Ugc Net Management June 2019

1|Page HILAL AHMED: WHATSAPP=9906837425
PREFACE
I am glad indeed to place this title 2ND EDITION NTA MANAGEMENT in the hands of those
students who are preparing for NTA exam.
This book is written strictly according to the prescribed syllabus. In preparing this book, I have
freely drawn the material both from the books of Indian & foreign authors.
The book is divided into 11 units.
I request every teacher and the taught to bring such mistakes to the notice of the author so
that they can be redressed in the nest edition.
I welcome every constructive suggestion that goes in improving the quality of the work and
the utility of the book.
2019
Srinagar-J&K
190001
HILAL AHMAD
(B.COM/M.COM/PGDBA)
EMAIL-AHMADHILAL850@GMAIL.COM
9906837425 / 7006246674
STAY CONNECTED WITH MY YouTube CHANNEL
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CONTENTS
UNIT TITLE
No.
1 MANAGEMENT (REFERENCE)
2 ECONOMICS (REFERENCE)
3 ORGANISATION BEHAVIOUR
(REFERENCE)
4 HUMAN RESOURCE
MANAGEMENT (REFERENCE)
5 ACCOUNTING (REFERENCE)
6 FINANCIAL MANAGEMENT
(REFERENCE)
7 STRATEGIC MANAGEMENT
(REFERENCE)
8 MARKETING MANAGEMENT
(REFERENCE)
9 STATISTICS (REFERENCE)
10 INTERNATIONAL BUSINESS
(REFERENCE)
11 ENTREPRENEURSHIP
DEVELOPMENT (REFERENCE)
SYLLABUS
Unit – I
Management – Concept, Process, Theories and Approaches, Management Roles

and Skills
Functions – Planning, Organizing, Staffing, Coordinating and Controlling.
Communication – Types, Process and Barriers.
Decision Making – Concept, Process, Techniques and Tools
Organisation Structure and Design – Types, Authority, Responsibility, Centralisation,

Decentralisation and Span of Control
Managerial Economics – Concept & Importance
Demand analysis – Utility Analysis, Indifference Curve, Elasticity & Forecasting
Market Structures – Market Classification & Price Determination
National Income – Concept, Types and Measurement
Inflation – Concept, Types and Measurement
Business Ethics & CSR
Ethical Issues & Dilemma
Corporate Governance
Value Based Organisation
Unit – II
Organisational Behaviour – Significance & Theories

Individual Behaviour – Personality, Perception, Values, Attitude, Learning and

Motivation
Group Behaviour – Team Building, Leadership, Group Dynamics Interpersonal
Behaviour & Transactional Analysis Organizational Culture & Climate Work Force
Diversity & Cross Culture Organisational Behaviour Emotions and Stress
Management Organisational Justice and Whistle Blowing
Human Resource Management – Concept, Perspectives, Influences and Recent Trends

Human Resource Planning, Recruitment and Selection, Induction, Training and
Development Job Analysis, Job Evaluation and Compensation Management
Unit – III
Strategic Role of Human Resource Management
Competency Mapping & Balanced Scoreboard
Career Planning and Development
Performance Management and Appraisal
Organization Development, Change & OD Interventions
Talent Management & Skill Development
Employee Engagement & Work Life Balance
Industrial Relations: Disputes & Grievance Management, Labour Welfare and

Social Security
Trade Union & Collective Bargaining
International Human Resource Management – HR Challenge of International

Business
Green HRM
Unit– IV
Accounting Principles and Standards, Preparation of Financial Statements

Financial Statement Analysis – Ratio Analysis, Funds Flow and Cash Flow
Analysis, DuPont Analysis
Preparation of Cost Sheet, Marginal Costing, Cost Volume Profit Analysis

Standard Costing & Variance Analysis
Financial Management, Concept & Functions
Capital Structure – Theories, Cost of Capital, Sources and Finance
Budgeting and Budgetary Control, Types and Process, Zero base Budgeting
Leverages – Operating, Financial and Combined Leverages, EBIT–EPS
Analysis, Financial Breakeven Point & Indifference Level.
Unit –V
Value & Returns – Time Preference for Money, Valuation of Bonds and Shares,
Risk and Returns;
Capital Budgeting – Nature of Investment, Evaluation, Comparison of Methods;

Risk and Uncertainly Analysis
Dividend – Theories and Determination
Mergers and Acquisition – Corporate Restructuring, Value Creation, Merger

Negotiations, Leveraged Buyouts, Takeover
Portfolio Management – CAPM, APT
Derivatives – Options, Option Payoffs, Option Pricing, Forward Contracts & Future
Contracts
Working Capital Management – Determinants, Cash, Inventory, Receivables and

Payables Management, Factoring
International Financial Management, Foreign exchange market
Unit - VI
Strategic Management – Concept, Process, Decision & Types
Strategic Analysis – External Analysis, PEST, Porter’s Approach to industry analysis,
Internal Analysis – Resource Based Approach, Value Chain Analysis

10 | P a g e HILAL AHMED: WHATSAPP=9906837425
Strategy Formulation – SWOT Analysis, Corporate Strategy – Growth, Stability,

Retrenchment, Integration and Diversification, Business Portfolio Analysis - BCG,
GE Business Model, Ansoff’s Product Market Growth Matrix
Strategy Implementation – Challenges of Change, Developing Programs Mckinsey 7s

Framework
Marketing – Concept, Orientation, Trends and Tasks, Customer Value and

Satisfaction
Market Segmentation, Positioning and Targeting
Product and Pricing Decision – Product Mix, Product Life Cycle, New Product
development, Pricing – Types and Strategies
Place and promotion decision – Marketing channels and value networks, VMS,
IMC, Advertising and Sales promotion
Unit –VII
Consumer and Industrial Buying Behaviour: Theories and Models of Consumer
Behaviour
Brand Management – Role of Brands, Brand Equity, Equity Models, Developing

a Branding Strategy; Brand Name Decisions, Brand Extensions and Loyalty
Logistics and Supply Chain Management, Drivers, Value creation, Supply Chain
Design, Designing and Managing Sales Force, Personal Selling
Service Marketing – Managing Service Quality and Brands, Marketing Strategies

of Service Firms Customer Relationship Marketing – Relationship Building,
Strategies, Values and Process
Retail Marketing – Recent Trends in India, Types of Retail Outlets.
Emerging Trends in Marketing – Concept of e-Marketing, Direct Marketing,

Digital Marketing and Green Marketing
International Marketing – Entry Mode Decisions, Planning Marketing Mix for

International Markets
Unit –VIII
Statistics for Management: Concept, Measures Of Central Tendency and

Dispersion, Probability Distribution – Binominal, Poison, Normal and Exponential
Data Collection & Questionnaire Design
Sampling – Concept, Process and Techniques
Hypothesis Testing – Procedure; T, Z, F, Chi-square tests
Correlation and Regression Analysis
Operations Management – Role and Scope
Facility Location and Layout – Site Selection and Analysis, Layout – Design and
Process
Enterprise Resource Planning – ERP Modules, ERP implementation
Scheduling; Loading, Sequencing and Monitoring
Quality Management and Statistical Quality Control, Quality Circles, Total Quality
Management – KAIZEN, Benchmarking, Six Sigma; ISO 9000 Series Standards
Operation Research – Transportation, Queuing Decision Theory, PERT / CPM
Unit –IX
International Business – Managing Business in Globalization Era; Theories of
International Trade; Balance of payment
Foreign Direct Investment – Benefits and Costs
Multilateral regulation of Trade and Investment under WTO
International Trade Procedures and Documentation; EXIM Policies
Role of International Financial Institutions – IMF and World Bank
Information Technology – Use of Computers in Management Applications; MIS,

DSS
Artificial Intelligence and Big Data

Data Warehousing, Data Mining and Knowledge Management – Concepts
Managing Technological Change
Unit – X
Entrepreneurship Development – Concept, Types, Theories and Process,
Developing Entrepreneurial Competencies
Intrapreneurship – Concept and Process
Women Entrepreneurship and Rural Entrepreneurship
Innovations in Business – Types of Innovations, Creating and Identifying

Opportunities, Screening of Business Ideas
Business Plan and Feasibility Analysis – Concept and Process of Technical,

Market and Financial Analysis
Micro and Small Scale Industries in India; Role of Government in Promoting SSI
Sickness in Small Industries – Reasons and Rehabilitation
Institutional Finance to Small Industries – Financial Institutions, Commercial

Banks, Cooperative Banks, Micro Finance.
NTA UGC NET/SET/JRF

MANAGEMENT
UNIT-1
MANAGEMENT
 Management is an important element in every organization. It is the element that
coordinates currents organizational activities and plans for the future.
 The management adapts the organization to its environment and shapes the
organization to make it more suitable to the organization.
MANAGEMENT FUNCTIONS OR THE PROCESS OF MANAGEMENT
 Planning, Organizing, Leading & Controlling (Newman & Summer)

 Planning, Organizing, Commanding, Coordinating and Controlling (Henri
Fayol)
 ‘POSDCORB’: Planning, Organizing, Staffing, Directing, Coordinating, Reporting
& Budgeting (Luther Gulick)
 Decision Making, Organizing, Staffing, Planning, Controlling, Communicating &
Directing (Warren Haynes & Joseph Massie)
 Planning, Organizing, staffing, directing & Controlling (Koontz O’Donnell)
Functions of Management
Planning:- It is a process of deciding the business objectives and charting out the
plan/ method for achieving the same. This includes determination of what is to be
done, how, and where it is to be done, who will do it and how result are to be
evaluated. This function expected to be carried out throughout the organization. It
should be performed by the manager at all levels.
Organizing
According to Allen, the organizing refers to “ the structured which results from
identifying and grouping the work, defining and delegating responsibility and
authority and establishing relationships.”
To organize a business is to provide it with everything useful to its functioning i.e.

personnel, raw materials, machineries, capital etc. Once objectives are established,
manager has to develop plan to achieve them with help of human resources as well
as material resources.
Directing
Directing involves communication, leadership and motivation. Communication is the

process of passing the information and understanding it from one person to other
person. Leadership is the function whereby the person or manager guides and
influences the work of his subordinates. Motivation is to motivate the employee to
give their best to the organization.
Controlling
The controlling involves-
1. Establishing standards of performance.
2. Measuring current performance and comparing it against the established

standard.
3. Taking corrective action that does not meet the standard. Control compels the
events to confirm to plans.
Management theories
Management theories are the set of general rules that guide the managers to manage
an organization. Theories are an explanation to assist employees to effectively relate
to the business goals and implement effective means to achieve the same.
GENERAL MANAGEMENT THEORIES
1. Frederick Taylor – Theory of Scientific Management
2. Henri Fayol – Administrative Management Theory
3. Max Weber - Bureaucratic Theory of Management
4. Elton Mayo – Behavioral Theory of Management ( Hawthorne Effect )
What is Scientific Management
• Scientific management, is a theory of management that analyses and synthesizes

workflows. Its main objective is improving economic efficiency, especially labour
productivity. It was one of the earliest attempts to apply science to the engineering of
processes and to management.
• Its development began with Frederick Winslow Taylor in the 1880s and 1890s
within the manufacturing industries. Its peak of influence came in the 1910s, by the
1920s, it was still influential but had begun an era of competition and syncretism
with opposing or complementary ideas.
• Although scientific management as a distinct theory or school of thought was

obsolete by the 1930s, most of its themes are still important parts of industrial
engineering and management today. These include analysis, synthesis, logic,
rationality, empiricism, work ethics, efficiency and elimination of waste,
standardization of best practices, disdain for tradition preserved merely for its own
sake or to protect the social.
A bit about F.W. Taylor
• Frederick Winslow Taylor (March 20, 1856 – March 21, 1915) was an American
mechanical engineer who sought to improve industrial efficiency and then a
management consultant in his later years. He is often called "The Father of Scientific
Management." His approach is also often referred to, as Taylor's Principles, or
Taylorism.
• His influential monograph laid out the principles of scientific management, which
is a seminal text of modern organization and decision theory and has motivated
administrators and students of managerial technique. The monograph was
published in year 1911.
3 goals of F.W. Taylor
• First. To point out, through a series of simple illustrations, the great loss which the
whole country is suffering through inefficiency in almost all of our daily acts.
• Second. To try to convince the reader that the remedy for this inefficiency lies in
systematic management, rather than in searching for some unusual or extraordinary
man.
• Third. To prove that the best management is a true science, resting upon clearly
defined laws, rules, and principles, as a foundation. And further to show that the
fundamental principles of scientific management are applicable to all kinds of
human activities, from our simplest individual acts to the work of our great
corporations, which call for the most elaborate cooperation. And, briefly, through a
series of illustrations, to convince the reader that whenever these principles are
correctly applied, results must follow which are truly astounding.
PRINCIPLES OF SCIENTIFIC MANAGEMENT
1. Replacement of old rule of thumb method.
2. Scientific selection and training of workers.
3. Cooperation between labour and management.
4. Maximum output.
5. Equal division of responsibility.
Techniques of Scientific Management
1. Scientific Task Setting.
It is essential to set the standard task which average worker should do during a
working day. Taylor called it a fair day’s work.
2. Work Study.
It implies an organized, systematic, analytical and critical assessment of the

efficiency of various operations. It includes following techniques.
• Method Study.
• Motion Study.
• Time Study.
• Fatigue Study.
3. Planning the Task.

Planning the task should be separated from the executive function. The detailed
planning should be done by the planning department.
4. Standardization.
Taylor advocated the standardization of tools and equipment, cost system and
several other items. Efforts should be made to provide standardized working
environment.
5. Scientific Selection and Training.
Management should design scientific selection procedure so that the right men are
selected for the right job.
6. Differential Piece-Wage Plan.
This plan was suggested to attract highly efficient workers. There are two piece work
rates, one is lower and another is higher. Standard of efficiency is determined either
in terms of time or output based on time and motion study.
7. Specialization.
Taylor advocated functional foremanship to introduce specialization. He

recommended eight foremen in all to control the various aspects of production.
Benefits of Scientific Management
• Replacement of traditional rule of thumb method by scientific techniques.
• Proper selection and training of the workers.
• Establishment of harmonious relationship between the workers and the

management.
• Detailed instructions and constant guidance of the workers.
• Incentive wages to the workers for higher production.
• Better utilization of various resources.
• Satisfaction of the needs of the customers
HENRI FAYOL-Administrative Management Theory
 Henri Fayol was born in 1841 at Istanbul Turkey.

 He was a French management theorist.
 Fayol was one of the most influential contributors to modern concepts of
management.
 Fayol has been described as the father of modern operational management
theory
 The nineteen-year old engineer started at the mining company ultimately
acting as its managing director
 Based largely on his own management experience, Fayol developed his
concept of administration.
Major Contributions of Henri Fayol
First recognized that successful managers had to understand the basic managerial
functions and believed specific management skills could be learned and taught
He mentioned Six activities of an enterprise:
1. Technical (production, manufacture, adaptation)
2. Commercial (buying, selling, exchange)
3. Financial (search for an optimum use of capital)
4. Security (protection of property and persons)
5. Accounting (Stock taking, balance sheets, cost statistics)
6. Managerial: Fayol’s universal management functions:
1. Planning 2.Organizing 3.Commanding 4.Coordinating 5.Controlling
 Developed a set of 14 general principles of management.

 Provided 16 managerial duties that a manager has to perform
Fayol’s General Principles of Management
 Division of work
 Authority and responsibility
 Discipline
 Unity of command
 Unity of direction
 Subordination of individual interest to the common good
 Remuneration of personnel
 Centralization
 Scalar chain
 Order
 Equity
 Stability
 Initiative
 Esprit de corps
Division of work: Specializing encourages continuous improvement in skills and the

development of improvements in methods.
Authority : The right to give orders and the power to exact obedience.
Discipline : No slacking, bending of rules. The workers should be obedient and

respectful of the organization.
Unity of command : Each employee has one and only one boss.
Unity of direction : A single mind generates a single plan and all play their part in
that plan.
Subordination of Individual Interests : When at work, only work things should be

pursued or thought about.
Remuneration : Employees receive fair payment for services, not what the company
can get away with.
Centralization : Consolidation of management functions. Decisions are made from

the top.
Scaler Chain (line of authority) : Formal chain of command running from top to
bottom of the organization, like military
Order : All materials and personnel have a prescribed place, and they must remain
there.
Equity : Equality of treatment (but not necessarily identical treatment)
Personnel Tenure : Limited turnover of personnel. Lifetime employment for good

workers.
Initiative : Thinking out a plan and do what it takes to make it happen.
Esprit de corps : Harmony, cohesion among personnel. It's a great source of strength
in the organization. Fayol stated that for promoting esprit de corps, the principle of
unity of command should be observed and the dangers of divide and rule and the
abuse of written communication should be avoided.
MAX WEBER: Bureaucratic Theory Of Management

Weber made a distinction between authority and power. Weber believed that power
educes obedience through force or the threat of force which induces individuals to
adhere to regulations.
According to Max Weber, there are three types of power in an organization :-
 Traditional Power
 Charismatic Power
 Bureaucratic Power Or Legal Power
Bureaucracy refers to a specialized system and process of maintaining uniformity or
authority within an organization.
Principles of Bureaucratic theory
 Job specialization
 Authority hierarchy
 Formal selections
 Formal rules and regulations
 Impersonality
 Career orientation
Job specialization: Jobs are divided into simple, routine and fixed category based on
competence and functional specialization.
Authority Hierarchy: Officers are organized in hierarchy in which higher officer

controls lower position holders i.e. superior controls subordinates and their
performance of subordinates and lower staff could be controlled.
Formal selection: All organizational members are to be selected on the basis of

technical qualifications and competence demonstrated by training, education or
formal examination.
Formal rules and Regulations: To ensure uniformity and to regulate actions of

employees, managers must depend heavily upon formal organizational rules and
regulations. Thus, rules of law lead to impersonality in interpersonal relations.
Impersonality: Rules and controls are applied uniformly, avoiding involvement with
personalities and preferences of employees. Biasness and favoritism are not
preferred.
Career orientation: Career building opportunity is offered. Promotions and salary

hikes are strictly based on technical competence. They work for a fixed salaries and
pursue their career within the organization.
Criticism of Bureaucratic Organization
Bureaucratic organization is criticized because of the following reasons :-
• Bureaucratic organization is a very rigid type of organization. It does not give

importance to human relations. It is suitable for government organizations. It is also
suitable for organizations where change is very slow.
• Too much emphasis on rules and regulations. The rules and regulations are rigid
and inflexible.
• There will be unnecessary delay in decision-making due to formalities and rules.
• Bureaucracy involves a lot of paper work. This results in lot of wastage of time,
effort and money.
ELTON MAYO: Behavioral Theory Of Management
Hugo Munsterbeg (1863-1916) is known as the “father of industrial psychology” and

is as important for psychology students as F.W. Taylor is for management students.
He focused to provide a view of psychology’s practical applications. Munsterbeg

believed that industry can be benefited by psychologists in three major areas:
 Seeking modern ways to hire the right person for the right job.
 Achieving optimum efficiency by identifying the psychological conditions.
 Finding methods to direct behavior of individual employees to be in harmony
with the management’s objectives
The Hawthorne Studies
A number of experiments done in Western Electrical Company, situated in Cicero,

that are known as “Hawthorne Studies.” It is considered as the best historical
contribution to the field of Organizational Behavior that provided a clear view of
relation of working conditions to efficiency of employees and productivity. Industrial
engineers at Western Electric started these studies in 1924 as an experiment of
scientific management and the studies continued till 1930’s. They tried to identify
that how different illumination levels affect worker productivity. Two groups were
created, control group and experimental group. The engineers examined the
experimental groups working in different lighting intensities; however, the control
group was examined under a constant lighting intensity.
The Western Electric Company, in 1927, invited Elton Mayo, professor at Harvard for
consultation on the studies.
The Hawthorne studies provided different findings:
 Initially, studies did not provide any evidence of correlation between work
performance of individuals and change in lighting. In fact, work performance
almost increased with any change in illumination lighting.
 After that in the second phase, the studies become apparent. They revealed
that workers’ performance can be improved by just giving them the required
attention not because of the factors that the study aimed to examine.
 In the third phase of studies, the focus was on group productivity and
motivation of individuals.
 Ultimately, the Hawthorne studies provided a concept that the organization
also has social aspects that, if given proper attention, can contribute to better
performance or workers
MANAGER
A Manager is responsible for planning and directing the work of group of individuals,
monitoring their performance and taking corrective action when necessary for the
accomplishment of organizational goals and objectives.
Who Are Managers?
Someone who works with and through other people by coordinating their work
activities in order to accomplish organizational goals.
Types of Managers
First-line Managers: Are at the lowest level of management and manage the work of
non managerial employees
Middle Managers: Manage the work of first-line managers
Top Managers: Are responsible for making organization-wide decisions and

establishing plans and goals that affect the entire organization.
Managerial Concerns
Efficiency:
 “Doing things right”

 Getting the most output for the least input
Effectiveness
 “Doing the right things”

 Attaining organizational goals
ROLES OF A MANAGER
Interpersonal roles: Figurehead, leader, liaison
Informational roles: Monitor, disseminator, spokesperson
Decisional roles: Entrepreneur, disturbance handler, resource allocator, negotiator
1. The interpersonal roles link all managerial work together. The three
interpersonal roles are primarily concerned with interpersonal relationships.
Figurehead Role: The manager represents the organization in all matters of

formality. The top level manager represents the company legally and socially to
those outside of the organization. The supervisor represents the work group to
higher management and higher management to the work group.
Liaison Role: The manger interacts with peers and people outside the organization.
The top level manager uses the liaison role to gain favors and information, while the
supervisor uses it to maintain the routine flow of work.
The leader Role: It defines the relationships between the manger and employees.
2. Informational Roles
The informational roles ensure that information is provided. The three

informational roles are primarily concerned with the information aspects of
managerial work.
Monitor Role: The manager receives and collects information about the operation of
an enterprise.
Disseminator Role: The manager transmits special information into the

organization. The top level manager receives and transmits more information from
people outside the organization than the supervisor.
Spokesperson Role: The manager disseminates the organization’s information into

its environment. Thus, the top level manager is seen as an industry expert, while the
supervisor is seen as a unit or departmental expert.
3. Decisional Roles
The decisional roles make significant use of the information and there are four
decisional roles.
Entrepreneur Role: The manager initiates change, new projects; identify new ideas,
delegate idea responsibility to others.
Disturbance Handler Role: The manager deals with threats to the organization. The
manager takes corrective action during disputes or crises; resolve conflicts among
subordinates; adapt to environmental crisis.
Resource Allocator Role: The manager decides who gets resources; schedule, budget
set priorities and chooses where the organization will apply its efforts.
Negotiator Role: The manager negotiates on behalf of the organization. The top level
manager makes the decisions about the organization as a whole, while the
supervisor makes decisions about his or her particular work unit.
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1|Page HILAL AHMED: WHATSAPP=9906837425

The book is divided into 11 units.

STAY CONNECTED WITH MY YouTube CHANNEL

Management – Concept, Process, Theories and Approaches, Management Roles

Functions – Planning, Organizing, Staffing, Coordinating and Controlling.

Communication – Types, Process and Barriers.

Decision Making – Concept, Process, Techniques and Tools

Organisation Structure and Design – Types, Authority, Responsibility, Centralisation,

Managerial Economics – Concept & Importance

Demand analysis – Utility Analysis, Indifference Curve, Elasticity & Forecasting

Market Structures – Market Classification & Price Determination

National Income – Concept, Types and Measurement

Inflation – Concept, Types and Measurement

Business Ethics & CSR

Ethical Issues & Dilemma

Value Based Organisation

Organisational Behaviour – Significance & Theories

Individual Behaviour – Personality, Perception, Values, Attitude, Learning and

Human Resource Management – Concept, Perspectives, Influences and Recent Trends

Competency Mapping & Balanced Scoreboard

Career Planning and Development

Performance Management and Appraisal

Organization Development, Change & OD Interventions

Talent Management & Skill Development

Employee Engagement & Work Life Balance

Industrial Relations: Disputes & Grievance Management, Labour Welfare and

Trade Union & Collective Bargaining

International Human Resource Management – HR Challenge of International

Accounting Principles and Standards, Preparation of Financial Statements

Preparation of Cost Sheet, Marginal Costing, Cost Volume Profit Analysis

Financial Management, Concept & Functions

Capital Structure – Theories, Cost of Capital, Sources and Finance

Leverages – Operating, Financial and Combined Leverages, EBIT–EPS

Analysis, Financial Breakeven Point & Indifference Level.

Capital Budgeting – Nature of Investment, Evaluation, Comparison of Methods;

Dividend – Theories and Determination

Mergers and Acquisition – Corporate Restructuring, Value Creation, Merger

Portfolio Management – CAPM, APT

Working Capital Management – Determinants, Cash, Inventory, Receivables and

International Financial Management, Foreign exchange market

Strategic Analysis – External Analysis, PEST, Porter’s Approach to industry analysis,

Internal Analysis – Resource Based Approach, Value Chain Analysis

Strategy Formulation – SWOT Analysis, Corporate Strategy – Growth, Stability,

Strategy Implementation – Challenges of Change, Developing Programs Mckinsey 7s

Marketing – Concept, Orientation, Trends and Tasks, Customer Value and

Market Segmentation, Positioning and Targeting

Brand Management – Role of Brands, Brand Equity, Equity Models, Developing

Service Marketing – Managing Service Quality and Brands, Marketing Strategies

Retail Marketing – Recent Trends in India, Types of Retail Outlets.

Emerging Trends in Marketing – Concept of e-Marketing, Direct Marketing,

International Marketing – Entry Mode Decisions, Planning Marketing Mix for

Statistics for Management: Concept, Measures Of Central Tendency and

Sampling – Concept, Process and Techniques

Hypothesis Testing – Procedure; T, Z, F, Chi-square tests

Correlation and Regression Analysis

Operations Management – Role and Scope

Enterprise Resource Planning – ERP Modules, ERP implementation

Scheduling; Loading, Sequencing and Monitoring

Management – KAIZEN, Benchmarking, Six Sigma; ISO 9000 Series Standards

Operation Research – Transportation, Queuing Decision Theory, PERT / CPM

Foreign Direct Investment – Benefits and Costs

Multilateral regulation of Trade and Investment under WTO

International Trade Procedures and Documentation; EXIM Policies