts, perhaps specialize in some domains, and contribute through leadership
and managerial effectiveness and efficiency in the organization's achievement of its vision
and goals. The importance of management education can be seen by the fact that as an
emerging economy, the growth in the economy and subsequent socio-economic progress is
now heavily dependent on organizations and industries rather than primary sectors. Service
sectors where the growth is fastest, fuel in its turn a cycle of demand and growth for
industrial products and services, as well as a cycle of increased employment, spending and so
on. This virtual cycle is one which is dependent on growth of corporations, in an increasingly
private sector driven economy. The growth of these corporations in turn is dependent on
many factors, and adequate quantum of human resources with adequate quality of training
and capability is becoming a major constraint in most high growth industries. Not only
technical but managerial talent is required to drive this growth, and the PGDM institutions
play an important role in driving the human resource side of the economic growth story. It
must be noted in the Indian context that in most institutions, the students who apply for the
PGDM have no prior organizational experience. Though that trend is changing now
gradually, it must still be kept in mind while determining the goals, contents and curriculum
of the PGDM. In order to gain from this trend, and contribute to this talent pool, AICTE
approved institutions may adopt a structure for PGDM that may prove to be effective for the
purpose.
DEFINITION OF PGDM
The Two Year Full Time Post Graduate Diploma in Management Program (PGDM) It was
proposed that the program leading to the Post Graduate Diploma in Management be defined a
full time, two year Post Graduate program. The essential qualification for students desirous of
studying the PGDM would be an AIU recognized Bachelor degree or equivalent. The
program would attain the standards of study, depth and coverage suitable for post graduate
studies. The successful completion of the program after meeting all prior statutory

requirements stated for the program, would lead to the award of the Post Graduate Diploma
in Management. It is thus imperative at this stage in India's economic growth, that the human
resources so key for corporate growth, do not become a bottleneck. The program objectives
are to provide a general management perspective to the candidates, with an appreciation of
the theoretical frameworks, analytical methods required for functioning effectively and
efficiently as a member of the management group, at entry executive levels onwards. The
AICTE had constituted a committee, notified on 11.10.2010. The terms of reference included
the development of model syllabus for PGDM/EPGDM; suggest the total hours of study, how
to deal with specialization issues, in order to ensure standards in management education.
Why PGDM
Given the expansion of corporate in a growing economy, and growing global opportunities
and challenges the need of industry is for increased availability of management talent at
various levels. To face the challenges in a fruitful manner, the need is for quality
management talent, and hiring professionals educated in management at post graduate levels,
is a globally accepted way to fill the gap for talent. The post graduate program level studies in
management assume that candidates, who successfully complete such a program, would have
a requisite degree of knowledge and skills to contribute meaningfully and significantly in the
managerial positions that organizations create for successful operations. The PGDM is
designed to meet this requirement of organizations, and create a talent pool of managers who
can help organizations meet the needs of their times in a manner befitting professionals who
have a perspective in general management, as well as are skilled in functional domains. The
program structure proposed after a comprehensive review of international best practices and
program structure and curriculum, is as follows: Two part structure with a compulsory set of
courses covering all foundation areas in management and building a holistic general
management perspective, and a set of elective courses with a functional and domain thrust
aimed at building the job specific skills and knowledge in the chosen area of management.
The knowledge of management as a discipline and field of study, and a holistic perspective
that develops from a well rounded understanding of the organizational challenges in all
functional areas in setting and meeting organizational goals, is an essential part of the PGDM
requirement. This would help enable individuals gain a long lasting education that helps
provide the foundation for life-long learning and appreciation of micro levels aspects of
organizational functioning. The professional's understanding of a profession, and of the
context, would be enabled through this foundation building part of the PGDM. It is thus

proposed that the initial part of the PGDM be focused on building this general management
perspective that enables the student to instill in one the managerial perspective. This is the
first part of the two part structure. As a working professional, in management, one would be
expected to perform several activities in a given functional domain, especially in the initial
phase of one's career. In India, particularly as most two year PGDM candidates have limited
exposure and knowledge of business and management, it would be necessary to help the
student learn the workings of specific functional aspects such as operations and production,
marketing, accounting and financial management, human resources, etc. These would enable
the student to contribute meaningfully in their day to day work as managers in an
organization. The skills required for these would need to be honed to a level where the
student may gainfully be employed by an organization to fulfill the role of a manager of a
specific activity area. This would require adequate knowledge of the principles, theories, best
practices, and actual hands on working proficiency skills in specific areas like sales,
marketing, business analysis, operations, etc. These would comprise the second part of the
PGDM, with elective courses being chosen in their area of interest, as preparation for actual
performance of specific managerial tasks in an organization at the entry and higher levels in
an organization. The program structure proposed after a comprehensive review of
international best practices and program structure and curriculum, is as follows: Two part
structure with a compulsory set of courses covering all foundation areas in management and
building a holistic general management perspective, and a set of elective courses with a
functional and domain thrust aimed at building the job specific skills and knowledge in the
chosen area of management.
Programs similar to PGDM national and international experience and offerings in the post
graduate programs in management. It reviews the nature of programs, and the focus and
uniqueness of each. The programs in Indian universities have traditionally focused on two
year full time, as well as three year part time executive education; full time formal executive
management programs at the PGDM level are rare. IIMs have adopted the international
models of full time MBAs, due in part to the partnering instructions of Harvard and MIT
Sloan for IIM Ahmedabad and Calcutta initially. The term structure and courses and
curriculum of various universities and IIMs were referred to by the Committee and core and
elective offerings were noted. The hours of course work for PGDM and for different
functional areas in core/foundation courses, were also considered as part of a review of best
practices.

BROAD OBJECTIVES OF PGDM

1. Provide a sound foundation of general management theory for developing an
appreciation of management as a discipline and career area, build a professional
character and provide the technical and general perspective required to fruitfully
engage in the profession of management.
2. Develop knowledge, skills and perspectives at general management and functional
levels so that students may help organizations function with greater effectiveness and
efficiency.
3. Develop the potential for teamwork and leadership in students, provide them with the
right perspective, so that their entry into organizations becomes opportunities to
further hone and develop these aspects for the benefit of business and society.
4. Instill thoughts and practices related to ethics and societal perspectives, so that their
professional engagements contribute to an enhanced organizational sensitivity to and
processes built around, ethics and societal concerns.
THE INPUTS OF THE PROGRAM AT AGBS
1. Appreciation of management as a discipline, Knowledge of its diverse working
domains, a perspective on general management and functional domains,
2. Hone the teamwork and leadership potential at functional and business level,
3. Expose students to the global business environment. It should help develop their
potential to lead business at various levels, in the chosen industry, to face global level
challenges.
4. Sensitize them to the ethical aspects of business, as well as inculcate a sense of social
responsibility that organizations must enact, so that they develop as ethical
responsible professionals from the very beginning.
QUALITY PGDM AT AGBS
Quality may be viewed from the parameters of course design, course content, study material,
delivery, non academic facilities and programs, and quality of students/faculty/staff; also
infrastructure available, support systems such as IT, and academic support are critical here.
The caliber of students and their aptitude for a career in management is one aspect that should
be addressed by the admission process. The contents and coverage of the PGDM, the elective
options provided and the quality of teaching/learning process are academic parameters that
will need constant content updating and teaching skill up gradation. The evaluation system

should assess merit and also provide feedback that can be used for enhance the learning
experience rather than mere scoring, best assured by a continuous evaluation process
involving localized assessment. The learning environment and cultural aspects also play a big
role, and the infrastructure and assets (classrooms and hostels), material resources (library
and reading materials), communication (IT and networking) all contribute to a seamless
learning experience for the student. Care should be taken that a National level entrance test is
used for screening candidates, This must be followed by rigorous formalized appraisal
through methods such as essays, group interactions, as seen appropriate followed by
interviews. A complete record be maintained for each candidate. Transparency and scrutiny
will ensure that program intake is always consistent in ensuring merit and quality of students.
The program structure suggested here should enable the PGDM programs being run by
AICTE institutions to converge on global best practices, as far as the overall program design.
Thereafter constant updating and innovation by leading institutions should be constantly
brought into the program structure by each institute as appropriate. Efforts are made by our
institution to monitor, analyze and upgrade program quality and to try to contribute to the
innovations taking place in management education. The effort should be to participate in the
development of the growing pool of educational resources especially in emerging, markets
such as India. This process by itself will instigate the research process at some level, and
mitigate the lack of focus on indigenous materials, as well as lack of research focus. The
faculty resources is provided the wherewithal to update constantly and adequacy in coverage
of suggested course content is a minimum benchmark. If not currently feasible, it is addressed
in the opinion of the committee by vigorous training, attending QIP, possibly based on the
contents of courses in the suggested outlines contained in this book, the coverage given in the
book for each of the courses, may help benchmark the existing course curriculum and provide
a yardstick for quality in terms of coverage. However it will also provide broad contours of
coverage that ensure a minimum level of general management and functional coverage, to
help B-Schools ensure that the basic quality parameters are in place.
Many institutions look to the placement of students in a particular industry and job profile,
and customize the PGDM title and program contents to that sector. However, as a general
management program, the PGDM should provide a sound educational base for the
managerial profession, and the foundation courses should not be different across PGDM, and
should be consistent with the general management objectives, as long as it is approved as a
PGDM program by AICTE. The electives allow a specialization, hence in line with
international trends, a choice of functional versus industry specific learning (through optional

courses with that specific coverage) should be taken up as choices that attract students, and
allow them to shape their learning for the requirements of a particular job profile and
industry.
AREAS OF CONCERN
For the PGDM there has to be a focus on Teamwork and Leadership from first year itself, and
the core courses should build a strong foundation in different functional areas in the first year.
New, contemporary as well as traditional electives in all functional areas are a must for
proper development of PGDM education in the country looking at the employability issue.
There also needs to be a focus on entrepreneurial skills and orientation. The need of the hour
is the development amongst PGDM students an entrepreneurial cadre that would be a great
catalyst for the economy, and also to the careers of the students.
Chapter 2 Proposed PGDM Structure 2.1 The Post-Graduate Diploma in Management
(PGDM) The Post Graduate Diploma in management (PGDM) is two-year, full-time
program. During the two years of PGDM, the student will receive academic inputs in two
parts, namely, the Compulsory package and the Elective package. Distinct objectives will be
served by each package. Largely, the compulsory package will be in the first year and the
elective packages would be in the second year. The input of the compulsory package is
essential for all managers. The overlap between the compulsory package and the elective
package will be minimal. The main objective of the PGDM is to groom students into
competent professional managers with: 1. A capacity to learn and adapt to national and
international environment. 2. An orientation towards achieving excellence, maintaining high
ethical standards 3. A capacity to work effectively and efficiently, both individually and ingroups. The Compulsory package occupies approximately 6065% of the total curriculum,
which includes several organizationbased projects. The aim of the compulsory package is to
provide students with the fundamental knowledge, skills and techniques, contextual
understanding, and overall perspective, necessary for general management. Compulsory
coursework will provide broad training to students that will help them in career flexibility and
mobility. It will also help them move towards general management positions where the
challenges and the contributions may be the greatest. The mixture of compulsory and elective
courses will help the students to develop an in depth understanding of the interrelationships
crucial to successful business management. This will enable them to be more effective in
their jobs while being sensitive to the issues and challenges confronting people in the other
parts of the organisation. In the second year, students will get a deeper understanding of areas

of their interest through a package of elective courses. Second year students may choose to
concentrate on particular topics or areas of their interest. Since most of the students are likely
to start their careers in one of the functional areas, the specialization in the second year helps
build the special skills required for those areas. Typical concentrations will be; finance,
human resources management, information technology, international business, marketing,
operations management, and strategy. There may be a few compulsory courses in the second
year. The second year courses will have high project components so that students get more
practical exposure. The aim of the first year curriculum and the core courses in the second
year is to provide students with the fundamental skills and techniques necessary for any 22 | P
a g e manager. Following may be emphasized for maximum learnings and orientations for
industries: a. Experiential Learning b. International Focus c. Information Technology
Orientation a. Experiential Learning Management is an art which can not only be taught in
the classrooms. For getting real benefit from the PGDM, it is necessary to have some
exposure to the field. Since several students of the PGDM come without any work
experience, it is necessary to build a component which provides them such exposure.
Experiential Learning (EL) is one of the concepts of the PostGraduate Program. It is similar
to learning from the field. In the process, students get a feel of organizational reality: what
it is, how it works, and the relationship between diverse functions. students are able to relate
classroom teaching to organisational life. To that extent, the socalled gap between theory and
reality is bridged. EL has two components: Industrial Exposure in the first year, and Summer
Training at the completion of the first year. Industrial Exposure: The objective is to provide
students early real-life exposure of organisations and to enrich the learning experience
through simultaneous inputs from theory and practice. During the first year, the students are
taken on guided tours to organisations of different types in the locality: Small and Large,
Manufacturing and Services, Profit and Non-Profit, Government and Private, etc. These visits
give them an exposure to the complexity of management. It also highlights the relevance of
some of the management concepts in different organisational settings. Summer Training:
Each student would work with an organisation, on a project for a period of a minimum of 8
weeks at the end of first year. The objective is to allow students, intense day-to-day
interaction with organisations. Summer Training would provide exposure to the student to
working of an organisation in the real life setting. It would also help students to develop
managerial skills and competencies, and facilitates an informed career choice by the students.
23 | P a g e b. International Focus Globalisation of business is one of the most important areas
of change in management today. In this scenario, managers, irrespective of whether they are

working in India or abroad, cannot do without adequate understanding of international

business. Institute should emphasis international aspects of management in all the relevant
courses of the curriculum right from the first year. The first year curriculum is compulsory,
irrespective of the international dimensions of different functions, while the second year
would offer an intensive elective package on international management, covering courses,
such as International Marketing; International Finance, Treasury and Forex Management;
International Business and Trade Management; and Management of Multinational
Companies etc. c. Information Technology Orientation In the era of digital space, the
intensive use of information technology for the curriculum has to be one of the salient
features of the program. Information Technology is playing an everincreasing important role
in business and education. Therefore, acquisition and processing of a large volume of diverse
information for managerial decisionmaking, through extensive use of computers, has
become the order of the day. Institutes should prepare the students to take up the above
challenge. They are required to make intensive use of IT applications during program. Efforts
have to be on towards progressive use of multimedia in the classroom and integrating IT in
the daytoday functioning of the program through Intranet/internet. 2.1.1 Program Design for
PGDM The Post Graduate Diploma in Management is spread over six terms. The first year
academic work is spread over three terms including Summer Training in industrial and
business organisation. Only after the successful completion of first year PGDM, the students
will be allowed to register for the second year of the PGDM. It is proposed that AICTE
institutions may offer the PGDM with following structure. Duration of two years with a
minimum of 1050 classroom hours with three additional credits equivalent of graded
internship of at least eight weeks duration with an organization. Thirty hours of classroom
contact are more or less a national norm for a single course of study, and also followed in
leading business schools globally. It assumes that for each course, there will be thirty hours
of classroom contact and an additional seventy hours of out of class work required to
successfully complete the course. This 24 | P a g e involves reading, projects and other
assignments/exercises, case study preparation, etc. This unit would be treated as three credits
equivalent of academic work attainment. Thus a course with say twenty hours of in class
contact would be two credit equivalent, and so on. So one course involves 100 hours of total
work, where classroom contact is thirty hours and out of class work seventy hours. Thirty
five courses of thirty hours class contact each, would be offered over the two years. That is, a
total of 1050 credits equivalent of coursework would need to be attained by a student to
successfully complete the course. The first year would involve 18 core or compulsory

courses, which would help cover all the functional areas and provide a strong foundation in
the managerial disciplines. The second year would offer 2 compulsory capstone and general
management courses, but essentially comprise 15 elective courses that allow students to
specialize in their own area of functional/sectoral interest. This would be under a condition
where the total hours of the PGDM would not be reduced from 1050 hours, out of which a
maximum of two course equivalent (six credit equivalents) may be obtained by a student
through CIS. A minimum of eight week of training/internship in between the two years, after
completing the core courses, is mandatory to complete the requirements of the PGDM. The
internship must be guided, graded and involve a report on any appropriate assignment
during/based upon the internship. Internship should be in any external organization. Grading
will have a weightage equivalent to three credits. Given this structure, completing the PGDM
requires successfully completing courses with a total of 600 hours of compulsory course
classroom contact hours, and 450 hours of elective course classroom contact hours. 2.1.2
Suggested Course Structure The following areas or disciplines in management that create a
strong general management perspective, are identified as below. Further, discussion of the
structure and contents of courses across leading institutions and the requirements of
management program, also threw up the following ratio or percentage of core courses that
should comprise the foundation or core course program of the PGDM. Each area should be
delivering courses requiring not more than 15 % of the total core course allocation of 600
hours; that is 90 hours of class room contact per area for core courses.
S. No. Area 1. Accounting and Financial management 2. Operations/ quantitative
management and Information systems management 3. Marketing management 4. Strategic
management and general management (business law, CSR, Ethics, Environmental
management, etc.) 5. Organizational behaviour and HRM 6. Business Economics 7. Business
Communications
Each area is thus mandated to cover their basic topics in two to three credit courses, as far as
possible. Students would undertake five to seven courses per term in the elective terms to suit
their course requirements; however in the first year, there will be a uniform six course per
term workload that is suggested. The duration of the courses would be approx. 1012 weeks.
However the Institute would have the freedom to allocate topics to the courses as per hours
duration of the course, as long as the model course content/topics are covered. In general,
there will be six working days and one holiday in a week for the students. The number of
sessions on a day may be kept at be 3-4 for the compulsory package looking at international

and national norms. Students may be encouraged to the afternoon and evening for preparation
for the next days sessions. Second year students are allowed to take not more than one CIS
per term. CIS should be permitted during the term V and VI only. 2.1.3 Provision of Auditing
the Course An audit course is one where the student does not get any credits for taking the
course even though he is subject to the same evaluation procedure as regular students of that
course. The grades obtained in these courses should generally not be included in the
computation of overall percentage/CGPA/division or for meeting the requirements of award
of the PGDM. The grade sheet, however, should list these audit courses with a PASS/FAIL
notation. The concept of audit course is for the benefit of those students who are keen to
enroll in a course but cannot do so because they have already reached the maximum number
of courses allowed for that term by registering themselves for other courses. The students
should be informed of the maximum courses that can be taken up under the audit system,
total and per term. 26 | P a g e 2.1.4 Attendance and Grading for eligibility for award of
Diploma Attendance of students has to be taken very seriously and it has to be given top
priority for all institutions. In principle, attendance has to be made compulsory for all
students in all courses. However, to accommodate absence on account of exigencies like
sickness of self or close family members, participation in management festivals, cocurricular, placement related activities, a percentage of absence of up to 20% in a course is
treated as permissible absence not attracting any penal consequences with prior information
of such absence has been taken. If the percentage of absence of a student in a course is more
than 20% but is equal to or less than 30%, some level of penalty has to be imposed like
lowering of one full grade point that secured by the concerned student in that course. It is
suggested that absence of more than 30% may not be allowed in any given course, and that
institution may by default award a grade of Fail, in that course. However, to deal with some
very urgent and unavoidable situations, some relaxations may be permitted with prior
permission. The institution would create norms as per best practices and circumstances, and
declare them prior to commencement of the program to students. Examples of these
circumstances could be: hospitalization of self, or hospitalization for sudden serious illness
or demise of parent, grandparent, brother, sister, spouse or child, or Death, wedding or other
such circumstances; natural and other disasters, Participation in a management festival or
co-curricular activity duly preapproved by the institution. Further in such circumstances, and
in cases of academic failure of students in given course/s, the institution would create
commensurate rules for repeating courses, provisions which stipulate the grades that must be
achieved by students and the minimum number of courses/credits where such stipulated

grades need to be achieved, to be declared eligible for award of Diploma. 2.1.5 Pedagogy
Institute may uses a combination of various teaching methods such as cases, projects,
independent studies, computer aided instructions, group discussions, lectures, seminars,
presentations by students, and lectures by guest speakers from industry and government. The
case method is generally seen as a most effective tool, and it should be included as part of the
curriculum design as far as possible. This sharpens analytical skills of students and helps
analyze problems from multifunctional perspectives. 27 | P a g e 2.1.6 Guidelines for Course
of Independent Study (CIS) Second year PGDM students may opt for a Course of
Independent Study (CIS) equivalent to one course. CIS comprises of an investigation,
together with the written report and interpretation thereof, of a subject accepted and approved
by a member of the faculty. It can be either theoretical or empirical exercise, or a
combination of both. Objective The CIS represents an opportunity to the students to explore a
topic in depth in his/her field of concentration or in an area of special interest. It makes
possible the integration of several fields of study in searching for the solution to a single
problem. For an empirical work, it provides valuable experience in the research process in the
definition of a problem, in the search for relevant data, in the analysis of the data, and in
deriving the conclusions and implications of the data for the problem under study. Thus, the
CIS offers an opportunity for individual initiative, judgment, and resourcefulness, well
beyond that is possible in a regular course. Nature of the CIS An acceptable CIS may take
many forms. It may be a study of relevant theoretical and empirical literature on a specific
topic culminating into a position paper. It may be a case study, describing and analyzing a
particular incident, illuminating a variety of managerial problems. The CIS may take the form
of a staff study in which the pertinent elements of a policy problem are studied and weighted
to reach conclusions as to possible courses of action. The CIS may be a historical study,
analyzing and searching for implications in a particular period. It may involve the design of a
new method or a comparison of pertinent factors in two or more methods. The CIS may, of
course, consist of formulation and testing a hypothesis relevant to some areas of
management. Data sources for CIS may include: books and articles, published reports, results
of interviews, responses to questionnaires, etc. Topic Selection A good criterion for topic
selection is individual interest and curiosity based on the possession of some minimum level
of advanced knowledge. The knowledge may have been gained through previous work
experience, summer jobs, or through participation in course work. Questions of interest may
arise in the course of classroom work, but cannot be fully covered there. There may be an
accepted principle with which the student does not, on grounds of logic and available

evidence, agree; or there may be tentative hypothesis or suggested procedure which the
individual is interested in subjecting to further testing. The nature of the knowledge about
business and other human activities is such that the processes of critical review, analysis,
measurement, and testing can never be completed. However, few guidelines can help the
students:
i)The topic for CIS must be focused. It cannot be obtuse like Telemarketing ii) The CIS
subject should be manageable, having regard for the time available and the students desire to
reach defensible conclusions. It is difficult to generalize much beyond this. Whether a subject
is too broad, etc., often depends on the individuals ability to structure the subject and his
originality in analysis. Initial formulations of possible CIS subjects are vague, formless,
ambiguous, and over-ambitious. Removing these faults by successive reformulation requires
concentration and practice, and can be made much easier by drawing upon the experience and
knowledge of members of the faculty. iii) A student should not choose a CIS topic likely to
be classified as: Confidential or Secret for reasons of public interest, national security,
restricted for proprietary or other reasons, and no student is permitted to embark on such a
subject. CIS equivalent to a three credit course or less, should generally be completed in the
term it is undertaken. 2.1.7 Term wise list of suggested Core Courses The course contents for
each of the compulsory courses and for various typical electives popular at the moment have
been presented in the Appendix. The contents for the compulsory courses have been indicated
fully. However, the elective courses being large and varied, and possibly used as a means of
differentiating programs and institutions, it was felt that an indicative set of course contents
and objectives should be provided by the Committee.
Chapter 3 Overall Recommendation & Program Review 3.1 Overall Recommendations The
Committee recommends that the structure of the PGDM program be adopted by all AICTE
institutions undertaking these programs as a benchmark, as a means of ensuring quality.
Those who have achieved international exposure and stature may be requested to contribute
to the periodic review of the above suggested guidelines. The suggested course contents may
be integrated into the applicable syllabus for PGDM by the institution in question, however it
should ensure that the minimum set of topics covered in suggested course outline should be
included as far as possible. Each year there should be a review by the sentient Areas of the
Institute of the contents provided to ensure contemporary research and practices are
incorporated. The contents are suggestive in nature, and their modification to suit particular
specialization or treatment is best decided by the institutions in question. It is recommended

that the program structure should be adopted by institutions more as framework that would
help institutions striving for quality in their delivery, aligning their own programs to the
international best practices and national benchmarks. The contents of courses are far more on
a suggested basis, and may be adopted by the institutions on a basis of their own expertise
with their niche offerings. However AICTE may determine their own mechanism for
assessing need and degree of compliance by an institution such that the effectiveness of
programs is maintained. However the concern about evolving practices and philosophies, and
bringing innovation to the program structure and contents, has to be addressed.
Benchmarking best practices for attaining quality should not become constrained by rigidity
which stifles innovation and differentiation. In a competitive environment, institutions may
strive to innovate to provide differentiated programs that attract better talent and resources.
The efforts at differentiation to provide higher educational standards that are competitive, and
more effective in meeting goals of students, will surely lead to a variation from the set
patterns of structure and contents. This involves the process of innovation, and will ensure
that Indian institutions gain the cutting edge to attain the leadership position in management
education. Thus innovation that leads to competitive differentiation is something to be
nurtured. By itself this will involve changes to the contents of the programs, and over time,
even what is desirable as the structure the program. Thus institutions which compete on
quality may differentiate their offerings (their program structure and contents), and market
forces will ensure that only those which provide a valuable differentiation, higher educational
standards and delivery, 33 | P a g e will survive. This situation requires that the recommended
program structure and contents, should not be cast in stone, and institutions may use the
same, as means of acquiring and maintaining standards of quality, rather than as a means of
standardization and homogeneity, or of compliance with a regulated framework. Thus the
current set of recommendations should be suggestive in nature, should be indicative of
current best practices, and should be adopted by institutions for the purpose of benchmarking,
and as a sounding board for changes and innovation, rather than as a set framework that
should be replicated as such. To ensure that faculty may deliver the contents, and ensure the
updation and quality is of adequate levels, their participation in QIP for curriculum
development and delivery, are to be encouraged. This will be a major pillar of quality
assurance for institutions offering the PGDM. This is particularly true of Executive PGDM;
as experienced executives seeking full time programs would otherwise not get the kind of
value add that makes for a strong institutional brand. 3.2 Vision for the Suggested Course
Curriculum PGDM (2 Year Full Time) curriculum of AICTE should provide the academic

excellence in management education in India. It should prepare students to lead, build and
manage enterprises in the dynamic global economy. Through high quality teaching, research,
case development and pedagogy of learning, the curriculum should provide tools for success
applicable to across industries and functions. It should also cultivate an awareness of ethical
issues and an understanding of the impact that business decisions can have on society at
large. List of Books given at the end of each Course Outline is indicative. Faculty members
should decide the book they would like to recommend for their course. 3.3 Faculty
Development With regard to global relevance, the complex opportunities and challenges that
emanate from the worldwide scope of operations, outsourcing, supply chains, partnerships,
and financial and consumer marketsall linked in real time through the Internetshould be
reflected adequately in curricula and learning approaches. Of course, this would require that
faculty get global exposure and training in global business strategy and practices on regular
basis. In addition, cases and curricula should be kept up with the rapid developments in the
way business is developed, transacted, and consumed in real time across national boundaries.
Some observers, including Peter Drucker, have been critical of the schism between typical
business school curricula and learning experiences, and requisite management skills. They
have proposed more clinical content of curricula and greater business familiarity among
faculty members who import their experiences into the classroom. Outward-facing curricula
and experiential education can create the critical intersection between classroom and business
learning that keeps faculty and 34 | P a g e students connected to rapidly changing business
models. Finally, the schism between curricula and practice raises questions about staffing
models focused on the researcher as teacher in business schools. Non availability of
adequate proficient faculty is a major constraint for sustainable growth of quality
management education in India. Premier Institutions should come forward for taking
responsibilities for faculty development programs so that model curricula should be
implemented with uniform standard in all AICTE approved institutions. Given the current
huge demand-supply gap, additional faculty would need to be attracted by appropriate
incentives and existing faculty resources should continuously be upgraded. 3.4 Review of
Program Structure and Contents It is also recommended that the current structure for PGDM
be reviewed on a periodic basis. The relevance, contribution and actual degree of
specification of guidelines such as these, should also be reviewed so that whatever is
appropriate for the management education environment at the post graduate level can be
taken up at that point of time. Thus it was recommended that the proposed structure and
contents should be adopted by institutions as mentioned above, and there should be scope for

innovation. Further, given that innovations and changes in international best practices will
occur over time, the program structure and contents should be reviewed periodically. It is
suggested that curriculum review be carried out latest within two years of each round of
suggested course contents being put up. Further, the structure may be reviewed every three
years of any proposed program structure being put up henceforth.

STRUCTURE OF POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)

The structure of PGDM Comprises of 4 Semesters with a total of 100 credits:
Semester-1:
S. No

Subject

Title of the Course

Credits

Marks

Code

IA

TEE

Total

GBSPGP 101
GBSPG

Organization Behavio
Behaviour

50

50

100

GBSPGP 102

Fundamentals of Financial Accounting

50

50

100

GBSPGP 103

Managerial Economics

50

50

100

GBSPGP 104

Managerial Communication & Soft Skills

50

50

100

GBSPGP 105

Business Statistics

50

50

100

GBSPGP 106

Information Technology for Managers

50

50

100

GBSPGP 107

Minor Project

50

50

100

GBSPGP 108

Viva Voce

50

50

100

Semester-2:

S. No

Subject

Title of the Course

Credits

Code

Marks

Total

IA

TEE

GBSPGP 201

Marketing Management

50

50

100

GBSPGP 202

Human Resource Management

50

50

100

GBSPGP 203

Financial Management

50

50

100

GBSPGP 204

Production & Operations Management

50

50

100

GBSPGP 205

Business Environment

50

50

100

GBSPGP 206

Research Methodology for

50

50

100

Management
7

GBSPGP 207

Minor Project

100

GBSPGP 208

Viva Voce

100

Semester-3:
S.No

Subject Code

Title of the Course

Credits

Marks
IA

TEE

Total

GBSPGPC 301

Business Strategy

50

50

100

GBSPGPC 302

Supply chain Management

50

50

100

GBSPGPC 303

Operations Research

50

50

100

GBSPGPM 304

Consumer Behaviour (M)

50

50

100

GBSPGPM 305

Sales & Distribution

50

50

100

Management(M)
6

GBSPGPM306

Services Marketing(M)

50

50

100

GBSPGPF 307

Investment Analysis& Portfolio

50

50

100

Management(F)
8

GBSPGPF 308

Corporate Financial Analytics(F)

50

50

100

GBSPGPF 309

Merchant Banking & Financial

50

50

100

Services(F)
10

GBSPGPH 310

Industrial Relations(H)

50

50

100

11

GBSPGPH 311

Performance Management(H)

50

50

100

12

GBSPGPH 312

Human Resource Development(H)

50

50

100

13

GBSPGPm 313

Product & Brand Management(M)

50

50

100

14

GBSPGPm 314

Emerging Trends in Marketing(M)

50

50

100

15

GBSPGPf 315

Financial System & Stock Market

50

50

100

Operations(F)
16

GBSPGPf 316

Mergers & Acquisitions(F)

50

50

100

17

GBSPGPh 317

Strategic Human Resource

50

50

100

Management(H)
18

GBSPGPh 318

Recruitment & Selection(H)

50

50

100

19

GBSPGPs 319

Web Technologies (S)

50

50

100

20

GBSPGPs 320

E-Commerce(S)

50

50

100

Semester-4:
S.No

Subject Code

Title of the Course

Credits

Marks
IA

TEE

Total

GBSPGPC 401

Legal Aspects of Business

50

50

100

GBSPGPC 402

Entrepreneurship Development

50

50

100

GBSPGPC 403

50

50

100

GBSPGPM 404

Creativity & Innovation

Management
Rural Marketing (M)

50

50

100

GBSPGPM 405

Retail Marketing(M)

50

50

100

GBSPGPM406

Advertising Management (M)

50

50

100

GBSPGPF 407

International Financial

50

50

100

Management(F)
8

GBSPGPF 408

Financial Derivatives (F)

50

50

100

GBSPGPF 409

Strategic Financial Management(F)

50

50

100

10

GBSPGPH410

Management of Change &

50

50

100

50

50

100

50

50

100

50

50

100

Development(H)
11

GBSPGPH 411

International Human Resource

Management (H)

12

GBSPGPH 412

Compensation & Reward

Performance System(H)

13

GBSPGPm 413

Customer Relationship
Marketing(M)

14

GBSPGPm 414

E-Marketing(M)

50

50

100

15

GBSPGPf 415

Trading Strategies(F)

50

50

100

16

GBSPGPf 416

Commodities Market(F)

50

50

100

17

GBSPGPh 417

Conflict Management &

50

50

100

50

50

100

Negotiation Skills(H)
18

GBSPGPh 418

Competence Management &

Leadership(H)

19

GBSPGPs 419

Internet Applications(s)

50

50

100

20

GBSPGPs 420

Cyber Laws(s)

50

50

100

21

GBSPGPMP 421

Major Project

100

(GBSPGPC- Core Paper;

GBSPGPM/F/H- Major Courses in Marketing/Finance/HR;
GBSPGPm/f/h: Minor Courses in Marketing/Finance/HR)
(IA-Internal Assessment TEE-Term End Exam)

Grading System for PGDM Course w.e.f 2015-16 Academic Year

S.No.

Range of Marks

Grade

Grade Points

1.

> 85%

10.0

2.

75%-85%

9.0

3.

67%-74%

8.0

4.

58%-66%

7.0

5.

50%-57%

6.0

6.

Incomplete (Subsequently changed into

pass or E to O or F grade on subsequent
appearance of the examination)

0.0

Calculation of SGPA (Semester Grade Point Average)

For example if a student gets the grades in one semester A,A,B,B,B,D in six subjects having credits
2(S1) 4(S2), 4(S3), 4(S4), 4(S5), 2(S6), respectively.
The SGPA is calculated as follows:
9(A) x2 (S1)+9(A) x4(S2)+8(B)x4(S3)+8(B)x4(S4)+8(B)x4S5)+6(D)x2(S6)
------------------------------------------------------------------------------------2(S1)+4(S2)+4(S3)+4(S4)+4(S5)+2(S6)

SGPA=

162
= ------------- =8.10
20
A student securing F grade there by securing 0.0 grade points has to appear and secure at least E grade at
the subsequent examination(s) in that subject.
If a student gets the grades in another semester D, A, B, C, A, E, A in seven subjects having credits 4(S1),
2(S2),4(S3), 2(S4), 4(S5), 4(S6), 2(S7) respectively.

SGPA=

6(D)x4(S1)+9(A)x2(S2)+8(B)x4 (S3)+7(C)x2(S4)+9(A)x4(S5)+5 (E)x4(S6)+9(A)x2(S7)

---------------------------------------------------------------------------------4(S1)+2(S2)+4(S3)+2(S4)+4(S5)+4(S6)+2(S7)
162
= ------------- =7.36
22
(9X2+9X4+8X4+8X4+8X4+6X2+6X4+9X2+8X4+7X2+9X4+5X4+9X2)
-------------------------------------------------------------------------------(20+22)
324
= ------------- = 7.71
42

CGPA=

PGDM Grading System:

Distinction CGPA 8.0 or more
I Class CGPA 6.5 or more but less than 8.0
II Class CGPA 5.5 or more but less than 6.5
Pass CGPA 5.0 or more but Less than 5.5
1. CGPA will be calculated from II semester onwards upto the final semester
2. CGPA multiplied by 10 gives aggregate percentage of marks obtained by a
candidate.

Semester-1 Subjects
S. No

Subject Code

Title of the Course

GBSPGP-101

Organization Behaviour

GBSPGP-102

Fundamentals of Financial Accounting

GBSPGP-103

Managerial Economics

GBSPGP-104

Managerial Communication & Soft Skills

GBSPGP-105

Business Statistics

GBSPGP-106

Information Technology for Managers

GBSPGP-107

Minor Project

GBSPGP-108

Viva Voce

GBSPGP-101

ORGANIZATION BEHAVIOUR

Preamble: This course is to teach the student about the organizational theories, dynamics,
conflict, change, culture. This also aims at appreciating the foundations of individual and
group behavior.
Learning Outcomes:
1. To understand the evolution of management thought.
2. To expose the students to fundamental concepts of management and its processes in
organizations.
3. To introduce the basic concepts and theories underlying individual behavior.
4. To understand individual behavior in groups, dynamics of groups and team building
Syllabus:
Unit-1: Meaning and scope of OB-Challenges and opportunities Foundations of Individual
behavior, values, attitude, job satisfaction, personality, perception and emotions.
Unit -2: Motivation-Theories, Group dynamics Leaderships styles.
Unit -3: Organizational conflict-causes and consequences-conflict and Negotiation.
Unit-4: Organizational change, change process resistance to change and Organizational
Development
Unit-5: Organizational Culture-Creating
Organizational Effectiveness.

an

Ethical

Organization-Managing

Stress-

Suggested Books:
1. Fred Luthans, Organisational Behaviour, McGraw Hill, New Delhi
2. Aswathappa K, Organisational Behaviour, Himalaya, Mumbai

3. Stephen Robbins, Organizational Behaviour, McGraw Hills

References:
1.
2.
3.
4.
5.
6.

Udai Pareek, Organizational Behaviour, Oxford University Press.

Karam Pal, Management Process and Organisational Behavioujr, IK Int Pub Hourse,ND
Moorhead & Griffin, Introduction to Organizational Behaviour, Cengage, New Delhi
Arun Kumar and Meenakshi, Orgnisational Behaviour, Vikas, ND
RK.Suri, Organizational Behaviour, Wisdom Publication
Neeraj Kumar, Organisational Behaviour, Prentice Hall

GBSPGP-102

FUNDAMENTALS OF FINANCIAL ACCOUNTING

Preamble: Objective of this course is to equip the students with financial accounting
concepts and methods with managerial positions. To develop an insight of postulates, principles
and techniques of accounting and utilization of financial and accounting information for planning,
and decision-making

Learning Outcomes:
1. State the uses and users of accounting information.
2. Explain and apply accounting concepts, principles and conventions.
3. Record basic accounting transactions and prepare annual financial statements.
4. Analyze, interpret and communicate the information contained in basic financial
statements and explain the limitations of such statements
Syllabus:
UNIT-1: Introduction of Accounting Objectives Importance GAAP Principle
Difference Between US GAAP and INDIAN GAAP International Accounting Standard
Overview of Indian Accounting Standard.
UNIT-2: Accounting Process Book of Original Entry Ledger Subsidiary Books
Trading &Profit- Loss A/C Balance Sheet with Simple Adjustments.
UNIT-3: Valuation of Fixed Assets Depreciation of Fixed Assets and Methods of
Depreciation.
UNIT-4: Cost Accounting Objectives Methods of Costing Elements of Cost Cost
Variance Analysis Material Labour Overhead-Responsibility Accounting.
UNIT-5: Budgeting Classification of Budgets Budgetary Control Preparation Of
Flexible Budget Decision-Making Analysis

Suggested Text Book:

1. Financial Accounting S.P.JAIN and K.L.NARANG, KALYANI publishers.
References:
1. Management Accounting MY.KHAN and PK.JAIN 5TH ed. Mc.Graw Hill
publishers.
2. Cost Accounting M.N.Arora Himalaya Publishing House.
3. Financial Accounting for Manager Asish.K.Bhattacharya 4th ed. PHI publishersNewDelhi.

GBSPGP-103

MANAGERIAL ECONOMICS

Preamble: The objective of this course is to introduce to the students microeconomic

analysis useful for management decision making and to enhance the students to understand
the importance of managerial economics.
Learning Outcomes:
1. The course in Managerial Economics attempts to build a strong theoretical foundation
for
2. Management students.
3. The course is mainly analytical in nature and focuses on clarifying fundamental
concepts from microeconomic viewpoint.
4. The students are expected to study and analyses the dynamics of managerial decision
making through this course.
5. Also wherever possible, students are expected to study, analyses and interpret
empirical evidence and case studies available currently on various basic concepts.
Syllabus:
UNIT-1: Introduction to Managerial Economics: Definition, Nature and Scope, Relationship
with other areas in Economics, The role of managerial economist. Concept of opportunity
cost, Incremental concept, time Perfective, Discounting Principle, Risk & uncertainty.
UNIT-2: Demand Analysis: Elasticity of demand, types and significance of Elasticity of
Demand - Measurement of price Elasticity of Demand Need for Demand forecasting,
forecasting techniques, Law of Supply, Elasticity of Supply.
UNIT-3: Production Analysis: Production function, Marginal Rate of Technical Substitution,
Production functions with one/two variables, Cobb-Douglas Production Function, Returns to
Scale and Laws of returns.
UNIT-4: Cost theory and estimation: Cost concepts, determinants of cost, cost output
relationship in the short run and long run Modern development in cost theory Saucer
shaped short run Average cost curves Average total cost curve Cost - Volume Profit
analysis(simple problems)
UNIT-5: Market Structure and Pricing practices: Features and Types of different Markets
Price- Output determination in Perfect competition, Monopoly, Monopolistic competition and
Oligopoly both in the long run and short run. Pricing methods in practice.
Suggested Text Books:
1. Dwivedi D N: Managerial Economics, Vikas Publishing House Private Limited,
New Delhi, 2009.
2. Varshney, R.L and Maheswari, K L: Managerial Economics, Sultan Chand and
Sons, New Delhi, 2002.
REFERENCES
1. Paul, Koushil: Managerial Economics, Cengage Learning, New Delhi,
2. Siddiqui S A,Siddiqui A S: Managerial Economics, and Financial Analysis,
New Age International Publishers, New Delhi, 2008.Mithani D M: Managerial
Economics, Himalaya Publishing House, Mumbai, 2008.

GBSPGP-104

MANAGERIAL COMMUNICATION & SOFT SKILLS

Preamble: The objective of this paper is to make the students understand organizational
communication, the impact of interpersonal relationships on interpersonal communication, to
gain a perspective on the Management process and its dependence on communication.
Learning Outcomes:
1. Identify the elements of the business communication process.
2. Use business English clearly, concisely, and correctly.
3. Write professional and effective business documents, including memos, email, letters,
and reports.
4. Use business communication technologies.
5. Understand cross-cultural business communication issues.
6. Understand and apply effective small group behavior strategies.
Syllabus:
Unit-1: Role of Communication in Business Objective of Communication The Process of
Human Communication Media of Communication, Written Communication Oral
Communication Visual Communication, Audio Visual Communication Silence Developing Listening Skills Improving Nonverbal Communication kills Understanding
Cultural Effects of Communication.
Unit-2: Managing Organization Communication - formal and Informal CommunicationIntra and Personal Communication Models for Inter Personal Communication Exchange
Theory, Johari Window and Transactional Analysis.
Unit-3: Managing Motivation to Influence Interpersonal Communication Inter-Personal
Perception Role of Emotion in Inter Personal Communication- Communication Styles
Barriers of Communication Gateways to Effective Interpersonal Communication
Unit-4: Business Writing Skills Significance of Business Correspondence, Essentials of
Effective Business Correspondence, Business Letter and Forms, Oral Presentations
Meetings, Telephone Communication Use of Technology in Business Communication, Email Messages.
Unit-5: Report Writing Meaning and Significance; Structure of Reports; Negative,
Persuasive and Special Reporting; Informal Report Proposals; Formal Reports;
Organization of Press Report.
Suggested Text Books:
1. HC Gupta, SG Telang, Business Communication, Wisdom, Delhi
References:
1. K Bhardwaj, Professional Communication, IK Int Pub House, New Delhi
2. Krizan, Merrier, Logan and Williams, Effective Business Communications, Cengage,
New Delhi
3. Penrose, Business Communication for Managers, Cengage, New Delhi
4. McGrath, Basic Managerial Skills for All 5th ed., Prentice Hall of India.

GBSPGP-105

BUSINESS STATISTICS

PREAMBLE: To make the students familiar with the statistical and mathematical
techniques and their applications in business decision making .To gain an appreciation for
the role quantitative methods to play in business decision-making.
Learning Outcomes:
After going through this course, the students shall be able to:
1. Improve the level of comfort in gathering and understanding quantitative data and
analysis thereof
2. Decide when and how to use various sampling techniques
3. Test hypotheses and construct confidence intervals about the difference in two population
means
4. Use Analysis of Variance and Chi-Square test in appropriate situations.

Syllabus:
Unit-1: Matrices: Solving system of Equations with Matrix Methods (Cramers and Matrix
Inversion Method), Differentiation with simple applications. Basic theoretical concepts of
Statistics: Definition of Data, Types of Data, Classification of Data, Construction of Class
Intervals
Unit-2: Measures of Central Tendency: Arithmetic Mean, Median, Mode ,Geometric Mean
and Harmonic Mean; Measures of Dispersion: range, Quartile Deviation, Mean Deviation,
Standard Deviation and Co-efficient of Variation
Unit-3: Correlation: Definition, Karl Pearsons correlation and Spearmans Rank Correlation;
Regression: Lines of Regression, Regression Co-efficient; Multiple Linear RegressionUnit-4:
Probability: Basic concepts of Probability and Bayes Theorem; Probability Distributions:
Binomial, Poisson Distributions
Unit-5: Hypothesis: Basic Concepts, Tests for Single Mean, Proportion and Difference
between means and proportions under small sample Test for Single Mean, Proportion, Paired
t-Test, Chi-Square Test, ANOVA
Suggested Book:
1. Anand Sharma, Quantitative Techniques for Management, Third Edition, Himalaya
Publishing House
Reference Books:
1. D.C.S.Sancheti ,V.K.kapoor, Business Statistics, Sultan Chand & Sons, Eleventh
Edition, Delhi.
2. K.L.Sehagal, Quantitative Techniques for Statistics, Himalaya Publications, First
Edition

GBSPGP-106

INFORMATION TECHNOLOGY FOR MANAGERS

Preamble: The objective of this course is to provide an insight into basic features of Computer
Systems and their Applications in Managerial Decision Making. It is also to acquaint the students
with an overview of the information technology and information systems.

Learning Outcomes:
1. To familiarize Students with the basic concepts of Information Technology.
2. Students should be able to operate MS-Office independently and effectively.
Syllabus:
Unit-1: Introduction to Computer Concepts Elements of computer Characteristics of a Computer
Classification of Computers Basic Computer Architecture Input-output Devices
Unit-2: Software Concepts: Types of software Software: its nature and qualities Windows
Operating System Functions Unit-3: MS Office- Applications of MS Word in Business Correspondence: letters, tables, mail
merge, labels .Applications of MS Excel: Graphs and Charts Calculation of various financial
functions - Ms Access: Tables and Queries
Unit-4: MS Power Point: Introduction Toolbar, their Icons and Commands Navigating in Power
point - Creation of slides, animation, and templates - Designing Presentations Slide show controls
Making notes on Pages and Handouts Printing Presentations Customizing Presentations - Auto
content Wizard.
Unit-5: Computer Networks: Overview of a Network Communication processors
Communications Media Types of Network Network Topologies- Network protocols Network
Architecture.

Suggested Books:
1. Sanjay Saxena and Prathpreet Chopra, Computer Applications in Management, Vikas, New
Delhi
2. Aksoy, Introduction to Information Technology, Cengage, ND
3. Parameswaran: Computer Application in Business S Chand, New Delhi.
4. Management Information Systems by Mahadeo Jaiswal, Monika Mittal, Oxford University
Press.
5. PS Gill, Database Management Stystems, IK Int Pub House, New Delhi
6. Management Information Systems by D.P. Goyal, MacMillan Publishers.
7. The Compact guide to Microsoft office, Mansfield Rom, BPB Publications, Delhi.
7. Sudalaimuthu & Anthony Raj, Computer Applications in Business, Himalaya, Mumbai

Semester-2 Subjects
S. No

Subject Code

Title of the Course

GBSPGP-201

Marketing Management

GBSPGP-202

Human Resource Management

GBSPGP-203

Financial Management

GBSPGP-204

Production & Operations Management

GBSPGP-205

Business Environment

GBSPGP-206

Research Methodology for Management

GBSPGP-207

Minor Project

GBSPGP-208

Viva Voce

GBSPGP-201

MARKETING MANAGEMENT

Preamble: The objective of this course is to give an overview of marketing concepts &
principles, and focuses on enabling the students to apply the key concepts to practical
business solutions.
Learning Outcomes:
1.
2.
3.
4.
5.
6.

Understand the importance and role of marketing in a global environment.

Understand the scope and process of marketing.
Understand the importance of ethical marketing practices.
Learn the process of designing effective marketing strategies.
Understand how marketing mix decisions are made and managed over time.
Know the value of marketing to ones life and career.

Syllabus:
Unit-1: Introduction to World of Marketing: Importance, scope of Marketing, Core
Marketing Concepts, Marketing Philosophies, Marketing Environment, Marketing Strategies
& Plans, Developed Vs Developing Marketing. Market Research-Definition of MR, MIS,
Commissioning MR, MR Process, MR Online, MR & Ethics, International MR
Unit-2: Analyzing Marketing Opportunities, Customer Value and Marketing Mix: Consumer
Decision Making, Creating Customer Value, Analyzing Consumer Markets Consumer
Behavior cultural, Social & Personal Factors, developing products & brands product levels;
classifying products, product range, line & mix, PLC, new product development.
Unit-3: Designing a Customer Driven Strategy: Market segmentation- segmentation of
consumer market, business market, requirement for effective segmentation, market targeting
evaluating market segmentation, selecting target market segmentation, positioning maps,
positioning strategy.
Unit-4: Distribution Decisions, Promotion & Communication Strategies: Marketing
Channels, Channel intermediates and functions, channel structure, channel for consumer
products, business and industrial products, alternative channel, channel strategy decisions.
The promotional mix, advertising, public relations, sales promotion, personal selling,
marketing communication- communication process, communication promotion mix, factors
affecting the promotion mix
Unit-5: Pricing Decisions & Personal Communication: Importance of price, cost determinant
of price, markup pricing, profit maximization pricing, break even pricing, pricing strategy,
ethics of pricing strategy, product line pricing, WOM, Rural marketing, BOP, relationship
Marketing, Digital marketing, Social marketing, post modern marketing, market
sustainability and ethics, Global marketing
Suggested Text Book:
1. Lamb, Hair, Sharma, Mc Daniel: MKTG, A South Asian Perspective, Cengage
Learning, 2012
References:
1. Philip Kotler, Kevin Lane Keller, Abraham Koshy and Mithleshwar Jha: Marketing
Management, 13/e, Pearson Education, 2012.
2. Ramaswamy Namakumari, Marketing Management , TMH 5 th Edition 2013.
3. Paul Baines, Chris fill, Kelly Page, Piyush Sinha, Marketing, Asian Edition, oxford ,
2013.

GBSPGP-202

HUMAN RESOURCE MANAGEMENT

Preamble: To put student in realizing importance of Human Resources Management and

their worth in developing organization. Understand role of HR and functions are core
elements. Inputs about differences among concepts of HRM and Quality of Work Life.
Learning Outcomes:
1.
2.
3.
4.

Demonstration of HRM importance

Explaining HRM functions and their role in organization
Presentation of Performance Management essence.
Overall knowledge of HRM and Audit Process.

Syllabus:
Unit-1: HRM- Evolution -Functions PM IR- HRD- Ethics in HRM HR role in
Organization Strategic HR Globalization and HRM - Emerging Trends in HRM.
Unit-2: HR Planning Methods Recruitment and Selection Interviewing methodsTraining and Development Job Analysis MDP.
Unit-3: Performance Appraisal Methods- Latest Trends in Appraisal Compensation
methods Factors Career Development- Counselling.
Unit-4: Industrial Relations Trade Unions Collective Bargaining- Employee Participation
Quality of work life HR Audit HRIS.
Unit-5: Compensation and Reward Management Approaches for Compensation and
Reward Management Trends and Developments.
Suggested Text Books:
1. K Aswathappa: Human Resource and Personnel Management,Tata McGraw Hill,
New Delhi, 2013
2. Subba Rao P: Personnel and Human Resource Management-Text and Cases,
Himalaya Publications, Mumbai, 2013.
References:
1. N.Sambasiva Rao and Dr. Nirmal Kumar: Human ResourceManagement and
Industrial Relations, Himalaya Publishing House, Mumbai
2. Mathis, Jackson,Tripathy:Human Resource Management:Asouth-Asin Perspective,
Cengage Learning, New Delhi, 2013
3. Madhurima Lall, Sakina Qasim Zasidi: Human ResourceManagement, Excel
Books, New Delhi, 2010

GBSPGP-203

FINANCIAL MANAGEMENT

Preamble: The objective of this course is to familiarize the students with the basic concepts
and practices of Financial Management. To equip the students with basic principles of
Financial Management and Techniques.
Learning Outcomes:

1. Explain domestic financial markets and institutions and how firms obtain funds in
the financial markets and at what cost.
2. Apply basic valuation concepts.
3. Describe what determines the value of a firms securities and how management
can influence these values.
4. Measure a firms risk, explain what determines this risk, and how this affects the
value of a firm.
5. Analyze a firms performance to determine its strengths and weaknesses, and be
able to use financial analysis to improve performance.
Syllabus:

Unit-1: Nature, Scope and Objectives of Financial Management, Goals of FM-Profit

Maximization Vs Wealth Maximization Finance Functions Financial Planning and
Forecasting - Role of Financial Manager
Unit-2: Financing Decision: Financial Leverage EPS-EBIT Analysis Cost of Capital
Weighted Average Cost Capital Capital Structure Factors Affecting Capital Structure
Theories of Capital Structure.
Unit-3: Investment Decision: Nature and Significance of Investment Decision- Estimation of
Cash Flows Capital Budgeting Process Techniques of Investment Appraisal: Pay Back
Period; Accounting Rate of Return, Time Value of Money- DCF Techniques Net Present
Value, Profitability Index and Internal Rate of Return.
Unit-4: Dividend Decision: Meaning and Significance Theories of Dividend
Determinants of Dividend Dividend policy Bonus Shares Stock Splits.
Unit-5: Working Capital Decision: Meaning Classification and Significance of Working
Capital Component of Working Capital - Cash Management Models Cash Budgeting
Accounts Receivables Credit Policies Inventory Management.
Suggested Text Book:
1. Pandey IM - Financial Management, Vikas, New Delhi
References:
1.
2.
3.
4.

Brealey,Myers,Allen and Mohanty, Principles of Fin Management, TataMcGrawhill,ND

JC Varshney, Financial Management, Wisdom, Delhi
Brigham and Houston, Fundamentals of Financial Management, Cengage, New Delhi
Banerjii, B., Fundamentals of Financial Management, PHI, New Delhi

GBSPGP-204

PRODUCTION & OPERATIONS MANAGEMENT

Preamble: To familiarize the students with decision making process and various aspects of
Operations Management. It also enables the students to understand the basic principles and
techniques of Production and operations Management.
Learning Outcomes:
1. Understand and apply concepts and applications of quantitative and qualitative
models in Operations Management.
2. Develop essential skills of modeling, managing and optimizing operations decisions
in manufacturing and service organizations.
3. Utilize a variety of quantitative and qualitative methods and tools used in managing
and improving operations decisions.
Syllabus:
Unit-1: Introduction: Nature and Scope of Production and Operation Management- Historical
Evolution Types of Manufacturing Systems Differences between Manufacturing and
Service Operations-Role of Production and Operation Manager.
Unit-2: Production Planning and Control: Stages in PPC Gantt PPC in Mass, Batch, and
Job Order Manufacturing-Aggregate Planning Maintenance Management Industrial
Safety.
Unit-3: Plant Location: Facility Location and Layout Planning Types of Layouts Material
Handling Equipments Material Handling Principles Models Used in Lay Out Designs.
Unit-4: Productivity: Factors, Affecting Productivity Job Design Process Flow Charts
Methods Study Work Measurement Engineering and Behavioral Approaches.
Unit-5: Material Management Cost Associated with Inventory Economic Order Quantity
ABC Analysis - Materials Requirement Planning Just In Time Production Total Quality
Management

Suggested Text Book:

1. K Aswathappa & Sridhar Bhatt, Production & Operations Management, Himalaya,
Mumbai
References:
1.
2.
3.
4.

Gaither & Frazier, Operations Management, Cengage, New Delhi

Panner Selvem, Production and Operation Management, Prentice Hall of India.
Chunnawals, Production & Operation Management Himalaya, Mumbai
Adam, E.E& Ebert; R.J. Production and Operation Management, 6th Ed., Prentice
Hall
5. Chary , S.N.Production and Operation Management, New Delhi, Tata McGraw Hill

GBSPGP-205

BUSINESS ENVIRONMENT

Preamble: To give orientation about Business Environment, Business functioning in Internal

and External Environment along with exposure of Economics and structures. Overview on
Indian Business Environment.
Learning Out-Comes:
1.
2.
3.
4.

Student will demonstrate about variables in Business Environment

Demonstration of Economy and its importance in Business Management.
Able to present Current Trends in Business Marketing
Knowledge on Indian Business regulatory Environment.

Syllabus:
Unit-1: Business Environment Introduction and features- Concept of Vision & Mission
Statements Types of Environment-Internal to the Enterprise Value System- Management
Structure - Company Image and Value- Competitive Advantage External Environment
Micro: Suppliers-Customers- Market Intermediaries Macro: Demography- Natural Legal &
Political, Technological-economy-Competition.
Unit-2: Structure of Indian Economy Economic Systems Economic reforms in various
sectors- Sickness in Indian Industry Disinvestment Multinational Corporations MNCs
impact on
Indian Economy.
Unit-3: Emerging Trends in Business: Network marketing-Franchising Business Process
Outsourcing- E-commerce- M-commerce.
Unit-4: Industrial Policy and Regulatory Structure: Industrial Policy Industrial Licensing
Policy Fiver year Planning Industrial Policy 1991- Industrial Finance FDI.
Unit-5: Fiscal System Monetary Policy - Indian Capital Markets Financial Institutions
SEBI- GATT-WTO- Implications on India Indias Foreign Trade EXIM policy.
Suggested Text Book:
1. K.Ashwathappa Essentials of Business Environment : Text &Cases Exercises HPH

References:
1. Poonam Gandhi Business Studies; Dhanpat Rai & Company limited, Delhi.
2. Ian Wrigthington & Chris Brition The Business Environment; Pearson
Education,England
3. Palle Krishna Rao, WTO Text & Cases. PSGIM, Coimbatore
4. Justin Paul Business Environment: Text & Cases, TMH ,3/e,2012
5. Misra and Puri, Indian Economy, 30E, Himalya Publishing
6. ICSI Business Environment reference Material.
7. Shaikh Saleem: Business Environment, Pearsons, New Delhi,

GBSPGP-206

RESEARCH METHODOLOGY FOR MANAGEMENT

Preamble: To equip the students with the basic understanding of research methodology and
to provide insight into the application of modern analytical tools and techniques for the
purpose of management decision making. To familiarize the students with the concepts and
the techniques of Research Methodology applicable to business arena.
Learning Outcomes:
1. Apply a range of quantitative and / or qualitative research techniques to business and
management problems / issues
2. Understand and apply research approaches, techniques and strategies in the
appropriate manner for managerial decision making
3. Demonstrate knowledge and understanding of data analysis and interpretation in
relation to the research process
4. Conceptualize the research process
5. Develop necessary critical thinking skills in order to evaluate different research
approaches utilised in the service industries
Syllabus:
Unit-1: Meaning and Importance of Research Research Process Types of Research
Defining Research Problem Formulation of Hypothesis Testing of Hypothesis.
Unit-2: Research Design Exploratory Research Descriptive Research Casual Research
Sampling and Sampling Design Sampling Methods Simple Random Sampling
Stratified Sampling Systematic Sampling Cluster Sampling Multistage Sampling, Non
Probability Sampling Convenience Sampling Judgement Sampling Quota Sampling.
Unit-3: Data Collection Primary and Secondary Data Designing of Questionnaire
Measurement and Scaling Nominal Scale Ordinal Scale Interval Scale Ratio Scale
Guttman Scale Likert Scale Schematic Differential Scale.
Unit-4: Editing Coding Classification of Data Tables and Graphic Presentation
Preparation and Presentation of Research Report.
Unit-5: Multivariate Analysis Multiple Regression Analysis Concepts and Application of
Discriminate Analysis and Factor Analysis.
Suggested Books:
1. C.R. Kothari, Research Methodology, New Age International.
References:
1. Mark Saunders, Philip Lewis, Adrian Thornbill, Research Methods for Business
Students, Pearson,ND
2. Churchill, Iacobucci & Israel, Marketing Research: A South Asian Perspective,
Cengage, New Delhi
3. Alan Bryman & Emma Bell, Business Research Methods, Oxford University Press.

Semester-3 Subjects
S.No

Subject Code

Title of the Course

Core Papers

GBSPGPC-301

Business Strategy

GBSPGPC-302

Supply chain Management

GBSPGPC-303

Operations Research

Major Specialization Papers: Marketing/Finance/HR

1

GBSPGPM-304

Consumer Behaviour (M)

GBSPGPM-305

Sales & Distribution Management(M)

GBSPGPM-306

Services Marketing(M)

GBSPGPF-307

Investment Analysis& Portfolio Management(F)

GBSPGPF-308

Corporate Financial Analytics(F)

GBSPGPF-309

Merchant Banking & Financial Services(F)

GBSPGPH-310

Industrial Relations(H)

GBSPGPH-311

Performance Management(H)

GBSPGPH-312

Human Resource Development(H)

Minor Specialization Papers: Marketing/Finance/HR/IT

1

GBSPGPm-313

Product & Brand Management(M)

GBSPGPm-314

Emerging Trends in Marketing(M)

GBSPGPf-315

Financial System & Stock Market Operations(F)

GBSPGPf-316

Mergers & Acquisitions(F)

GBSPGPh-317

Strategic Human Resource Management(H)

GBSPGPh-318

Recruitment & Selection(H)

GBSPGPs-319

Web Technologies(S)

GBSPGPs-320

E-Commerce(S)

GBSPGPC-301

BUSINESS STRATEGY

Preamble: The objective of this course is to learn the main concepts related to Corporate,
Business and Functional Strategies ,methods and tools which are used in the strategy
formulation and implementation processes, identify the business situations in which they can
be applied most effectively, as well as understand the limitations of the various approaches.
Learning Outcomes:
1. .Understand the nature of strategic competitiveness and develop the ability to analyze the
competitive environment facing a firm, assess the attractiveness of the industry and
isolate potential sources of competitive advantage and disadvantage.
2. Develop business level strategies by defining the type of advantage sought, scope of
operations and activities required to deliver the chosen strategy. Assess the likely
sustainability of firm strategies and competitive positions.
3. Discriminate among the types of data that general managers need to evaluate alternative
scenarios. Make quantitative assessments of strategic alternatives and develop logical,
coherent and persuasive analyses for a desired course of action.
4. Consider the actions of competitors and how that impacts your ability to reach your
strategic goals. Develop courses of actions that incorporate the actions of multiple players
in the marketplace.
5. Assess differing styles of management and leadership and consider the essential role of
personal values in leading an organization.
Syllabus:

Unit-1: Introduction to strategy: Course Introduction, What is Strategy, Strategic

Management- Strategic Management Process.
Unit-2: External Analysis: Industry Analysis & Trends, PEST Analysis, 5 Forces Analysis,
Blue Ocean Strategy Internal Analysis: Competitive Advantage, Core Competence,
Organizational Structure, Process, Culture
Unit-3: Designing Business Level Strategies: Cost Leadership, Differentiation
Unit-4: Designing Corporate Level Strategies: Diversification, Vertical Integration, Portfolio
vs. Synergy, BCG Matrix
Unit-5: Network Level Strategies: Alliances, Joint Ventures, Competition vs Cooperation,
Organizational Dependencies
Suggested Text Book:
1. C.Appa Rao, B.Parvathiswara Rao and k.Siva Rama Krishna., Strategic Management
and Business Policy-Text and Cases. Excel Books. New Delhi
References:
1. Barney, J.B. & Hesterly, W.S. (2010) Strategic Management and Competitive
Advantage. Prentice Hall. Chapter 1 (p. 2-25).
2. C. K. Prahalad & G. Hamel (1990). The core competence of the corporation, Harvard

GBSPGPC-302

SUPPLY CHAIN MANAGEMENT

Preamble: The objective of this paper is to acquaint the students the importance of Logistics
role and its contributions in current business environment, along with the effectiveness of
Supply Chain Management in area of vendor management.
Learning Outcomes:
1.
2.
3.
4.

Analyze the manufacturing operations of a firm.

Apply sales and operations planning, MRP and lean manufacturing concepts.
Apply logistics and purchasing concepts to improve supply chain operations.
Apply quality management tools for process improvement.

Syllabus:
Unit-1: Introduction to Supply Chain Management- Concepts of Supply Chain ManagementPrinciples and Strategies Supply Chain Management- Customer Perspectives Supply Chain
Management.
Unit-2: Design of Supply Networks- Supply Chain Organizations- Product Lifecycles
Unit-3: Supply Chain Forecasting- Supply Chain Processes-Procurement- Sourcing
Management
Unit-4: Supply Chain Processes- Transportation- Distribution Management- Manufacturing
Unit-5: Supply Chain Coordination -Information Systems
Suggested Text Books:
1. Chopra and Meindl, Supply Chain Management
REFERENCE BOOKS (OPTIONAL)
1. Introduction to Operations and Supply Chain Management, Cecil C. Bozarth and
Robert B. Handfield, Prentice Hall, 2nd ed. (2008)
2. Business Logistics Management R.H. Ballou, Prentice Hall, 5th ed. (2004)
3. Strategic Logistics Management James R. Stock, Douglas M. Lambert, McGraw-Hill
Higher Education (December 2000)
4. The Internet Supply Chain: Impact on Accounting and Logistics Dimitris N.
Chorafas, Palgrave Macmillan (August 2001)
5. Logistics David J. Bloomberg, Stephen B. LeMay, Joe B. Hanna, Stephen Lemay,
Prentice Hall; 1st ed (2001)

GBSPGPC-303

OPERATIONS RESEARCH

Preamble: This Course is to use mathematical techniques to obtain the best possible solution
to problems involving limited resources. To make the students familiar with principles and
techniques of Operations Research and their applications in decision-making.
Learning Outcomes:
1. Identify and develop operational research models from the verbal description of the
real system.
2. Understand the mathematical tools that are needed to solve optimization problems.
3. Use mathematical software to solve the proposed models.
Syllabus:
Unit-1: Introduction, Nature and Meaning of Operations Research-Applications of
Operations Research-Features/Characteristics of Operations Research-Scope of Operations
Research.
Unit-2: Linear Programming Problem: Introduction-Components of LPP- General Model of
LPP-Advantages and Disadvantages Of LPP-Applications of LPP for Solving LPP- Graphical
Method- Simplex Method-Big-M Method-Algorithms.
Unit-3: Assignment & Transportation Problems: Introduction of Assignment, Models of
Assignment Problem-Solving of Assignment Problem by Hungarian Method- Applications of
Assignment-Transportation Problem: Introduction of Transportation, Models of
Transportations, Procedures of finding IBFS: N-W Rule-LCM Method- Vogels
Approximation Method-Algorithms-Procedure for optimal solution- MODI MethodAlgorithm
Unit-4: Game Theory: Introduction, Basic Concepts-Two-Person Zero Sum Games-Rules for
determining Saddle Points-Pure Strategy- Mixed Strategy-Dominance Principles-Methods for
solving mixed games: Algebraic Method- Arithmetic Method- Graphical MethodApplications of Game- Merits and Demerits of Game Theory.
Unit-5: Project Management: Definition of Project-Project Process- Definition of NetworkBasic Component of Networks-Rules for Construction of Network-Network Techniques:
PERT-CPM- Definitions, Differences between CPM &PERT- Problems
(Problems from Units -2 to 5)
Suggested Text Book:
1. J.K.Sharma, Operations Research, Himalaya Publishing House, New Delhi, 2010.
2. Dr.S.D.Sharma, Operations Research. Kedar Nath&Co,2006
References:
1. Taha, Operations Research
2. N.D.Vohra, Operations Research

GBSPGPM-304

CONSUMER BEHAVIOUR

Preamble: The objective of this course is to develop an understanding on behavior,

characteristics, purchase-decision- making process, customer relations and its application to
marketing strategy. To enlighten the students with the Concepts and Practical applications of
Consumer Behavior and consumerism
Learning Outcomes:
1. To understand the Concept of consumer behavior
2. To understand the concept of perception, motivation, personality in organizational
context
3. To understand the consumerism and consumer protection Act 1986
Syllabus:
Unit-1: Introduction to the study of Consumer Behavior Consumer and Marketing Strategy
Determinants of Consumer Behavior Profile of the Indian Consumer.
Unit-2: Perception Nature Perception and Marketing Strategy, Motivation Motivation
Theories and Marketing Strategy Personality.
Unit-3: Attitude Measurement and Change Self Concept and Life Style Marketing,
Influence of Social and Cultural factors on Consumer Behavior Family, Reference groups,
Cross Cultural Variations in Consumer Behaviour.
Unit-4: The roots of consumerism, consumer safety, consumer information, environmental
concerns, consumer privacy, legislative responses to consumerism
Unit-5: Consumer protection Act 1986, central consumer protection council, state consumer
protection councils, consumer disputes redressal agencies, consumer disputes redressal
forum.

Suggested Books:
1. Leon G.Schiffman, Lazar Kanuk-consumer Behaviour
2. Louden and Betta
References:
1. Hawkins, Best, Coney: Consumer Behaviour Building Marketing Strategy, Tata
McGraw Hill.
2. Lindquist & Sirgy, Consumer Behaviour, Cengage, New Delhi
3. N Gautam & K Jain, Consumer Behaviour, Wisdom, Delhi
4. Kazmi : Consumer Behaviour, Excel Publishers.
5. H.Peer Mohammed: Customer Relationship Management, Vikas, ND
6. Panwar, J.S. Beyond Consumer Marketing, Sage Response Books, New Delhi.

GBSPGPM-305

SALES & DISTRIBUTION MANAGEMENT

Preamble: To enlighten the students with the Concepts and Practical applications of Sales
and Distribution Management. To enable the students to understand the importance of Sales
Management and various method of sales and distribution.

Learning Outcomes:
1.
2.
3.
4.
5.
6.

To understand linkage between sales and distribution management

To Know emerging trends in sales management
To learn objectives, strategies and tactics of sales management
To understand types of sales managers
To Know role and skills of modern sales managers
To understand evolution, nature and importance of sales management

Syllabus:
Unit-1: Modern Trends in Sales Management Inter Departmental Relations Organization
of Sales Department Different Types of Sales Organizations.
Unit-2: Analysis of Market Potential Sales Potential Sales Volume Forecasting Sales
Different Techniques of Forecasting Sales Sales Budgets time and Territory Management
Sales Quotas.
Unit-3: Recruitment Selection and Training of Salesmen Salesmens Compensation Plans
Evaluation of Salesmens Performance Sales Control Research.
Unit-4: Marketing Channels Structure and Functions Channel Design Selecting
Channel Members Motivating Channel Members.
Unit-5: Channel Conflicts Reasons Managing Channel Conflicts Evaluating Channel
Member Performance Supply Chain Management Managing Logistics.
Suggested Books:
1. Richard R.Stire, Edward W.Candiff and Norman, A.P.Gavani, Sales Management
Decisions, Policies and Cases Prentice Hall.
2. Matin Khan: Sales and Distribution Management, Excel Publishers
3. S.L.Gupta, Sales and Distribution Management: Text and Cases, Excel Publishers.
References:
1. Pingali Venugopal, Sales and Distribution Management: An Indian Perspective,
Response Books, New Delhi.
2. Aftab Alam Sales and Distribution Management, Wisdom Publication
3. Richard R.Stire, Edward W.Candiff and Norman, A.P.Gavani, Sales Management
Decisions, Policies and Cases Prentice Hall.
4. Arun Mittal, Advertising & Sales Promotion, Wisdom,Delhi
5. Eugene. M.Johnson, David L.Kurty and Enirhard. E.Scheuing Sales Management,
Concepts, Practices and Cases by McGraw Hill International.

GBSPGPM-306

SERVICES MARKETING

Preamble: This course is to develop insights into the emerging trends in service and to
develop distinctive managerial skills for service organization and management. To enlighten
the students with the Concepts and Practical applications of Services Marketing.
Learning Outcomes:
By completing this course, students will: Appreciate the challenges facing the services
marketing in traditional commercial marketing, e-marketing and non commercial
environments;
2. Appreciate the difference between marketing physical products and intangible
services, including dealing with the extended services marketing mix, and the four
unique traits of services marketing;
3. Recognize the challenges faced in services delivery as outlined in the services gap
model;
4. Develop professional business writing skills
1.

Syllabus:
Unit-1: Introduction to Services Marketing: Importance and characteristics of Services:
Growth of Services Sector; Services in the Indian Economy; Services Strategy.
Unit-2: Consumer Behaviour in Services; Market Segmentation and Services Positioning;
Service Demand Management Designing and Managing Service Product.
Unit-3: Service quality Management: Service Quality Audit GAP Model of Service Quality
Total quality Services Marketing Service Excellence, Pricing of Services Pricing
Strategies Linked to Value Perceptions.
Unit-4: Service Distribution Managing Physical Evidence Internal Marketing.
Unit-5: External Marketing: Word of Mouth Communication. Interactive Marketing:
Management of Moments of Truth - Service Deficiencies - consumer Grievance Recovery
Strategies.
Suggested books:
1. Valeri Zeithmal and Mary Jo Bunter: Services Marketing, Tata McGraw Hill, New
Delhi.
2. K.Rama Mohana Rao: Services Marketing, Pearson Education, New Delhi.
3. Christopher Lovelock: Services Marketing, Pearson Education, Delhi.
Reference Books:

1.
2.
3.
4.
5.
6.

Apte Services Marketing, Oxford University Press.

Bhattacharya: Servies Marketing, Excel Publishers.
Ravi Shanker: Services Marketing: Indian Perspectives, Excel Publishers.
Christian Gronrose: Services Management and Marketing, Maxwell Macmillan.
Kenneth E.Clow & David L.Kurtz, Servies Marketing, Wiley India, New Delhi.
S.L.Gupta, Marketing of Services, Wisdom Publication.

GBSPGPF-307

INVESTMENT ANALYSIS& PORTFOLIO MANAGEMENT

Preamble: To enlighten the students with the Concepts and Practical applications of Security
Analysis and Portfolio Management. To understand the empirical and theoretical
implications of the financial environment and valuation techniques on optimal portfolio
management.
Learning Outcomes:
1. Analyze and evaluate financial markets, how securities are traded, mutual funds, investment
companies, and investor behavior.
2. Construct optimal portfolios and illustrate the theory and empirical applications of asset pricing
models.
3. Explain macro and industry analysis, equity valuation, financial statement analysis and technical
analysis.
4. Analyze bond prices and yields and fixed-income portfolios.
5. Explain what options and futures are and their use as hedging instruments.
6. Characterize the implications of the market efficiency evidence on active portfolio management

Syllabus:
Unit-1: Concept of Investment, Investment Vs Speculation, and Security Investment Vs Nonsecurity Forms of Investment-Investment Environment in India. Investment Process Sources of Investment Information, Security Markets Primary and Secondary Types of
securities in Indian Capital Market, Market Indices. Calculation of SENSEX and NIFTY
Unit-2: Return and Risk Meaning and Measurement of Security Returns. Meaning and
Types of Security Risks: Systematic Vs Non-systematic Risk. Measurement of Total Risk Intrinsic Value Approach to Valuation of Bonds - Preference Shares and Equity Shares.
Unit-3: Fundamental Analysis Economy, Industry and Company Analysis, Technical
Analysis Concept and Tools and Techniques Analysis Technical Analysis Vs
Fundamental Analysis - Efficient Market Hypothesis; Concept and Forms of Market
Efficiency.
Unit-4: Elements of Portfolio Management, Portfolio Models Markowitz Model, Efficient
Frontier and Selection of Optimal Portfolio. Sharpe Single Index Model and CAPM, APT.
Unit-5: Performance Evaluation of Portfolios; Sharpe Model Jensens Model for PF
Evaluation, Evaluation of Mutual Fund.
Suggested Text Books:
1. Fisher DE and Jordon RJ, Security Analysis and Portfolio Management,PHI, New
Delhi
2. Ambika Prsasad Dash, Security Analysis and Portfolio Management,IK Int Pub
House, New Delhi
References:
1. Hirt and Block, Fundamentals of Investment Management, TataMcGrawHill, New
Delhi
2. Reily Frank K, Investment Analysis and Portfolio Management,Cengage, New Delhi
3. Bodie,Kane,Marcus and Mohanty, Investments, TataMcGraw Hill, New Delhi
4. Peter Lynch, One Up on Wall Street, Simon & Schuster Paperbacks, New York
5. Sharppe W, Alexander,GJ., & Baily JV., Investments, TMH, New Delhi

GBSPGPF-308

CORPORATE FINANCIAL ANALYTICS

Preamble: To enlighten the students about various financial techniques and tools and
providing valuable, situational and enhancing advancement of financial concepts and
procedures in a flexible manner.
Learning Outcomes:
1. Master corporate finance decisions in an internal environment
2. Corporate financial statement analysis, investment analysis and debt & equity
evaluation
3. Perform complex financial modeling and analysis of acquisition of finance, structured
finance, project finance or other finance in corporate finance.
4. Create value in the execution of corporate finance and capital market transactions.
Syllabus:
Unit-1: IAS-GAAP Principle-Importance of financial statements-Types of financial
statements- Ratio Analysis-Interpretations
Unit-2: Funds flow Analysis- Cash flow Analysis- Interpretations
Unit-3: BEP Analysis- Marginal Cost Analysis- Break Even Chart-Decision-Making
Unit-4: Comparative Analysis-Common Size Balance Sheet- Interpretation-Strategic Profile
Analysis
Unit-5: Working Capital Management-Estimation and requirements of Working CapitalInventory Management-tools-techniques
Suggested Text Books:
1. Khan & Jain-Financial Accounting
2. I.M. Pandey-Financial Management
References:
1. Thomas. P. Edmonds & Frances Mc. Nair , Fundamental Financial Accounting
2. Thomas R.Helson, Financial Statements

GBSPGPF- 309

MERCHANT BANKING & FINANCIAL SERVICES

Preamble: The objective of this course is to acquaint the students with the basic concepts
and understand the financial services offered by various financial institutions.
Learning Outcomes:
1. Describe the dimensions of performance and risk relevant to financial firms.
2. Calculate contemporary measures of financial measures of performance and risk.
3. Describe contemporary managerial risk management oversight processes.
4. Explain how the financial services component industries (insurance, banking,
securities, real estate and financial planning) interact.
5. Design hedging strategies to manage market risks (e.g., currency, commodity,
economic and political).
Syllabus:
Unit-1: Merchant Banking: Introduction-An Overview of Indian Financial System-Merchant
Banking in India- Legal and Regulatory Framework-Relevant Provisions of Companies ActSERA SEBI guidelines FEMA, etc.- Relation with Stock Exchanges and OCTEI
Unit-2: Issue Management: Role of Merchant Banker in Appraisal of Projects, Designing
Capital Structure and Instruments Issue Pricing Book Building Preparation of Prospectus
Selection of Bankers, Advertising Consultants, etc.- Role of Registrars- Bankers to the Issue,
Underwriters and Brokers- Offer for Sale-Green Shoe Option-E-IPO, Private PlacementBought out Deals-Placement with FIs, MFs, FIIs, etc. Off-shore Issues. Issu marketing
Advertising Strategies-NRI Marketing-Post Issue Activities
Unit-3: Other Fee Based Services: Mergers and Acquisitions-Portfolio Management ServicesCredit Syndication-Credit Rating- Mutual Funds-Business Valuation.
Unit-4: Fund Based Financial Services: Leasing and Hire Purchasing-Basics of Leasing and
Hire Purchasing-Business Evaluation
Unit-5: Other Fund Based Financial Services: Consumer Credit- Credit Cards- Real Estate
Financing- Bills Discounting- Factoring and Forfeiting- Venture Capital.

Suggested Text Books:

1.M.Y.Khan, Financial Services, Tata McGraw-Hill, 11th Edition, 2008
2.Nalini Prava Tripathy, Financial Services, PHI Learning, 2008.
References:
1. Machiraju, Indian Financial System, Vikas Publishing House, 2nd Edition, 2002.
2. J.C.Verma, A Manual of Merchant Banking, Bharath Publishing House, New Delhi,
3. Varshney P.N. & Mittal D.K., Indian Financial System, Sultan Chand & Sons, New Del
hi.
4. Sasidharan, Financial Services and System, Tata Mcgraw Hill, New Delhi, 1st Edition,
2008.
5. Website of SEBI

GBSPGPH- 310

INDUSTRIAL RELATIONS

Preamble: The objective of this course is to impart the students the various techniques and
practices for maintain harmonious relations in organizations. To enlighten the students with
the Concepts and Practical applications of Industrial Relations.
Learning Outcomes:
1. Demonstrate knowledge of, and the implications of, different perspectives of the
employment relationship.
2. Critically analyze and solve workplace issues.
3. Apply HRM and IR competencies to contribute to organizational capability and
employee wellbeing.
4. Identify issues and interactions between local and global employment relations and
work environments.
Syllabus:
Unit-1: Industrial Relations: Scope and Significance Causes and Consequences of
Industrial Disputes Recent Trends in Industrial Relations
Unit-2: Trade Unions: Trade Union Structure and Movement in India Changing Role in
the Context of Liberalisation
Unit -3: Promotion of Harmonious Relations Machinery for Prevention and Settlement of
Industrial Disputes Conciliation Arbitration and Adjudication Code of Discipline.
Unit-4: Grievances and Discipline: Grievances Redressal Machinery Discipline in Industry
_ Measures for dealing with Indiscipline.
Unit-5: Collective Bargaining (CB) CB Practices in India Participative Management
Forms and Levels Schemes of Workers Participation in Management in India.
Suggested Text Books:
1. Memoria& Mamaoria., Dynamics of Industrial Relations, Himalaya Publishing
House, Mumbai, 2008.
2. Venkat Ratnam, C.S. Industrial Relations, Oxford University Press.
3. A.M. Sarma., Industrial Relations, Himalaya Publishing House, Mumbai, 2005.
References:
1. SC Srivathava, Industrial Relations and Labour Laws, Vikas, ND.
2. M.Arora: Industrial Relations, Excel Publications.
3. P.R.N.Sinha, Indu Bala Sinha and Seema Priyadarshini Shekar, Industrial Relations,
Trade Unions and Labour Legislation, Pearson Education, New Delhi.
4. Ramaswamy E.A. The Strategic Management of Industrial Relations, Oxford
University Press.
5. Cowling and James, the Essence of Personnel Management and Industrial Relations,
Prentice Hall of India.
6. Ratna Sen, Industrial Relations in India, Macmillan India Ltd. New Delhi.
7. Michael Armstrong, Employee Reward, Universities Press (India) Ltd.

GBSPGPH-311

PERFORMANCE MANAGEMENT

Preamble: The objective of the course is to enable the students to understand Performance
Management as a method to measure and improve the effectiveness of people in the work
place.
Learning Outcomes:
1. Describe the nature of performance management and outline the core objectives of
performance management
2. Outline the performance management cycle and identify and explain the key stages of this
cycle
3. Differentiate between performance management and performance appraisal
4. Identify the different performance appraisal techniques that can be used by organizations
5. Evaluate the advantages and disadvantages of different performance appraisal
Syllabus:
Unit-1: Performance Management- Concept-Definition-Objectives-Prerequisites of
Performance Management-Factors Affecting Performance Management
Unit-2: Performance Appraisal-Definition-Objectives- Methods of Performance Appraisal
Unit-3: Performance Management Process-Performance Appraisal Process- Differences between
Performance Management and Performance Appraisal

Unit-4: Performance Planning-Definition-Objectives-Process of Performance Planning-Performance

Standards-Approaches of Performance-Expectancy Theory-Goal-Setting Theory.
Unit-5: Analysation of Performance Appraisal in Information Technology Sector-Latest Trends in
Performance Appraisal

Suggested Text Books:

1. Herman Aguinis, Performance Management Pearson, 2012
References:
1. Ram Kumar Balyan, Vikramender Singh & Suman Performance management text
and cases, Himalaya Publications, 2011.
2. Anjali Ghanekar Essentials of Performance Management Everest Publishing House,
2010
3. Lance A Berger & Dorothy R Berger The Talent Management Hand Book 2nd
edition TMH, 2013.
4. B D Singh, Performance Management System- a holistic approach excel
Books,2010
5. Prem Chadha Performance management Macmillan, 2012.
6. Srinivas K Kandula Performance Management PHI, 2010.
7. R K Sahu : Performance Management System, Excel, 2013.
8. A.M.Sharma, Performance Management Systems, HPH,2011

GBSPGPH-312

HUMAN RESOURCE DEVELOPMENT

Preamble: The objective of the course is to provide the students with the basic understanding
of the concepts. This course examines the primary role of human resources development
(HRD) in the organization to help people and organizations effectively manage change
Learning Outcomes:
1. This highly interactive course focuses on strategies for assessing, designing, and
implementing training and organizational development efforts that positively impact
the performance of the individual and the work group.
2. The course also provides an overview of change interventions, including training and
staff development; succession planning and performance management.
3. Factors that influence HRD.
4. The consulting role and skills of the HRD professional, including facilitation and
group dynamics; and the trends in HRD.
Academic Syllabus:
Unit- 1: HUMAN RESOURCE DEVELOPMENT: Concept, origin and need for human
Resource Development; Macro and Micro Perspectives of Human Resource Development;
Approach to Human Resource Development; Systems Approach to Human Resource
Development; contributions of Subsystems to Organizational performance; HRD Matrix.
Unit- 2: INTERVENTIONS OF HUMAN RESOURCE DEVELOPMENT: Performance
Management, Performance Appraisal, potential Appraisal, Coaching, Counseling and
Mentoring, Career planning and Development; Organizational development Process;
Organizational Development interventions.
Unit- 3: TRAINING AND DEVELOPMENT: Need for training ; Concept of Learning and
Learning Principles; Training Process; Training need Analysis; Training Methods; Evaluation
of training; Methods of evaluation; Executive Development.
Unit-4: HRD IN PRACTICE: Human Resource Development experiences in Indian Public
and Private sector Industries; Human Resource Development in government and service
Sectors; Human resource Development in Voluntary organizations.
Unit- 5: HUMAN RESOURCE DEVELOPMENT PROFESSION:: HRD as Profession;
Duties and responsibilities of HRD Manager; Organization of Human Resource Development
function; Human Resource Development Audit, Future of Human Resource development.
Suggested Text Book :
1. T.V Rao., Readings in Human Resource Development, Oxford IBH Publishing Ltd. New
Delhi, 2008
Reference Books
1. Nadler Leonard., Corporate Human Resource Development. Van Nostrand,
Reinhold/ASTD, New York.
2. Human Resource Development. Jon M Werner and Randy L De Simmons
Thomson Learning , South western Division 2012

GBSPGPm- 313

PRODUCT & BRAND MANAGEMENT

Preamble: The objective of this course is to acquire the conceptual understanding of Product
and Brand Management and its applications for corporate growth and development.
Learning Outcomes:
1. The primary objective of this course is learning how to develop, maintain and grow
your products brand equity.
2. To increase understanding of the important issues in planning and evaluating product
and brand strategies
3. To provide real world experience and understanding of product and branding
strategies.
Syllabus:
Unit- 1: Introduction to Product Management, Category Attractiveness, Market Competition
and Competitor Analysis, Product Strategy and New Product Development
Unit- 2: Customer and Market Potential Analysis, , Managing a Product during various
stages of PLC. Product Market Analysis for different products, Emerging panorama of the
Indian market, New challenges for marketers in India
Unit -3: Branding & Brand Management, The concepts of Brand Equity, Creating brands in a
competitive market. Brand Positioning and Brand Associations. Using Brand Elements to
create brand equity.
Unit- 4: Designing Marketing Programmes to Build Brand Equity. Leveraging Secondary
Brand Associations. Developing a Brand Equity Management System. Measuring Sources of
Brand Equity and Brand Equity measurement approaches
Unit-5: Growing and Sustaining Brand Equity: Designing and Implementing Branding
Strategies, Launching Brand Extensions Products, Managing brands overtime and geographic
boundaries, revitalization of brands
.

Suggested Text Books:

1. Product Management-Lehmann & Winner-TATA McGraw Hill 4th edition

References:
1. Strategic Brand Management-Kevin Lane Keller Pearson Group 3rd edition

GBSPGPm-314

EMERGING TRENDS IN MARKETING

Preamble: The objective of this course is to enlighten the students about the current
scenarios and real time concepts that are occurring in the field of marketing. This Course
aims at providing new dimensional view with a deep insight into the field of marketing.
Learning Outcomes:
1. what are marketing trends and techniques on the horizon will change or disrupt
current marketing practices,
2. How should marketers evaluate the business potential of a new trend or technique,
3. How are marketers acting on emerging trends and techniques for business advantage,
4. what marketing trends and techniques on the horizon will change or disrupt current
marketing practices,
5. Today, marketers address people's needs and intentions. In the future, marketers will
more confidently anticipate people's needs.
6. Under the current scenario, people and businesses interact via search, promotional
content, social media and e-commerce. In emerging business scenarios, people,
businesses and things will connect via location-based services, programmed triggers
and intelligent agents
Syllabus:
Unit-1:Emerging Trends in Marketing An Overview , Reasons for Emerging Trends ,
Emerging Trends An Indian Perspective, Challenge for Marketers in the New Economy
Unit-2: Understanding Various Emerging Trends, Customer Experience Marketing, Data
Driven Marketing, Green Marketing d. Social Marketing, Referral Marketing, Cause Related
Marketing g, Event Based Marketing, Crowd sourcing, Bottom of the Pyramid Marketing,
Collaborative Marketing, Experiential Marketing, Engagement Marketing
Unit-3: Entertainment Marketing Using Movies / Serials / Forms of Entertainment for
Marketing, Marketing of Movies / Serials / Forms of Entertainment
Unit-4: Sports Marketing- Gaming and Marketing, Marketing to Emerging Segments like
Kids, Women etc.
Unit -5: Presentations and Case Studies

Suggested Text Books: 1. Marketing in the Cyber Era: - Ali Ghorbani

GBSPGPf-315

FINANCIAL SYSTEM & STOCK MARKET OPERATIONS

Preamble: This course aims at providing students with an understanding of the structure,
organization, and working of financial markets and institutions in India.
Learning Outcomes:
1. To get a basic understanding of the products, players and functioning of financial
markets, particularly the capital market.
2. To understand the terms and jargons used in the financial newspapers and periodicals.
3. To learn about the trading of derivatives on the stock exchanges.
4. To understand the capital market trading operations.
5. To understand the use of derivative products in speculating, hedging and arbitraging
6. To learn the trading, clearing, settlement and risk management in equity derivatives
Syllabus:
Unit-1: Introduction: Nature and role of financial system; Financial system and financial
markets; Financial system and economic development; Indian financial system an
overview.
Unit-2: Financial Markets: Money and capital markets; Money market meaning,
constituents, functions of money market; money market instruments call money, treasury
bills, certificates of deposits, commercial bills etc., Recent trends in Indian money market;
Capital market primary and secondary markets; Depository system; Government securities
market; Role of SEBI an overview; Recent developments.
Unit-3: Secondary market operations Role Importance - Organization of Stock
exchanges; National Stock Exchange and over the counter Exchange Listing rules,
procedure including formats, formalities; Listing of securities in Stock Exchanges Trading
mechanism Screen based trading - Insider trading - Internet based trading - Share Price
Indices - BSE and NIFTY Index - Need and importance - Compiling of index numbers and
interpretation.
Unit-4: Depositary services - Role and Importance - The Depositaries Act, 1996; SEBI 1996;
SEBI Regulation 1996; National Securities Depositary Ltd; Depositary participant Role of
NSDL CSDL.
Unit-5: Trading Clearing Settlement in cash and F&O segment - Accounting records for
buying / selling transitions; Nature of transaction cash and forward; settlement of trades and
clearing in India Role of Brokers Clearing House Regulation relating to clearing and
settlement in India.
Suggested Books:
1. Dalton, John M; How the Stock Market Works, Prentice, New Delhi.
2. Gupta, L.C: Stock Exchange Trading in India; Society for Capital Market Research
and Development, Delhi.
References:
1. Machi Raju, H.R: Merchant Banking: Wiley Eastern Ltd, New Delhi

GBSPGPf-316

MERGERS & ACQUISITIONS

Preamble: The objective of this course is to equip the students will learn to apply corporate
finance concepts to mergers and acquisitions (M&A), corporate restructuring, and corporate
governance. Students will consider principles tied to market efficiency and valuation and
examine the impact of technology and politics on corporate organization and performance.
Learning Outcomes:
1. To gain an overview of the determinants of and patterns in merger & acquisition

activity.
2. To learn about the central success factors and success traps in merger & acquisition

processes.
3. To develop the ability to conduct the key strategic and financial analyses (e.g.,

valuation) which go along with mergers & acquisitions.

4. To learn about similarities and differences between acquisitions and other portfolio
restructuring modes (i.e., divestitures, alliances) or other takeover mechanisms
(buyouts).
5. To critically discuss and reflect upon previous transactions in business practice.

Syllabus:
Unit -1: The Causes of Merger Activity Introduction - Merger Structure- Regulatory
Framework- Merger Strategy - The Merger Process
Unit -2: Theories of Mergers - Banking Industry- The Effects of Merger Activity
Unit -3: Timing of Merger Activity - The Telecommunications Industry- Market EfficiencyEmpirical Evidence on M&A
Unit -4: Stock Exchange Mergers Valuation - Restructuring and Governance- Corporate
Restructuring
Unit -5: Empirical Restructuring Evidence - Private Equity-Corporate Governance

Suggested Text Book:

1. Rajinder S Aurora , Kavita Shetty & Sharad Kale, Mergers & Acquisitions, Oxford

University Press,New-Delhi,2011.
References:
1. Sherman & Andrew J, Mergers & Acquisitions, Jaico,2009

GBSPGPh-317

STRATEGIC HUMAN RESOURCE MANAGEMENT

Preamble: The objective of this course is to equip the students with basic concepts of Strategic
Human Resource Management including various HR processes and high-performance Human
Resource Practices.

Learning Outcomes:
1. Synthesize information regarding the effectiveness of recruiting methods and the
validity of selection procedures, and make appropriate staffing decisions.
2. Design a training program using a useful framework for evaluating training needs,
designing a training program, and evaluating training results.
3. Properly interpret salary survey data and design a pay structure with appropriate pay
grades and pay ranges.
4. Evaluate a companys implementation of a performance-based pay system.
5. Demonstrate knowledge of employee benefit concepts, plan design, administrative
considerations and regulations governing employee benefit practices.
6. Align HR systems with the strategic business objectives of a firm

Syllabus:
Unit-1: Introduction to SHRM: Definition of SHRM- Need and Its Importance of SHRMTraditional HR V Strategic HR- Barriers to Strategic HR- Types of Strategies- Business
Strategy- Corporate Strategy-HR Strategy
Unit-2: Integration of Hr Strategy: Different Approaches of Integration- The 5-P Model for
Linking People with Strategic Needs of Business- Role of HRM in Strategy Formulation
and Implementation
Unit-3: Hr Environment: Impact of Technology -Demographic Changes- Changing Nature of
Work- Human Resource Planning, Objectives & its Process
Unit-4: Performance Management & Training Strategies: Meaning and Need of Performance
Management- Methods of Performance Appraisal and Their Limitations- Training
Strategies: Cross-Cultural Training. Multi- Skilling. Succession Planning
Unit-5: Compensation And Human Resource Evaluation: Definition of Compensation and
Methods of Compensation- Skill-Based Pay, Variable Pay, Executive CompensationSystems of High Performance H R Practices- Measures of Evaluation-HR Audit.
Suggested Book:

1. Jeffrey A. Mellow., Strategic Human Resource Management. Thomson South Western

.Singapore:2008
Reference Books:

1 . Charles.R.Greer.. Strategic Human Resource Management- A General Managerial

Approach, Pearson Education( Singapore) Pvt. Ltd.
2. Rajib Lochan Dhar., Strategic Human Resource Management. Excel Books. New
Delhi.

GBSPGPh-318

RECRUITMENT & SELECTION

Preamble: The purpose of this course is to provide for participants an understanding of the
various aspects of the total employment process and how they critically interrelate. These
aspects include: the planning process, position descriptions, attracting suitable candidates,
screening methodology, interviewing, testing procedures, candidate evaluations, the
decision-making process, background investigations performance evaluations and
orientation programs.
Learning Outcomes:
1. Understand the importance of employment process and where it fits in the overall Human
Resources function.
2. Plan for the various steps in the recruitment and selection process.
3. Understand the legal framework which governs the recruiting function.
4. Prepare a position description and specifications.
5. Understand the candidate evaluation process through interviewing, testing and background
investigations.
6. Design an effective new employee orientation program.
7. Monitor the overall function to maintain both the efficiency and productive activity to
achieve the best new hire results.
8. Develop a recruiting and staffing strategy.
Syllabus:
Unit-1: Introduction, recruiting as a part of the HR function, overview, evaluating staffing
needs, developing recruiting plans, approval process, diversity & affirmation action.
Unit-2: Internal recruiting methods, effective referral systems, hiring within the law,
negligent-hiring, good PR for applicants External recruiting methods, executive search firms
(retained vs. contingency), agencies, internet, outplacement firms, ads, other sources, fee
negotiations, reporting
Unit-3: Screening resumes and applications, correspondence, resume formats, forms,
implementation and management record keeping, defining the interview process, types of
interview (structured unstructured, screening, telephone, behavioral, stress)
Unit-4: Preparing for interviews, selecting questions and evaluation standards, interviewing
techniques, managing candidates, role plays Applicant testing, validation issues, assessment
centers, physical examinations and drug testing, managing the complaint process. The hiring
decision, extending offers and counter offers, reference checks, employment contracts, at will
employment
Unit-5: Recruiting strategy exercise, Performance evaluation Theory and practice, 360
degree feedback, orientation training, exit interviews, turnover costs, course in review
Suggested Text Book:
1. Gareth Roberts, Recruitment & Selection, Cromwell Press,2010.
References:
1. Hiring the Best, Martin Yate; Adams Media, 5th edition, an F+W Publishing
Company, 2006. ISBN:1-59337-403-8

GBSPGPs-319

WEB TECHNOLOGIES

Preamble: The main objective of this course is to get an overview about the functionalities and
the issues in data mining. Understand the different knowledge discovery issues in data mining
from the World Wide Web .Distinguish between resource discovery and Knowledge discovery
from the Internet. Present some problems and explore cutting-edge solutions
Learning Outcomes:
1. Understand, analyze and apply the role of languages like HTML, DHTML, CSS, XML,
Javascript, VBScript, ASP, PHP and protocols in the workings of the web and web applications
2. Analyze a web project and identify its elements and attributes in comparison to traditional
projects.
3. Understand, analyze and create web pages using HTML, DHTML and Cascading Styles sheets.
4. Understand, analyze and build dynamic web pages using JavaScript and VBScript (client side
programming).

Syllabus:
Unit-1: HTML: Introduction, HTTP protocol, URL,Web Browsers, HTML basic tags,
elements, attributes, formatting, colors, fonts, images,image maps, backgrounds, lists,tables,
text links, image links, email links, forms, frames, layouts.
Unit -2: CSS: Inline style sheet, Embedded style sheet, External style sheet.
Unit-3: Javascripts: Variables, Control structures: if, ifelse, while, dowhile, for loop,
switch case, break and continue statements, Logical operators, Pop up boxes, functions,
arrays, events, objects, Writing Internal Java Scripts and External Java Scripts.
Unit-4: DHTML Object model: DHTML Object model, Object referencing, Collections all
and children, Dynamic styles, Dynamic positioning, using Frames collection, navigator
object.
Unit-5: DHTML Event model: Event onclick, onload, Tracking mouse with onmousemove,
Roll overs with onmouseover and onmouseout. Form focusing with onfocus and onblur,
Filters and Transitions: Flip filter, transparency with chroma filter, Image filters, Making text
glow, Creating motion with blur, wave filter.
Suggested Text Books
1. C Xavier, McGrawHills
2. Internet & World Wide Web How to Program, Dietel, Low price edition, 3rd edition,
Pearson Education.
References
1. Web Technologies, UttamK.Roy, OXFORD Higher Education.
2. The complete Reference HTML and DHTML, Thomas A. Powey

GBSPGPs-320

E-COMMERCE

Preamble: This objective of this study is to use of e-commerce domain companies and
consumers. This study is conducted to evaluate the perception and attentive and secure
recommending payment method based on analysis and study. The results are expected to
contribute significantly towards the current thinking, security regarding e-commerce online
transactions
Learning Outcomes:
1. Defining and analyzing the principles of E-commerce and basics of World Wide Web.
2. Defining and analyzing the concept of electronic data interchange and its legal, social
and technical aspects.
3. Defining and analyzing the security issues over the web, the available solutions and
future aspects of e-commerce security.
4. Defining and analyzing the concept of E-banking, electronic payment system
Syllabus:
Unit1: Electronic Commerce-Frame work, anatomy of E-Commerce applications, ECommerce Consumer applications, E-Commerce organization applications.
Unit2: Consumer Oriented Electronic commerce - Mercantile Process models, Electronic
payment systems - Digital Token-Based, Smart Cards, Credit Cards, Risks in Electronic
Payment systems.
Unit-3: Inter Organizational Commerce - EDI, EDI Implementation, Value added networks,
Intra Organizational Commerce - work Flow, Automation Customization and internal
Commerce, Supply chain Management.
Unit4: Corporate Digital Library - Document Library, digital Document types, corporate
Data Warehouses. Advertising and Marketing - Information based marketing, Advertising on
Internet, on-line marketing process, market research.
Unit5: Consumer Search and Resource Discovery - Information search and Retrieval,
Commerce Catalogues, Information Filtering. Multimedia - key multimedia concepts, Digital
Video and electronic Commerce, Desktop video processings, Desktop video conferencing.
Suggested Text Books:
1. Frontiers of electronic commerce Kalakata, Whinston, Pearson.
2. E-Commerce, strategy, Technology, and Implementation,
References:
1. E-Commerce fundamentals and applications Hendry Chan, Raymond Lee, Tharam Dillon,
Ellizabeth Chang, John Wiley.
2. E-Commerce, S.Jaiswal Galgotia.
3. E-Commerce, Efrain Turbon, Jae Lee, David King, H.Michael Chang

Semester-4 Subjects
S.No

Subject Code

Title of the Course

Core Papers

GBSPGPC-401

Legal Aspects of Business

GBSPGPC-402

Entrepreneurship Development

GBSPGPC-403

Creativity & Innovation Management

Major Specialization Papers: Marketing/Finance/HR

1

GBSPGPM-404

Rural Marketing (M)

GBSPGPM-405

Retail Marketing(M)

GBSPGPM-406

Advertising Management (M)

GBSPGPF-407

International Financial Management(F)

GBSPGPF-408

Financial Derivatives (F)

GBSPGPF-409

Strategic Financial Management(F)

GBSPGPH-410

Management of Change & Development(H)

GBSPGPH-411

International Human Resource Management (H)

GBSPGPH-412

Compensation & Reward Performance System(H)

Minor Specialization Papers: Marketing/Finance/HR

1

GBSPGPm-413

Customer Relationship Marketing(M)

GBSPGPm-414

E-Marketing(M)

GBSPGPf-415

Trading Strategies(F)

GBSPGPf-416

Commodities Market(F)

GBSPGPh-417

Conflict Management & Negotiation Skills(H)

GBSPGPh-418

Competence Management & Leadership(H)

GBSPGPs-419

Internet Applications(S)

GBSPGPs-420

Cyber Laws

GBSPGPC-401

LEGAL ASPECTS OF BUSINESS

Preamble: The course is designed to assist students in understanding basic laws affecting a
Business Enterprise.
Learning Outcomes:
1. Describe the three different relationships that could be created under the law of
agency
2. Explain the various factors that go into the choice of a business form
3. Distinguish general partnerships from limited partnerships and limited liability
partnerships
4. Compare and contrast limited liability companies, S corporations, and C
corporations
5. Be able to research employment law issues on the internet and government websites
Syllabus:
Unit-1: Importance of Commercial Law: The Indian Contracts Act, 1872 Nature of the Act
and Classification of Contracts Essentials of a Valid Contract Offer and Acceptance
Capacity Consideration Free Consent Legality of Object Performance of a Contract
Discharge of a Contract Breach of a Contract and Remedies.
Unit-2: Sales of Goods Act: Distinction between Sales and Agreement to Sell Conditions
and Warranties Performance of Contract of Sale Transfer of Ownership Rights of an
Unpaid Seller. Consumer Protection Act, 1986: Consumer Right Machinery for Redressal of
Consumer Grievances. - Information Technology Act 2000.
Unit-4: Contract of Agency: Kinds of Agents Creation of Agency- Duties and Rights of
Principal and Agents- Principals Liability for the Acts of the Agent-Liability of Agent
Termination of Agency-Negotiable Instruments Act, 1881- Kinds of a Negotiable
Instruments and endorsement- Presentation and discharge of Negotiable Instrument.
Unit-4: Indian Partnership Act, 1942: Meaning and Essentials of Partnership-Registration
Tests of Partnership-Duties and Rights of Partners Dissolution of Partnership.
Unit-5: Company Act 1956-Nature and Types of Companies Formation Memorandum of
Association-Articles of Association Kinds of Shares Duties of Directors-Winding up.
Suggested Text Book:
1. Ravindra Kumar: Legal Aspects of Business, Cengage Learning, New Delhi, 2011
References:
1. Kuchhal M C, Deepa Prakash: Business Legislation for Management, Vikas
Publishing House, New Delhi, 2012
2. Pathak: Legal Aspects of Business, Tata McGraw Hill, New Delhi, 2010
3. S.N.Maheshwari, S.K.Maheshwari: A Manual of Business Laws, Himalaya
Publishing House, 2014.
4. P.K.Padhi: Legal Aspects of Business, PHI Learnings, New Delhi, 2014
5. S.S Gulshan: Business Law, Excel Books, New Delhi, 2012
6. Daniel Albuquerque: Legal Aspects of Business, Oxford University Press, New
Delhi, 2014
7. S.S.Gulshan, G.K.Kapoor: Business Law Including Company Law, New-Age
Publishers, New Delhi, 2011

GBSPGPC-402

ENTREPRENEURSHIP DEVELOPMENT

Preamble: The objective of this course is to expose the students to the subject of
entrepreneurship and small business management, so as to prepare them to establish and a
new enterprise and effectively manage the same
Learning Outcomes:
1.
2.
3.
4.
5.

Understand the development of entrepreneurship as a field of study and as a

profession.
Understand the creative process of opportunity identification and screening.
Understand the importance of innovation in the creation of sustainable competitive
advantage.
Use business models, pro-forma statements and cash flow projections to understand
venture processes.
Use a number of techniques to test a business model to ensure its viability.

Syllabus:
Unit-1: Entrepreneurship: Importance and growth - Characteristics and Qualities of
Entrepreneur- Role of Entrepreneurship, Ethics and Social Responsibilities. Women
Entrepreneurship: Role & Importance, Problems
Of Women Entrepreneurs corporate entrepreneurship mobility of entrepreneur
entrepreneurial motivation.
Unit-2: Training: Designing Appropriate Training Programme to inculcate Entrepreneurial
Spirit - Training for New and Existing Entrepreneurs, Feedback and Performance of Trainees.
Creativity and Entrepreneurship: Sources and Methods of Ideas Planning and Development
of Programmes E-business Ventures; New Venture Management Emerging Trends.
Unit-4: Planning and Evaluation of Projects: Growth of Firm Project identification and
selection - Factors inducing growth- - Project Feasibility Study Post Planning of ProjectProject Planning and Control.
Unit-4: Small and Micro Enterprises: Importance, definitions policies and their support to
MSMEs - growth and growth strategies sickness in small business and remedies small
entrepreneurs in international business.
Unit-5: Institutional support to entrepreneur and MSMEs: Role of Government - Role of
IDBI, NIESBUD, SISI, DIC - Financial Institutions-Commercial Banks, Entrepreneurial
Development Institutes, Universities and other Educational Institutions offering
Entrepreneurial Development Programme.
Suggested Text Books:
1. VSP Rao, Kuratko: Entrepreneurship, Cengage Learning, New Delhi,
2. B.Janakiram, M Rizwana: Entrepreneurship Development Excel Books, New Delhi,
2011
References:
1. Arya Kumar: Entrepreneurship, Pearson, Publishing House, New Delhi, 2012.
2. K.Ramachandran: Entrepreneurship Development, TMH, New Delhi, 2012

GBSPGPC-403

CREATIVITY & INNOVATION MANAGEMENT

Preamble: This course is to equip the students to re-ignite your creative spark build
creativity and innovation capabilities at the personal level and within your organization.
Learning Outcomes:
1. Understand the roles of skill, experience, motivation and culture in creative endeavour
2. Appreciate how the perspective taken on creativity affects the policy used to engender
it
3. Differentiate between radical and incremental innovation
4. Identify some potential disruptive innovations and take advantage of open
innovation
5. Reflect on your own experiences of creativity and innovation at work.
Syllabus:
Unit-1: Introduction to Creativity and Innovation Nature of Creativity: Person, Process,
Product and Environment Nature of Innovation: Making the Idea a Reality
Unit-2: Need for Creativity and Innovation in Organizations Role of Creativity and
Innovation in the Organization Dynamics that underlie Creative Thinking
Unit-4: Creative insight: Why do good ideas come to us and when they do? Idea evaluation:
What to do with generated ideas? Creativity in Teams
Unit-4: Developing and Contributing to a Creative-Innovation Team Managing for Creativity
and Innovation Tools and Techniques in Creativity
Unit-5: Evolving a Culture of Creativity and Innovation in Organizations Creativity in the
Workplace Creativity and Change Leadership, Researching/Assessing Creativity Global
Perspectives on Creativity, Case Studies and Presentations.
Suggested Text Book:
1. Innovation Management Allan Afuah Oxford Publications
References:
1. Managing & Shaping Innovation Steve Conway & Fred Steward Oxford
Publications

GBSPGPM-404

RURAL MARKETING

Preamble: The objective of this course is to equip the students with the importance of the
distinction and differences between the rural and urban markets and also the perceptional
levels of the customers.
Learning Outcomes:
1. Understand the importance of Rural Markets.
2. Sensitize to the needs and behavior of consumers and channels.
3. Utilize the understanding on peculiarities of rural markets, channels and competition
in marketing decision making.
Syllabus:
Unit-1: Definition scope of rural marketing concepts components of rural markets
classification of rural markets rural vs. urban markets
Unit-2: Population occupation pattern income generation expenditure pattern literacy
level infrastructure facilities rural credit institutions rural retail outlets print media in
rural areas rural demand
Unit-4: Rural Marketing Segmentation product strategies pricing strategies
Unit-4: Distribution strategies promotions strategies social marketing
Unit-5: Marketing of agricultural produce and rural and cottage industries

Suggested Text Book:

1. Dr. C. Rajendra Kumar, Rural Marketing, Jain Publishers,2009.
References:
1. Badi, R V., and Badi, N.V. (2005) Rural Marketing, 2/e, PHI, New Delhi. Singh, S.
(2006) Rural Marketing, Vikas Publishers, New Delhi
2. Badi, R V., and Badi, N.V. (2005) Rural Marketing, 2/e, PHI, New Delhi. Singh, S.
(2006) Rural Marketing, Vikas Publishers, New Delhi
3. Kashyap, P., and Rant, S. (2005) The Rural Marketing ,Biztantra, Mumbai. Rahman,
H.U. (2004) Rural Marketing, HPH, New Delhi. Gopalaswamy, T.P. (2006), Rural
Marketing , Vikas Publishing House, New Delhi
4. Kashyap, P., and Rant, S. (2005) The Rural Marketing ,Biztantra, Mumbai. Rahman,
H.U. (2004) Rural Marketing, HPH, New Delhi. Gopalaswamy, T.P. (2006), Rural
Marketing , Vikas Publishing House, New Delhi.

GBSPGPM-405

RETAIL MARKETING

Preamble: To enlighten the students should get a comprehensive knowledge of the marketing
function distribution" and get an insight into retailers' national and international strategies.
They should also understand the necessity and limitations of cooperation along the value
chain
Learning Outcomes:
1. Understand how to create a shopping experience that builds customer loyalty
2. Learns how to receive , present and maintain merchandise
3. Learn the functions that support service and sales
Syllabus:
Unit-1:Introduction to Retail Management- Meaning of Retail & Retailing, History, types,
functions, utilities, theories of retailing, e-tailing, structure of Indian retail industry, retailing
in Asia, global retailing, retailing in Europe, service retailing, FDI retailing, Rural marketing,
ethics in retailing
Unit-2: Understanding Shoppers & Shopping- Shopping Environment, shopping in a Socio
Cultural Contest, shopping process shopping behaviour, demographics of Indian shoppers,
psychographic profile of Indian shoppers, lifestyle of Indian shoppers, shopping patterns in
India.
Unit-4: Delivering Value though Retail Functions- Classification of formats, ownershipbased, store based, non-store based, other retail formats, Value Based Model of store format
choice, attribute based model of store format choice, the competitive market place, Marketing
Structure, the demand side of retailing, non price decisions, types of competition, evolution
of retail competition, future changes in retail competition.
Unit-4: Pricing & Supply Chain Management- Pricing Objectives & Policies, Interactive
Pricing Decisions, different Pricing Strategies, Price Adjustment Strategies. SCMintroduction, derivers of SCM, SCM & competitive advantages, types of supply chain-supply
chain length, width, control of supply chain, framework of Supply Chain Management-SCM
network structure, Supply Chain Business Process, SCM components, Retail Inventory
Management, Retail Logistics Management, EDI in SCM.
Unit-5: Retail Buying & Managing Retail Operations-objectives of buying, organization
buying, retailing buying behaviour, models of buying behaviour, buyer-responsibilities,
merchandising & assortment plans, merchandise plan, merchandise plan for basic stocks
retail buying groups, negotiations in retail, contract in retail, store layout & design,
merchandise display-fixtures, positioning of merchandise, materials & finishes floors,
interior walls, ceilings, lightings, music, graphics-exterior signage, interior signage, layouts for etailers.

Suggested Text Books:

1. Piyush Kumar Sinha, Dwarika Prasad Uniyal, Managing Retailing, 2nd Edition,
Oxford, 2012.
2. Swapna Pradhan, Retail Management-Text & Cases, TMH, 2014.
References:
1. Lusch, Dunne, Carver, Introduction to Retailing, 7th Edition, Cengage Learning,
2014.
2. Suja Nair, Retail Management, Himalaya Publication House, 2012.

GBSPGPM-406

ADVERTISING MANAGEMENT

Preamble: To enlighten the students with the Concepts and Practical applications of
advertising management. To make the students understand the concept of in-depth analysis of
advertising and to understand the design of how to make an advertisement.
Learning Outcomes:
1. The aim of the paper is to acquaint the students with concepts, techniques and give
experience in the application of concepts for developing an effective advertising
programme.
2. To understand and effectively utilize creative elements in advertising campaigns
3. To understand various aspect of advertising budget
Syllabus:
Unit-1: Advertising Role in the Marketing Process: Legal Ethical and social Aspects of
Advertising-Functions and types of advertising- Integrated Marketing communication -Brand
management, Brand Image, Brand Equity and Brand Building-Ethics of advertising
Unit-2: The major players in advertising: Advertising agency, Brand manager, market
research firms, Media, Type of agencies-Structure of an agency and its functions- The
process of developing an ad.
Unit- 4: Objective setting and market Positioning: Dagmar Approach Determination of
Target Audience and understanding them. Assumptions about consumer behavior an
advertiser makes- Building of Advertising Programme-Message, Headlines, Copy, Logo,
Illustration, Appeal, layout Campaign Planning- Creative Strategies. Production and
execution of TVCs and print ads
Unit-4: Media Planning: Budgeting; Evaluation- Methods -Media buying - Emerging Medias
and trends.
Unit-5: Advertising Research: Effectiveness of advertising- methods of measurementRationale of testing Opinion and Attitude Tests, Recognition, Recall
Suggested Text Books:
1. Aaker, David A etc. advertising management 4th ed. New Delhi, Prentice Hall of India,
1985
2. .Advertising and sales promotion Prof A.S.Gupta Everest Publishing House
References:
1. Belch, George E and BelCh, Michael A Introduction to Advertising and Promotion
4rd ed. Chicago, Irwin 1995
2. Borden, William H. Advertising New York, John Wiley, 1981
3. Hard, Norman The Practice of Advertising Oxford, Butterworth Heinemann, 1995
4. Kleppner, Otto Advertising Procedure Englewood Cliffs New Jersey, Prentice Hall
Inc.,1986
5. Ogilvy, David, Ogilvy on Advertising, London, Longman, 1984
6. Sengupta, Subroto, Brand Positioning, Strategies for Competitive Advantages, New
Delhi, Tata McGraw Hill,1990

GBSPGPF-407

INTERNATIONAL FINANCIAL MANAGEMENT

Preamble: To enlighten the students with the Concepts and Practical applications of
International Financial Management.
Learning Outcomes:
1. Identify the determinants of currency prices and explain how these prices change in

the foreign exchange (FX) markets.

2. Distinguish how various exchange rate systems affect currency prices in the FX

markets.
3. Explain how a countrys balance of payments affects currency prices in the FX

markets.
4. Explain international parity conditions which link the prices of goods, interest rates,

spot rates and forward rates throughout the world.

Syllabus:
Unit-1: International Financial System: Evolution of international financial system: Bretton
woods system, floating exchange rate; currency board, sterilized and unsterilized
intervention; international financial markets-Eurocurrency market, international bond market,
international equity market, international money market; global financial institutionsIMF,
Bank for International Settlements; international banking-euro bank. International financial
instrumentseuro CP, Eurobonds, foreign bonds, global bonds, euro equity, ADR, GDRs
Unit-2: Foreign Exchange Market and International Parity Relationships: Participants in
foreign exchange market, structure of foreign exchange market in India; quotes in spot
market and forward market, triangular arbitrage; nominal effective exchange rate (NEER),
real effective exchange rate (REER); currency derivativesforwards, futures, forward rate
agreement, options, swaps; Foreign Exchange Management Act ; BOP, BOP trends in India;
current account deficit, capital account convertibility, Tara pore Committee Report; Parity
Conditions- Purchasing Power Parity, Interest Rate Parity, International Fisher Effect,
Unbiased Forward Rate Theory. International debt crises and currency crises-Asian currency
crisis, Greek debt crisis.
Unit-4: Multinational Corporate Decisions in Global Markets: Foreign direct investment
(FDI) and motives, FDI theories-theory of comparative advantage, OLI paradigm of FDI in
India, modes of foreign investment licensing, management contracts, joint venture,
Greenfield investment, acquisition, strategic alliance, evaluation of overseas investment
proposal using APV; Financial goals of MNC, financial performance measurement,
international cash management, multinational capital structure decision, cost of capital ,
international portfolio diversification- rationale, barriers, home country bias, project
financing
Unit-4:Risk Management in Multinational Corporations: Types of risk-currency risk,
transaction exposure, translation exposure, accounting standard for translation exposure in
India, economic exposure and assessment; interest rate risk, country risk assessmentpolitical
risk, financial risk; risk management through hedging-natural hedges, hedges with currency
derivativesforward market hedge, options market hedge, money market hedge, hedging

recurrent exposure through swaps, hedging contingent exposure, hedging through invoice
currency.
Unit-5: International Tax Environment: Types of taxincome tax, withholding tax, value
added tax, Tobin tax; taxation methodsworldwide approach, territorial approach; tax havens,
offshore financial centers, re invoicing centre; Tax treaties-Double taxation Avoidance
agreement, multilateral tax treaties; foreign tax credit, tax neutrality tax equity, taxes and the
location of foreign operations, tax implications of dividend remittance by overseas affiliate,
taxes and organizational formcontrolled foreign corporation; Taxation of foreign source
income in India; Transfer pricing (TP) and tax planningTP methods, TP rules in India
Suggested Text Book:
1. Eun C.S., Resnick B.G: International Financial Management, Tata McGraw Hill

Education Pvt. New Delhi 2010

References:
1.
2.
3.
4.

Ephraim Clark: International Financial Management, Cengage SLearning. 2010

Sharan V., International Financial Management, PHI Learnings, New Delhi, 2012.
V.A.Avadhani: International Financial Management Himalaya Publication, 2014
5Madhu Vij: International Financial Management, Excel Books, New Delhi, 2011

GBSPGPF-408

FINANCIAL DERIVATIVES

Preamble: To enlighten the students with the Concepts and Practical applications of
derivatives in the Security markets
Learning Outcomes:
1. Define derivatives and explain the characteristics of derivatives markets.
2. Define forward contracts, describe the pricing and valuation of forward contracts, and
explain the characteristics of forward markets.
3. Define futures contracts, describe the pricing and valuation of futures contracts, and
explain the characteristics of futures markets.
4. Define call and put options and explain the characteristics of options markets.
5. Calculate the option price by using the Binomial model and the Black-ScholesMerton model.
Syllabus:
Unit-1: Introduction to Financial Derivatives Meaning and Need Growth of Financial
Derivatives in India Derivative Markets Participants Functions Types of Derivatives
Forwards Futures Options Swaps The Regulatory Framework of Derivatives Trading
in India.
Unit-2: Features of Futures Differences Between Forwards and Futures Financial Futures
Trading Currency Future Interest Rate Futures Pricing of Future Contracts Value At
Risk (VAR) Hedging Strategies Hedging with Stock Index Futures Types of Members
and Margining System in India Futures Trading on BSE & NSE.
Unit-4: Options Market Meaning & Need Options Vs futures Types of Options
Contracts Call Options Put Options Trading Strategies Involving Options Basic
Option Positions Margins Options on stock Indices Option Markets in India on NSE
and BSE.
Unit-4: Option Pricing Intrinsic Value and Time Value - Pricing at Expiration Factors
Affecting Options pricing Put-Call Parity Pricing Relationship Pricing Models
Introduction to Binominal Option Pricing Model Black Scholes Option Pricing Model.
Unit-5: Swaps Meaning Overview The Structure of Swaps Interest Rate Swaps
Currency Swaps Commodity Swaps Swap Variant Swap Dealer Role Equity Swaps
Economic Functions of Swap Transactions FRAs and Swaps.
Suggested Text Book:
1. Rene M Stulz, Risk Management and Derivatives, Cengage, New Delhi
References:
1. David Thomas. W & Dubofsky Miller. Jr., Derivatives Valuation and Risk
Management, Oxford University, Indian Edition.
2. N.D.Vohra & B.R.Baghi, Futures and Options, Tata McGraw-Hill Publishing
Company Ltd

GBSPGPF-409

STRATEGIC FINANCIAL MANAGEMENT

Preamble: To enlighten the students with the Concepts and Practical applications of
Strategic Financial Management., with particular reference to the financial strategy and
value of the enterprise.
Learning Outcomes:
1. Understand the impact that resource decisions have both internally and externally on
an organizations performance and effectiveness
2. Be able to carry out investment appraisals and evaluate the applied approaches
3. Be able to apply cost concepts to management decision making
4. Be able to apply financial management techniques to intangible resources
Syllabus:
Unit -1: Financial Goals and Strategy Shareholder Value Creation (SCV): Market Value
Added (MVA) Market-to-Book Value (M/BV) Economic Value Added (EVA)
Managerial Implications of Shareholder Value Creation.
Unit -2: Financial Strategy for Capital Structure: Leverage Effect and Shareholders Rick
Capital Structure Planning and Policy Financial Options and Value of the Firm Dividend
Policy and Value of the Firm.
Unit-4: Investment Strategy Techniques of Investment Appraisal under Risk and
Uncertainty Risk Adjusted Net Present Value risk Adjusted Internal Rate of Return
Capital Rationing Decision Tree Approach for Investment Decisions Evaluation of Lease
Vs borrowing Decision.
Unit -4: Merger Strategy Theories of Mergers Horizontal and Conglomerate Mergers
Merger Procedure Valuation of Firm Financial Impact of Merger Merger and Dilution
Effect on Earnings Per Share Merger and Dilution Effect on Business Control.
Unit -5: Takeover Strategy Types of Takeovers Negotiated and Hostile Bids Takeover
Procedure Takeover Defenses Takeover Regulations of SEBI Distress Restructuring
Strategy Sell offs Spin offs Leveraged Buyouts.
Suggested Text Books:
1. Coopers & Lybrand, Strategic Financial: Risk Management, Universities Press (India)
Ltd.
2. Robickeck, A, and Myers, S., Optimal Financing Decisions, Prentice Hall Inc.
References:
1.
2.
3.
4.

James T. Gleason, Risk. The New Management Imperative Finance A Jaico Book.
Van Horn, JC, Financial Management and Policy, Prentice Hall.
Prasanna Chandra, Financial Management Theory and Practice, Tata McGraw Hill.
Weston JF, Chung KS & Heag SE., Mergers, Restructuring & Corporate Control,
Prentice Hall

GBSPGPH-410

MANAGEMENT OF CHANGE & DEVELOPMENT

Preamble: To imbibe student about Change Management Importance, equip him about basic
procedures in implementing change, bring awareness in Change Management Systems and
challenges in Organizational Development.
Learning Out comes:
1. Demonstration of Basic Knowledge on Change variables
2. Explaining Change Systems and their Linkage
4. Designing of Organizational Development procedure.
Syllabus:
Unit-1: Basics of Change Management: Meaning, nature and Types of Change change
programmes change levers change as transformation change -as turnaround value
based change.
Unit-2:Mapping change: The role of diagramming in system investigation A review of
basic flow diagramming techniques systems relationships systems diagramming and
mapping, influence charts, multiple cause Diagrams- a multidisciplinary approach -Systems
approach to change: systems autonomy and behaviour
Unit-4: Organization Development (OD): Meaning, Nature and scope of OD -Dynamics of
planned change Person-focused and role-focused OD interventions Planning OD Strategy
OD interventions in
Indian Organizations Challenges to OD practitioners.
Unit-4: Negotiated change: Change in the labour-management relations in the post
liberalized India a review of the response of collective bargaining strategy to the challenges
of Globalization
Unit-5: Team Building: Nature and Importance of Teams Team Vs Groups Types of
teams Characteristics of Virtual teams Team building life cycle role of managers as
linking pins- team building skills Perspectives on effectiveness of Team working - Virtual
teams: High performance teams self managing teams Building team relationships
empowered teams leadership on teams.

Suggested Text Book:

1. Cummings: Theory of Organisation Development and Change,Cengage Learning,
New Delhi, 2014.
References:
1. Robert A Paton: Change Management, Sage Publications, New Delhi, 2011.
2. Nilanjan Sengupta: Managing Changing Organisations, PHI Learning, New Delhi,
2009
3. Adrian Thornhill: Managing Change, Pearson Education, New Delhi, 2012.
4. Radha R Sharma: Change Management, TMH, New Delhi, 2012

GBSPGPH-411 INTERNATIONAL

HUMAN RESOURCE MANAGEMENT

Preamble: To enlighten the students with the Concepts and strategies of International
Human Resource Management
Learning Outcomes:
1. Understand issues, opportunities and challenges pertaining to international HRM;
2. Develop competency in dealing with cross cultural situations;
3. Understand the strategic and functional roles of HRM in various international
contexts, especially in areas such as recruitment and selection, performance
management, training, learning and development, career management, compensation,
motivation and repatriation;
4. Understand external forces (e.g. globalization, socio-cultural changes, political and
economic changes) that have the potential to shape international HRM; and
Syllabus:
Unit-1: Introduction- IHRM concept scope, role and significance- approaches difference between
domestic and international IHRM -Challenges of Globalization role of International HRM Global
HR Planning
Unit-2: Managing International Assignments: Significance staffing policies- Selection methods Positioning Expatriate Repatriate factors of consideration - International assignments for women Problems.
Unit-4: Cross Culture Management: Importance Concepts and issues theories - Problems Skill
building methods Cross Culture Teams.
Unit-4: Compensation Management: Importance Concepts- Methods Factors of Consideration
Models global compensation implications on Indian systems .
Unit-5: Labor relations in multinational corporations- issues and challenges of IHRM
Suggested Books:
1. Peter Dowling: International Human Resource Management, Cengage Leanring, 2012
2. Subba Rao P: International Human Resource Management, Himalaya Publishing House,
Hyderabad, 2011
3. Aswathappa K, Sadhana Dash: International Human Resource Management, TMH, New
Delhi
References:
1. NilanjanSen Gupta: International Human Resource Management Text and cases Excel
Books, New Delhi.
2. Tony Edwards :International Human Resource Management, Pearson Education, New
Delhi, 2012
3. ,
4. Charles M Vance: Managing a Global Work Force, PHI Learning, New Delhi, 2009
5. Monir H Tayeb: International Human Resource Management, Oxford Universities Press,
Hyderabad, 2012.

GBSPGPH-412

COMPENSATION & REWARD PERFORMANCE SYSTEM

Preamble: To enlighten the students with the Concepts and Strategies of Compensation and Welfare
Management

Learning outcomes:
1.
2.
3.
4.
5.

Understand key concepts and theories from compensation.

Apply key course concepts to actual compensation problems in firms.
Understand how to conduct basic statistical analysis on compensation data.
Understand how to interpret basic statistical analysis of compensation data.
Understand how workers behave strategically in response to the structure of, and
changes in, the compensation system.
6. Understand how the various features of compensation systems influence the
composition of workers attracted to the firm.
Syllabus:
Unit-1: Compensation: concept and definition objectives and dimensions of compensation
program factors influencing compensation aligning compensation strategy with business
strategy concept of reward nonfinancial compensation system - Managing Compensation:
Designing a compensation system internal and external equity pay determinants - frame
work of compensation policy - influence of pay on employee attitude and behaviour - the new
trends in compensation management at national and international level.
Unit-2: Wage and Salary administration: Nature and importance job analysis methods job evaluation - wage determination process methods of wage fixation wage structure multi-dimensional approach wage problems wage surveys wage administration
economic objectives of wage policy legal frame work The payment of Wages Act 1946,
The Minimum Wages Act 1948 and other similar act and amendments institutional
mechanism for wage determination
Unit-3: Strategic importance of variable day Determination of Inter and Intra industry
compensation differentials. Individual and Group Incentives.
Unit-4: Issues Related to compensation & Dearness allowance concept - Emergence and
Growth in India. The role of fringe benefits in reward systems Retirement Plans including
VRS/Golden Handshake Schemes.
Unit-5: Executive compensation: Executive Compensation. Compensation Systems in
Multinational Companies and IT companies including ESOP.
Suggested Text Book:
1. A.M.Sarma, N.Sambasiva Rao: Compensation and Performance management,
Himalaya Publishing House, Mumbai
References:
1. Topomoy DEB: Compensation Management, Excel Books, New Delhi, 2009
2. George T Milkovich, JerryM Newman, C.S.Venkatratnam: Compensation, TMH,
New Delhi,
3. Srivastava S.C. Industrial Relations and Labour Law. New Delhi, Vikas 1994. Latest
Court rulings.

GBSPGPm-413

CUSTOMER RELATIONSHIP MARKETING

Preamble: To enlighten the students with the Concepts and Practical applications of
Consumer Behaviour and CRM
Learning Outcomes:
1.
2.
3.
4.
5.

Gains an understanding of key concepts, technologies and best practices of

A view of the organization of business and its integration with CRM
An understanding of the CRM value proposition for different vertical markets
Knowledge of the lifecycle of CRM as applied to customer interactions
Knowledge of CRM customer data acquisition, management, research, analysis and
use

Syllabus:
Unit-1: Introduction: old versus new marketing, CRM, 5 Dominant CRM Business Models,
CRM advantage
Unit2: Strategic CRM: CRM Perspectives, the components of Strategic CRM, steps in
developing CRM Strategy
Unit-4: Data base and CRM: Database marketing, Building a data warehouse, Database
coding and analysis, Data mining, Database-driven marketing, Communications, Programs,
Customer relationship management, Direct response marketing
Unit- 4: Customer Portfolio management : Companywide Strategic Planning, Partnering to
Build Customer Relationships, Customer-Driven Marketing Strategy, Customer-Centered
Marketing Strategy, Managing the Marketing Effort, Marketing Implementation, Managing
the Marketing Effort, Return on Marketing Investment (Marketing ROI).
Unit-5: Information technology for customer relationship management: origins of CRM
technology-the CRM ecosystem-CRM solutions-CRM analytics-CRM architectureMultichannel CRM-Mobile and wireless solution.
Suggested Text books:
1. Frances Butle customer Relationship Management Routledge,2/e,2014.
2. Balasubramaniyan,K. Essence of Customer Relationship Management, learn Tech
press
Reference Books:
1. Poor Richards Almanac Benjamin Franklin
2. Data Mining Techniques: For Marketing, Sales, and Customer Relationship
Management J. A, Michael
3. Greenberg, Paul. (2004). CRM at the Speed of Light, (4rd Edition): Essential
Customer Strategies for the 21st Century. McGraw Hill

GBSPGPm-414

E-MARKETING

Preamble: To understand how the Internet and information technology advances offer
benefits and challenges to consumers, businesses, marketers and society.
Learning Outcomes:
1. Distinguish between e-business and e-marketing.
2. Understand the distinction between information or entertainment as data and the
information-receiving appliance used to view or hear it.
3. To understand the importance of E-marketing plan
4. To understand e-marketing Environment.
5. To understand the ethical and legal issues in E-marketing
6. To learn consumer behavior and E-marketing Strategy
7. To understand Differentiation Dimensions and E-marketing Communication
Syllabus:
Chapter-1: E-Marketing in context: What is E-marketing, how does E-marketing Relate to
E-Business, What is Internet, E-Marketing Past, Present and future, E-marketing Today,
Strategic planning, from strategy to Electronic strategy, from Business Models to E-business
models.
Chapter-2: The E-Marketing Plan and E-Marketing Environment: Over view of the EMarketing Planning, Creating an E-marketing Plan, a seven step E-marketing Plan, overview
of Global E-marketing issues, country and marketing opportunity Analysis, Technological
readiness influences marketing.
Chapter-4: Ethical and Legal Issues: Over view of Ethics and Legal issues, Privacy, digital
Property, Online expression, Emerging Issues,
Chapter-4: Consumer behavior and E-Marketing Strategy: Consumers in the Twentyfirst Century, Inside the internet Exchange Process, Segmentation and Targeting strategies,
Data Drivers Strategy, Marketing Knowledge Management, Marketing Databases and Data
warehouses.
Chapter-5 Differentiation and positioning Strategies and E-Marketing Communication:
Differentiation Dimensions-Product differentiation, service differentiation, personnel
differentiation, channel differentiation, image differentiation, differentiation strategies, Integrated
marketing communication(IMC),Internet advertising, Marketing Public Relations(MPR),Sales
Promotion offers, Direct Marketing.

Suggested Text book:

1. Judy strruss,adel EL-Ansary,Raymond, Frost,Prentice Hall of India,New Delhi

GBSPGPf-415

RURAL BANKING & FINANCIAL INCLUSION

Preamble: To expose the students with the functioning of rural credit institutions in India
along with the prospects and problems of financial inclusion including priority sector.
Learning Outcomes:
1. An entire module is devoted to the issues and challenges in Rural Banking. India, with
70% of the countrys population living in villages, depending upon agriculture and
allied activities more than 60% of the rural adult population is still financially
excluded.
2. Moreover the rural population excessively dependent on money lenders for the
financial credit, but has slowly moved to organized financial sources such as banks
and cooperatives in the post-independence era.
3. Students will come to know the role of Technology & its impact in the rural areas. Ex:
Growing number of ATMs in the rural areas.
4. The course will also explain the several alternative means of financing like micro
financial institutions and self-help groups who have come into the picture both for
profit and non-profit outlook in rural financing.
Syllabus:
Unit-1: Rural India: Demographic features-Economic features-Rural poverty-main causes
and methods of measuring rural poverty-Rural Infrastructure-Rural Development PolicyGovt. policies and programmes-Economic Reforms and its impact on rural economy
Unit-2:Financing Rural Development: Functions and policies of RBI and NABARD ;Rural
Credit Institutions-Role and functions -Role of Information and Communication
Technologies in rural banking- Regulation of Rural Financial Services;
Unit-3: Financial inclusion: Concept and its role in inclusive growth- Micro credit, micro
insurance scheme - Business Facilitators and Business Correspondents in rural financingSHGs/NGOs, linkages with banking, latest guidelines of GOI and RBI
Unit-4: Priority Sector Financing and Govt. initiatives: Components of priority sector- RBI
Guidelines; Government initiatives: Poverty alleviation programmes/Employment
programmes/Production oriented programmes-Rural housing and Urban housing schemes
under priority sector-Educational loans
Unit-5: Problems and prospects of Rural Banking: Problems of rural branches of commercial
banks and regional rural banks-emerging trends in rural banking-financing poor as bankable
opportunity.
Suggested Text Books:
1. Vasantha Desai, Indian Banking-Nature and Problems, Himalaya Publishing House,
Mumbai
2. Khan, M.Y., Indian Financial System, Tata McGraw Hill Publishing Company Ltd., New
Delhi
References:
1. Pai Panandikar & NC Mehra, Rural Banking, National Institute of Bank Management,
Pune
2. Guruswamy, S., Banking in the New Millenium, New Century Publications, New
Delhi

GBSPGPf-416

COMMODITIES MARKET

Preamble: The aim of the course is to equip young managers with the knowledge of
emerging commodities derivatives trading practices in India.
Learning Outcomes:
1. The commodities markets design and rules in India will be focused. Further, the
regulatory framework of these markets and domestic and international historical
developments in commodities market will also be highlighted.
2. A clear distinguishing from commodities from securities market and need for separate
domain knowledge will be explained.
3. Spot price anomalies and efforts of the commodities exchanges in resolving the issue
will also be discussed.
4. Importance of hedgers, speculators and arbitragers will be presented. Commodity
indices as an investment class and how they fulfill the need of investors will be
elaborated.
Syllabus:
Unit-1: Historical changes and growth of global and domestic Commodities derivatives
markets - FCR Act 1952 and Regulatory structure of Commodities Derivatives Markets in
India -Issues in Agricultural Commodities Markets
Unit-2: Issues in Non-Agricultural Commodities Markets -Commodities Derivative
Exchanges and design of the markets - Issues Related to Product Design and contract
specifications -Issues related to Spot price and present practices of commodities exchanges
Unit-4: Clearing House operations and Risk Management Procedures Delivery Related
Issues like delivery centers, deliverable varieties, assaying - Issues related to monitoring and
surveillance by Exchanges and Regulator
Unit-4: Role of intermediaries in Commodities Markets -Basis Risk and its importance in
pricing 14. Agricultural Commodity Futures trading pattern in Exchange -Non- Agricultural
Commodity Futures trading pattern in Exchange International commodity indices and as an
investment tool for investors
Unit-5: Commodity Options on Futures and its mechanism -Internationally traded
Commodities based ETFs Commodities as a New Asset Class -Essential Commodities Act
and role of state governments-Warehousing Act Bill and its implications
Suggested Text book:
1. International Trade & Finance,IGNOU Help Book
2. A Traders First Book on Commodities: Corley Garner -0147016454
References:
1. The Economics of Commodity Market-Julin Chevallin,Florian Lelpo,ISBN-978-1119-96791-0

GBSPGPh-417

CONFLICT MANAGEMENT & NEGOTIATION SKILLS

Preamble: The objective of this course is to learn the main concepts of conflict in
organizations, the types of conflict and the methods and tools to resolve them. It also aims at
helping students to understand the concept of negotiation and equip them with skills of
negotiation.
Learning Outcomes:
1. Analyze and understand the key practical and theoretical concepts of managing and
resolving conflicts.
2. Understand, analyze and describe the nature of small and large-scale conflicts.
3. Articulate the theoretical and practical components of negotiation and mediation and
explain
4. The link between effective negotiation skills and effective leadership. Analytically
and theoretically understand the types of conflict management styles.
5. Relate the importance of assessing ones own conflict management style.
Syllabus:
Unit-1: Meaning and Process of Conflict: Meaning of conflict; conflict and competition;
conflict and co-operation, Functional versus dysfunctional conflict; Process of conflict;
Classical, behavioral and interactionist view of conflict.
Unit-2: Types of Conflict: Intra-individual, interpersonal, intergroup and inter-organizational
conflict; Conflict Outcomes; Effects within and effects between groups; Effects on winning
and losing groups.
Unit-4: Conflict Management: Approaches to conflict; Conflict resolution Strategies;
Conflict simulation techniques
Unit-4: Negotiations: Meaning of negotiation; Concept of bargaining; Negotiation Process;
Issues in negotiation.
Unit-5: Managing the negotiation process: Preparing for negotiation-Developing a strategyGetting Started-Building understanding-Bargaining and Closing
Suggested Text Books:
1. SP Robbins., Organizational Behavior. Pearson Education.
2. Mc.Shane, Von Glinow and Sharma, Organizational Behavior. Tata McGraw Hill
References:
1. Ivancerich, Konopaske, Malteson., Organizational Behavior and Management. Tata
McGraw Hill.
2. K.Aswathappa. Organizational Behavior. Himalaya Publishing Company. Mumbai.
3.

GBSPGPh-418

COMPETENCE MANAGEMENT & LEADERSHIP

Preamble: The objective of this subject is to empower the students with the concepts, theories
and approaches to lead organizations. The knowledge gained will help the students to feel
confident to add value to the organizations in designing Competencies and Leadership
Management.
Learning Outcomes:
1. The students will be able to understand in definitions, concepts and process of
Leadership & Competency Mapping.
2. The will also understand the approaches and theories of leadership, leadership styles,
leadership types like transactional leadership, transformational leadership, team
leadership.
Syllabus:
Unit-1: Competency mapping: Concepts and definition of competency; types of
competencies, competency based HR systems, competency and performance, 5 level
competency model, developing various competency models, how competences relate to
career development and organizational goals.
Unit-2: Methodology of competency mapping: competency model development, competency
models, people capability maturity model, developing competency framework, competency
profiling, competency mapping tools
Unit-4: Competency based interviewing, assessment of competencies through 460 degree
feedback, BEI, CIT, validation of competencies.
Unit-4: Transformational Leadership: Description, Transformational leadership definition,
transformational leadership and charisma, a model of transformational leadership, how does
the Transformational Leadership Work? Strengths, criticisms, applications, Servant
Leadership: Description, Servant Leadership Defined, Historical basis of servant leadership,
ten characteristics of a servant leader, Building a theory of servant leadership.
Unit-5: Team Leadership: Description-Team Leadership model-How does team leader workWomen and Leadership-Gender, Leadership Styles-Culture and Leadership- Dimension of
Culture-Leadership Behaviour-Leadership Ethics-Ethical Theories-Heifetzs Perspective on
Ethical Leadership.
Suggested Text Book:
1. Competence at work - Lyle M. Spencer, Signe M. Spen cer. John Wiley 1994
References:
1. The Talent Management Hand Book - Lance A. Berger & Dorothy R. Berger, Tata
McGraw Hill
2. A Handbook of Competency Mapping Seema Sangi, Res ponse BOOKS, 2004
3. Competency mapping, Assessment and Growth - Naik G. P, IIHRM, 2010
4. Chowdhary, Subir, The Talent Era, Pearson Education , New Delhi
5. Appraising & Developing Managerial Performance- Rao T. V, Excel BOOKS Text
book
6. Peter G. Northouse Leadership: Theory & Practices Sage Publications, 2012.

GBSPGPs-419

INTERNET APPLICATIONS

Preamble: The objective of this course to have a quick review of the Internet and Internet
programming concepts, Web Servers and Web Application Servers, Design Methodologies with
concentration on Object-Oriented concepts, Client-Side Programming.
Learning Outcomes:
1. Choose any suitable manual system for analysis.
2. Apply knowledge learned in this course as well knowledge earned from previous
courses to design an almost error-free database structure to reflect the automated
system.
3. Use the development products of Microsoft Visual Studio.Net products to
implement and connect the automated system to a database stored on a web server.
4. Learn how to link and publish Visual Studio.Net applications to reflect a web
application.
Syllabus:
Unit-1: Introduction to internet, WWW, network essentials, HTML, Introduction to TCP/IP,
DHCP, Remote access Services. Concepts Working, Surfing, and security on the internet.
Unit-2: Internet Protocols Internet Addressing, Internet Routing Protocols, Internet
Messages Protocol, internet Group Management Protocols, Internet Mail Protocols.
Web World Wide Web, .Advantages of web, Web terminology, Web Access Using
Browser Locating Information on the Web.
Unit-3: Creating Web Pages: creating simple HTML documents, inserting and formatting
headings and running text, creating documents with URLs, using Anchors and links, inserting
lists, inserting tables, preformatted text, image maps.
Unit-4: Introduction to JAVA, java architecture, security model of java , JDBC, Corba
Application and JDK, Differences between java and C++, working with java objects ,
encapsulation , inheritance and Polymorphism, Constructors, Garbage collection and
Finalisers,
Unit-5: Data types, modifiers and expressions Arrays and flow control, Statement , exception
handling , Threads, Event Handling , Network Programming and java Virtual Machine.
Suggested Text Books:
1.
2.
3.
4.

Leon and Leon - Internet for everone

Andrew S - Computer networks
Harley Haun - The internet Complete references
Philip Heller and Semon Roberts - JAVA1.1

GBSPGPs-420

CYBER LAWS

Preamble: The objective of this course is to enlighten the students about the various laws
that are existing in the Internet related issues.
Learning Outcomes:
1. Appreciate how the online world is similar and different from the physical world from
a regulatory perspective;
2. become competent in reading and understanding court case judgments and how they
are constructed and show which arguments won and why;
3. be able to take a systematic approach to analysing the legal issues involved in various
problems and conflicts commonly encountered online;
4. develop an understanding of the implications of different countries and jurisdictions
having different laws, but online services covering the world;
5. understand the range of options which may be available for dealing with online
disputes, and how to choose amongst them
Syllabus:
Unit-1: The IT Act, 2000: A Critique : Crime in this millennium , Section 80 of the IT Act,2000
A Weapon or a Farce?, forgetting the line between Cognizable and Non Cognizable Officers, arrest
for About to Commit an offence under the IT Act, A Tribute to Darco, Arrest, But not punish.

Unit-2: Cyber-crime and criminal Justice: Penalties, Adjudication and Appeals under the IT Act,
2000: Concepts of Cyber Crime and the IT Act, 2000, Hacking, Teenage Web Vandals, Cyber fraud
and Cyber Cheating, Virus on Internet Deformation, Harassment and E-Mail Abuse. Cyber
Pornography, Other IT Offences, Monetary Penalties, Adjudication and Appeals Under IT Act 2000,
Network Service Providers, Jurisdiction and Cyber Crimes. Nature of Cyber Criminality Strategies,
Criminal Justice in India and Implications.

Unit -3: Digital Signatures, Certifying Authorities and E-Governance: Digital Signatures, Digital
Signature Certificates, Certifying Authorities and Liability in the Event of Digital Signature
compromise, E-Governance in the India. A Warming to Babudom, Are Cyber Consumers Covered
under the Consumer Protection, Goods and Services, Consumer Complaint Defect in Goods and
Deficiency in Services.

Unit-4: Traditional Computer Crime: Early Hacker and Theft of Components: Traditional
Problems, Recognizing and Defining Computer Crime, Phreakers: Yesterdays Hackers, Hacking,
Computers as Commodities, Theft of Intellectual Property. Web Based Criminal Activity,
Interference with Lawful Use of Computer, Malware, Denial of Service and Distributed Denial of
Service, Theft of Information, Data Manipulation, and Web Encroachment, Online Gambling, Online
Fraud, Securities Fraud and stock Manipulation, Ancillary Crimes.

Unit-5: Protection of Cyber consumers in India: Cyber consumer act consumer, Goods and
services, consumer compliant, restricted and unfair trade practices.

Suggested Text Books:

1. CYBER LAW SIMLEFIED, by VivekSood, Tata McGraw Hill.
2. Marjie T. Britz, Computer Forensics and Cyber crime., Pearson
3. Cyber Laws Texts and Cases, Ferrera, CENGAGE