UNIVERSITY OF JAMMU NOTIFICATION 1 ~ (12/Feb/ADP/02) It is heremy oliied for tne information of all concemed that the Vice-Chancellor, in anticipation of the approval ot ihe Academic Council, has been pleased fo authorize adoption of the Syilcbi ang, Courses, of Study for iV Semester of Master's in Business Administration (MBAJPTor ihe examinations to be held in May 2012, May 2013 & May 2014, The Sage’ of change in all the Couse: Nos. is more than 75%. The aliernative question papers are required to be se! as per the University regulation given as under: If the change in the Syllabi and Courses of Study is less than 25%, no | alternative Question paper will be set. | ji), Ifthe change is 25% and above but below 50% allernative Question Paper be set for one year It the change is §07% and above or whole scheme is changed, alternative Question Paper are set for two years. say REGISTRAR No. FAC /EXX/I1/12/ 14 6122S Dated: 1¢-02-2elr Copy ferintormation axginecessary action to 1. Special Secretory to Vice-Chiancelioe 2. PS.toDeon academic Atfars 3. PA. to Registar 4. 8.P.A to Contaler of Examinations 5. Deon. Focitiv of aysinen Studies 6 7 8 ° Convener:.a# i= members of ine Board of Studies in Business Managemen Director. The Busincis School/Kalhua Campus Principais of el “ne Colleges concemec CA, fo Conti vier of Examinations 10. fe Depuly Regia (Publication) HL Assi. Registtor (Coal.fexams. P/G int] 12, $0 (Conicentios Content manager. University WebsiteDETAILED SYLLABUS, MBAJV Semester “(or the examination to be held in 2012, 2013 and 2014) ‘Compulsory Subjects Course No. Tie MBA- 401 Project Management MBA. 402 Seminar MBA. 403 Vwa-voce ‘ptional Subjects" ‘Course No, Tite Mpacatt Human Resource Development: Systems and Strategies MBAai2 Cross-Cultural Management MBA-413 Industal Relations and Labour Laws MBAte Expatiate Management ea.422 Entrepreneurship Development and Enterprise Management paa23 Tourism and Hospitality Management ga.a31 lnteratonal Marketing MBA«32 Dstrbuton and Sales Management MBA-«33 Retail Management MBA«34 Strategie Marketing een Intemational Financial Management MBA442 Financial Derivatives MBA443 Strategie Financial Management MBRA48 Mergers and Acquisitons Mea-451 Etecronic Commerce: Strategies and Applications MBa82 Customer Relationship Management and Business Inteligence MaA-453 ‘Knowledge Management and Stategc Systems MBA-A54 Global Logisies and Supply Chain Operations * Students are required to opt any four subjects from the options above. wwe jue le A wise Cpe telMBA (Semester —1V) Course Tito: Project Management Max. Marks : 100 Marks ‘Course No, MBA- 40% erat Atetamint 38 ane Contact Hours : 45 ‘Suter sominaen 70 Duration of Examination : 3 hours (For the Examinations to be held in 2012, 2013 and 2014) Objective ‘This course aims at aporising the students with the concepts and techniques used in the process of project concaption, feasibly study, evaluation, implementation and Control and thereby develop nacessaryskil for proect planning and management. uN Need for project management, project characterises, project constraints, attributes ‘of good project manager. Project Environments- project management in industrial settings, project management in service sector, projact and program management in government, Diferent types of needs leading to diferent types of projects under BOMRED (balancing, “modernization, replacement, expansion, diversification), considerations involved in decisions under each ofthese types. unt Project Identification: Generation of Ideas, Monitoring the environment, corporate appraisal, Scouting for project ideas, preliminary screening, project rating ‘index, ‘Sources of postive net present value, on being an entrepreneur Project Formulation: Market and Demand Analysis, Technical Analysis, Economic Analysis, UNIT Financial Analysis: cost of project, means of financing, estimates of sales & Production, cost of production, working capital requirements & its. financing, ‘estimates ‘of working results, break even pont, projected cash flow statement projected balance sheet Financial Institutions, Tax considerations in project ances, Foreign collaboration, uty Project Controt Purposes of project control, approaches to project cantrol, project control process, Project Organization Structure and Integration: formal organization structure, Fequirements of project organizations, pure project organizations, matrix‘organization, selecting 2 project form, project office, informal organizaton, Intagration i large scale projects . unr ‘atonal of SCBA, Project falure, Project Management causes of projet fale, Projet Success, Projoct Management causes of project success Human aepodl of Project Management Note for Paper Setting ‘The question paper shal contain two questions from each unit tal 10 questions) land the candidate shal required to answer one quesion from each unit (otal ‘Gestion oe atempted is fv). there wl be intemal choice within each unit Books Recommended + Projets P. Chandra + Project Management 8. Chauahary + Guidelines for projec evaluation Dasgupta & Margin + Project Feasibility analysis CChpton & Fyfe. “Project Management Bhavesh M Patel “+ Project Management amaraju ThinwnaiiCourse Title : Human Resource Development: Systems and Strategies ‘Max, Marks : 100 Marks. Course No. MBA. 411 pas Contact Hours : 45, ‘Someta Eamon 9 Me Duration of Examination : 3 hours. (For the Examinations to be held in 2012, 2043 and 2014 ) Objectives “The purpose ofthis course is to facitate an understanding of the concepts, methods and strategies for human resource development inthe Organisational Context UNITS Human Resource Systems(HRS): The concept, Development as the underying concept of HRS: Development dimensions and inkages in HRS; Functions of HRS: Personnel function ve, HRS analysis, Designing Human Resource Systems: Contexts, Isues and Principles. unit Human Resource Development(HRD): Concepts, goals and challenges; Need for HRD. HRD sub-systems. and interventions, HRO model; HRD strategies: HRD processes, outcomes and organizational effeciveness, Development chmate; Motivational aspects of HRD. UNIT Developing the person in the role: Performance appraisal techniques, assumptions Uunderiying” open appraisal ysioms, Performance appraisal "components Performance Review ana Counseling: Objectives, sequential process and making counseling effective, Potential appraisal: Steps and considerations while introducing potential appraisal system: Linkages wit other sub-systems, UNIV Training as @ tool of HRD : Aims and contexts; Transformative role of taining: Training strategy: Strategic issues and modolties; Action research by trainers; Training evaluation, Career planning and development: Benefits, elements of career planning programmes: Faciltaing career planning and development, Current status. UNITY Human Resource Information Systems(HRIS): Concept, benefit and aims, HRIS Mode, HRIS Database. HRD for workers; HRD processes and the role of HRD manager, HRD and Line Managers expeciations; HRD/OD approach to Industrial Relations; HRD in Incian Organisations ~ some case studies.NOTE FOR PAPER SETTING “The question paper wil contain two questions from each unt (total 10 questions) and the cancidate wil be require to answer one question from each unit (otal questons, tobe attempted willbe fve) i. there wil be intemal choice within each unit ‘SUGGESTED READINGS ‘+ Pareek, Udai and T.V.Rao. Designing and Managing Human Resource Systems, Oxford and IBH, +1982{Second edition) + Lynton, Rolf P and Udai Pareek ‘Training for Development; Vistar publications, 1998 + Rao, TV. Human Resource Development: Experiences, Interventions, Strategies’ Sage, 1996 + Siveria, OM Human Resource Development ~ ‘The Indian Experience; New Delhi, 1991 ‘+ Rometra, Neolu Human Resource Development in ‘Commercial Banks in india, Ashgate: UK, 1986 + Dayal, shwar and others ‘Successful applications of HRD ~ Cate Stusies of Indian ‘organisations’, New Concepts, 1996 + Reo, TV. "HRD Audit Response Book, 1999 ‘+ Nai, MRR and T.V.Rao(eds}) Excellence through Human Resource Development, Tata Me (Graw Hil, 1995 + Rao TV., Siverira, OM HD in the New Economie and others(eds.) Environment, Tata Mc Graw Hil 1995 ‘+ Lynton, RolfP. and Udal Pareek : Training for Organisational ‘Transformation (Part and I) ‘Sage Publications, 2000 + Rao, TV. ‘Appraising and Developing Managerial Performance, Excel Books, 1998Set ‘Course Tile: Cross-Cultural Management ‘Max. Marks : 100 Marks Course No. MBA- 412 eet Aeenmant 38 Mat Contact Hours : 45 ‘een Seinton 78 Mae Duration’of Examination : 3 hours (For the Examinations to be held in 2012, 2013 and 2014) Objectives 41. To-expose the students tothe international dimension of people's behaviour in organizations 2 Te develop a diagnostic and conceptual understanding of the cultural and ‘elated behavioural variables in the management of global organizations UNIT Cross-cultural Management The meaning and concept; Cutural orientations; Cross- cultural differences and managerial implications; The Cross-Cultural puzzle of global hhuman resource management: Global strategy and culture unr Work behaviour across cultures; National cuiture and Organisational culture; Hofstede's Cultural / value dimensions; coping with cultural differences: Understanding socialization, Implications of organisational cultures for itemmational Management UNIT Cultural Diversity ~ Meaning and Nature; the importance of valuing diversity; the challenge of workforce diversity; managing workforce diversity as compettive ‘advantage; the impact of diversity on groups / teams; types of diversity in groups, A Model for a high performance diverse team. Managing diversity in organizations success model, strategies and guidelines, developing a mut-cultual organisation, unTav Managing people in international context India, China, Cross-Cultural Commuricaton: communication misperception, communication misevauation, Communication misinterpretaton; communication break down across culure, Cross-Cultural partnership; European, Japanese and US leadership approaches; Leadership approaches in developing counties, Factors contributing to effective leadership across cultures. UNITY (Cross-Cultural Motivation: Are motivation theories universally applicable across cultures? Motivational difference across cultures; Negotiating intemational aural pewpect. Nepteion pce, air of ghd nga Ce we ey (ja (int _ SNula vansiions Expatiate employee- Course Title : Knowledge Management and Stratoglc Systems ‘Max. Marks : 100 Marks ‘Course No. MBA- 453 rt Aetna ‘Contact Hours : 45 ‘Simoes a (For the Examinations to be hold in 2012, 2013 and 2014 ) Objective ‘The objective of the course is to make the students aware of the concepts and applications of knowledge management and role of strategic systems forthe efficient knowledge managemert. The course also aims at making the students aware ofthe cexplict knowledge concept and how it difers from data and information, strategic se, technologies, Knowledge transfer, and implementation UNIT 1 ‘The Knowledge Economy: Leveraging Knowledge, Dats- Information-knowledge- \Wiscom relationship, organizational knowledge, characteristics and components of ‘organizational knowledge. Drivers of ‘Knowledge Management, Creating the Knowedge Edge, Knowedge Management Road Map and Leveraging existing Infrastucture unt ‘The Knowledge Society: Building knowledge societies, Indian knowledge root, the Beginning of knowledge and the Grey Revolution. The knowiedge vision and the ‘organizational strategy for strategic systems UNIT i ‘The Knowledge Process: Universal appeal, Stages of KM Process, Knowedge, CCapital vs. physical capital, Implementation of Knowledge Management: Roadblocks to success, 10-stop KM Road Map, Business Inteligence. and Intemet platforms, web Portals, Information Architecture: A three-way Balancing Act, KM the Indian experience, UNIT IV ‘Strategic Systems and Information Technology: Role of Information Technology in knowiedge Management Systems, Knowledge Management tools, Creating effective knowledge Management Systems through Information Technology, ERP and BPR unit v Fuure of Knowledge Management and Industry perspective: Companies onthe road to knowledge management, Knowledge Management in Manufacturing and service Industry, Challenges of Knowledge Management ea wor ON ee a we Non qrNote for Paper Setting ‘The question paper shall contain two questions from each unit (total ten questions) ‘and the candidates shall be required fo|answer one question from each un (total no. ‘of questions be attempted shall be five Le. there should be intemal choice within each unit} References Barnes, Knowledge Management systems, 1/e, Cengage Leaming , 2008, ‘Thothathvi Raman, Knowledge Management, Fist Eaton, Excel Books, New Det, 2004 ‘Awad, Knowledge Management, Pearson Education, 2007, Mattson, Web Warehousing & Knowledge Management, Tata McGraw-Hil, 2007 ‘Tiwana, The Knowledge Management to! kt Practical techniques for building a knowledge management systems, 2¢, Pearson Education, 2006. Harish Chandra Chaudhary, Knowledge Management for competiive ‘advantage, fst edition, Excel Books.New Delhi, 2005, Sisiop, Knowledge Management. Oxford University Press, New Delhi, 2007, Sipewo Course Title: GLOBAL LOGISTICS & SUPPLY CHAIN OPERATIONS, Max. Marks : 100 Marks, Course No. MBA- 454 ‘aural Aaenment 38 Contact Hours : 45 ‘emt Ennion 78 Me Duration af Examination : 3 hours ‘or the Examinations to be held in 2012, 2013 and 2014) Objective ‘The objective ofthe course isto develop an understanding of the complexities and processes involved in global logistics and supply chain operations and the strategic, implications of this area for an organization. The course aims to demonstrate how ‘operations performance can shape and influence the sales and profit ambition of a business, Uunitt Intemational Logistics and Supply chain management: meaning and objectves, importance In global economy , Characteristics of global supply chains,” Supply chain relationship to business performance, -Key tasks of logistes and supply chain managers, Role of Government In controling interational trade and its impact on LLogistes and supply chain Uniti ‘Supply chain as a competitive advantage, Global Supply chain strategy, Structuring ‘supply chain capabilities, Business matching supply chain design with business strategy Unit mt Planning global supply chain, Network design for global supply chain management, Risk management in the global context. Measuring logistics cost and performance Benchmarking the supply chain, Performance measurement and evaluation in global ‘supply chains | Unitiv Importance of Coordination in Supply Chain, Bullwhip Effect, Effect of lack of coordination on performance, Obstacles to Coordination, Strategies to achieve Coordination, Building Strategic Partnership and Trust In Supply Chain unity, Role and importance of Tn Supply Chain Management, T solutions for Supply CChain Management, Supply Chain Information Technology in PracticeNote for Paper Setting “The question paper shall contain two questions from each unit (otal ten questions) ‘and the candidates shall be required to answer one question from each unit otal no. ‘of questions be attempted shall be fve Le. there should be intemal choice within feach unit) Books Recommended ‘+ Douglas Long Intemational Logistics: Global Supply Chain Management ‘Springer-Verlag New York, LLC; 2004 “+ Philppe-Pierre Domier, Panos ‘Kovels, Michel Fender Global Operations and Logistes: Text and Cases Wiley, John & Sons, Incorporated 1998 ‘+ Alan Branch Global Supply Chain Management in International Logistics Routledge 2007 + Kent N, Gourdin Global Logistics Management: A Competitive Advantage for the New Milennium Blackwell Publishing 2006 ‘+ Sridhar R: Tayur (Ealilor), Michael J. Magazine (Editor), RAM Ganeshan (Editor) Quantitative Models for Supply Chain Management Kiuwer Academic coors , a a yO