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PGP_III_TRIMESTER

SYLLABUS: VERSION FEB‘10


ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT

COURSE DURATION: 4 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 04

A. ENTREPRENEURSHIP

1. The NATURE and IMPORTANCE of ENTREPRENEUR (2 HRS)


2. The ENTREPRENEURIAL and INTRAPRENEURIAL MIND (2 HRS)
3. The INDIVIDUAL ENTREPRENEUR (2 HRS)
4. CREATIVITY and the BUSINESS IDEA (2 HRS)
5. BUSINESS PLAN (2 HRS)
6. ENTREPRENEURIAL FINANCE (2 HRS)
7. NETWORKING (2 HRS)
8. BUYING a BUSINESS (2 HRS)
9. EXITING a BUSINESS (2 HRS)
10. FAMILY BUSINESS (2 HRS)

B. SMALL BUSINESS MANAGEMENT

1. SETTING UP SMALL BUSINESS IN INDIA (8 HRS)


• Registration
• Procurement of space, electricity and other utilities
• Preproduction contracts with vendors, suppliers, customers, etc
• Basic start up problems and their resolution

2. MANAGEMENT OF SMALL BUSINESS IN INDIA (8 HRS)


• Planning and organizing
• Financial planning and execution
• Marketing Management
• HR issues

3. MANAGEMENT OF GROWTH (4 HRS)


• Stabilisation strategies
• Growth strategies; crises of business growth

BASIC TEXTS
• KURATKO & HODGETTE: Entrepreneurship (Cengage): All chapters, except
Ch. 6
• RAJEEV ROY: Entrepreneurship (OUP): Chs. 4,7,15 and 18
• BUSINESS WORLD: The SME White Book - 2009: All Chapters
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

SERVICES MARKETING

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. INTRODUCTION TO SERVICES MARKETING (4 HRS)


• Understanding services
• Nature of services marketing

2. SERVICES MARKETING AND CUSTOMER EXPERIENCE (4 HRS)


• Consumer behaviour & search, experience, and credence traits
• Consumer decision making process; implications for service provider
• Customer expectation and perceptions
• Marketing research and customer needs identification

3. STRATEGIC ISSUES IN SERVICES MARKETING (2 HRS)


• Market segmentation and targeting
• Differentiation and positioning of services
• Management of demand and capacity

4. MARKETING MIX FOR SERVICES (8 HRS)


• Marketing mix elements
• Product: Service packaging
• Pricing of services
• Promotion of service
• Role of people factor
• Service processes
• Physical evidence and marketing

5. MAXIMIZATION OF SERVICES MARKETING POTENTIAL (2 HRS)


• Relationship marketing
• Internal marketing

BASIC TEXTS
• LOVELOCK, WIRTZ, AND CHATTERJEE: Services Marketing (Pearson:
South Asian Edition)
• HARSH V. VERMA: Services Marketing (Pearson: Ch.8)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

ORGANIZATIONAL DEVELOPMENT

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. INTRODUCTION (2 HRS)
• Meaning, overview, and scope of O.D
• The field of O.D.

2. ORGANIZATIONAL CHANGE (6 HRS)


• Meaning; internal and external forces necessitating change
• Process: Problem diagnosis; techniques of planned change; resistance to change;
management of change.

3. ORGANIZATIONAL DEVELOPMENT: OVERVIEW OF PROCESS (6 HRS)


• Steps involved in O.D; managing the development process
• General O.D competencies and skills

4. ORGANIZATIONAL DEVELOPMENT: INTERVENTIONS (4 HRS)


• O.D interventions: Need, meaning, and scope
• Alternative interventions: Personal, intergroup, team, comprehensive, structural
interventions

5. EVALUATION OF O.D (2 HRS)


• Values and ethics in OD; future of OD
• OD in India

BASIC TEXTS
• FRENCH C BELL: Organisational Development (PHI)
• BHUPEN SRIVASTAVA: Organisational Design and Development (Biztantra)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

BUSINESS POLICY & COMPETITIVE STRATEGY

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. DEFINING BUSINESS POLICY (2 HRS)


• Definitions, Kottr, Glueck & Jauch, Kenneth Andrews, Porter
• Strategy formulation techniques
• Discussion on planning for the present & future
• Demand forecasting techniques
o Quantitative models: Averages, moving Trends, regression, factor analysis
o Significance Tests: T-Test, Chi Square Test

2. CORPORATE LEVEL PLANNING (6 HRS)


• Methods to define corporate mission
o Drucker’s Model: Corporation definition, customers, value time relative
position (Will and Should) as per Ansoff’s Strategy Gap
• Identifying S.B.Us
o Independence equation, management authority relevance
• Evaluating current business portfolio
o Growth share matrices, BCG, GE Generic strategies: Build, hold, harvest,
divest w.r.t stars, question marks, cash Cows, dogs
• Identifying new growth areas
o Ansoff’s strategy gap revisited, integrative strategies: horizontal, vertical
intensive, ansoff’s Model: Diversification, concentric, horizontal,
conglomerate

3. BUSINESS LEVEL PLANNING (8 HRS)


• Defining business mission
o Drucker’s model revisited
o Business Definition, Customers, Value
o Time Relative Position (Will and Should) as per Ansoff’s Strategy Gap
o Relevance of Specificity w.r.t Corporate Mission Statement
• Internal Environment Analysis
o Core Competency Model of Prahlad
o Filter Test for Determining Core Competencies
o Filter Test for Determining Core in competencies
• External Environment Analysis
o Industry Analysis Framework of Porter
o Understanding 5 forces and 5 entities:
- Customers, Suppliers, Potential Threats, Substitutes, Competitors
o Proportionality Quotients as Defined by Porter
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
o Barriers to Entry: Barriers to Production, Barriers to Marketing
• Goal Formulation
o Sales, Market Share, Cash Flows, Profits
o Relevance of PLC
o Investment Center, Revenue Center, Cost Center, Profit Center, Cash
Flow Center
• Strategy Formulation
o Porter’s Generic Strategies
- Cost Leadership: Comparison with Price Leadership, Emphasis on
Production
- Differentiation: Quality, Service, Style, Technology
- Mutual Exclusivity of Generic Strategies
- Focus Strategies as a Choice
- Non-Focus Strategies as a Choice
• Program Definition
o Blueprint for Action
• Implementation
o McKinsey’s 7-S Framework:
- Structure, Strategy, Systems, Staff, Style, Skills, Shared Values
• Feedback & Control

4. BUSINESS PROCESS RE-ENGINEERING (2 HRS)


• Process Improvement
• Process Re-Structuring
• Process Re-Engineering
• Process Transformation

5. NEWER DIMENSION FOR STRATEGIC PLANNING AND IMPLEMENTATION (2


HRS)
• Blue Ocean strategy
• Balance score Card
• Competing for the future

BASIC TEXT
• AZHAR KAZMI: Business Policy and Strategic Management (TMH)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

ECONOMIC ENVIRONMENT OF BUSINESS

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 1

1. INTRODUCTION TO BUSINESS ENVIRONMENT (2 HRS)


• Meaning of business environment; various classification schemes
• Components of business environment:
- Microeconomic environment: Direct (customers, intermediaries, suppliers,
employees, financial stakeholders, competitors); indirect (govt, community,
pressure groups, etc)
- Mesoeconomic environment: Industry (as against business unit) level forces
- Macroeconomic environment: Economic, social, technological, legal, political,
ethical, ecological and other forces facilitating and/or binding the business units.
• Environment turbulence and the need for adaptation/change in business decision
making

2. MACROECONOMIC ENVIRONMENT (3 HRS)


• Key concepts in Macroeconomics*: Growth, development, circular flows,
multiplier, business cycle, employment, inflation, trade, balance of payments, etc.
• Economic objectives and development models:
- Free enterprise vs. planning model at the economy level*
- Progress of Indian economy between 1951-1990 and 1991 till date; LPG model
of growth.
- Unfinished agenda and the role assigned to Indian business (both public and
private sector)
• Policy framework
- Fiscal policy: state of fiscal affairs in India; implications for business
- Monetary and financial policy; Indian financial system and its relationship with
Business
- Regulatory framework: Need and operation in the area of prices, labor,
infrastructure, etc; growth and constraints due to regulations.
• Business environment available at state level

3. INDUSTRIAL ENVIRONMENT (1 HR)


• Intertemporal evolution of Indian business (including public sector) till date
• Industrial policy framework
• The new policy environment: Growth and inhibiting factors for the business.

4. STAKE HOLDERS IN BUSINESS (1-1/2 HRS)


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Immediate stakeholders: Customers, intermediaries, supplier, employees,
financial partners
• Dealing with the stakeholders: Cooperation and conflicts
• Five forces model of M. Porter

5. CONSUMING CLASSES IN INDIA (1/2 HR)


• Profile of Indian customers: Demographic, psychographic, geographic, and
behavioural *
• Consumerism and consumer protection
• Building relationship with customer *
(Refer, specifically, to NCAER, NSSO, and Mc Kinsey Reports)

6. COMPETITIVE ENVIRONMENT (1 HR)


• Kinds of industries (Monopolies, fragmented, and concentrated) and their
competitive implications for business conduct and performance.
• Monitoring of competitive activities
• Globalisation and changing nature of competition in India
• Legislation to enforce/regulate competition (MRTPA, Competition bill, etc)

7. EMERGING ENVIRONMENTAL CHALLENGES (1 HR)


• New Millennium, new challenges: Globalisation; information technology;
demographic transition; environment degradation; consumer activism; business
ethics
• Coping with new challenges (3 step process):
- Business intelligence systems and business environment audit
- Tapping of information
- Devising of strategies and tactics

IMP. NOTES: The starred (*) topics have already been covered under different
courses in Trim I and Trim II. Hence there will be no teaching on them. But the students
will be definitely examined on these topics, as regards their business implications.

BASIC TEXTS
Note: There is no specific text book catering to the whole syllabus. The faculty is
advised to construct own reading list. The following may help, however:
• K. ASHWATHAPA: Business Environment for strategic Management (HPH)
• Regular reading of all business journals/magazines/newspapers.
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

MARKETING STRATEGY

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 1

1. CONCEPTS COMPETENCIES, ENVIRONMENT AND STRATEGY


ALTERNATIVES (2 HRS)
Introduction
• Vision/mission, objective/ target, plan, strategy, tactics
• Strategic windows- evolving markets and strategic windows
• Competitiveness and competitive advantage
• Marketing strategy and competitive advantage
Competence
• Internal competence
• Elements of competence
• Prioritization of competencies
• Core competence
• Core competencies versus capabilities
• The case of Honda
Environment
• The external environment
• Scanning of environment
• SWOT analysis
Models
• Matching company competence to the market: the DPM
• The BCG model
• Four generic strategies(Porter’s model)
Strategies
• Offensive marketing strategies
• Preemptive marketing strategies
• Response or reactive strategies

2. MARKETING STRATEGY AND COMPETITIVE ADVANTAGE:


INDUSTRIAL PRODUCTS, CONSUMER GOODS AND SERVICES (4 HRS)
Product management/ analysis
• Marketing mix(4Ps) and buyer relationship mix (6Bs)
• Product life cycles(PLC) and product levels or consumer hierarchy
Market analysis
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Market dimensions: actual and potential market size, market growth,
market profitability etc.
• High-growth markets and market risks
Customer Analysis
• Price sensitivity: price-product parity
• Customer loyalty matrix: Switchers, fence sitters, loyals
• Customer motivation analysis
Competitor Analysis
• Identifying and analyzing competitor’s actions
• Competitor strategy analysis: strengths and weaknesses
Segmentation, targeting, positioning (STP)
• Segments, niches, monopoly
• Segment invasion strategy
• Positioning and repositioning
• STP synergy and marketing strategy
Corporate analysis of three strategy focus areas – industrial products, consumer
products, and services.

3. SUSTAINABLE COMPETITIVE ADVANTAGE (SCA) (4 HRS)


Developing SCA
• The way to compete: Functional strategies
• How to compete (basis):Business assets and skills
• Where to compete: Market selection
• Whom to compete against: Competitors
Sources of SCA or strategic thrusts
• Differentiation
• Preemption
• Low cost
• Focus
• Synergy
Competitive position matrix
• SCAs in practice
• How sustainable are SCAs
• Erosion of SCA
• How to make competitive advantages more sustainable?
Synthesis: course consolidation and summarization of discussions, and,
findings/learning

BASIC TEXT
• CAROL H. ANDERSON & JULIAN W. VINCZE: Strategic Marketing
(Biztantra)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

WELFARE ECONOMICS

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 1

1. MACRO PERSPECTIVE ON ECONOMY (2 HRS)


• Interdependencies and the general equilibrium approach
• The Walrasian system
• The Neo – Classical excess demand approach

2. SOCIAL WELFARE CRITERIA (3 HRS)


• GNP and economic welfare
• Cardinalist, Pareto, Kaldor – Hicks, and the Bergsen criteria for social welfare
• Maximization of social welfare

3. MARKET ECONOMY AND SOCIAL WELFARE – 1 (2 HRS)


• Perfect competition and welfare maximization: Myths and realities
• Cases of market failure and loss of social welfare

4. MARKET ECONOMY AND SOCIAL WELFARE – 2 (3 HRS)


• Market regulations and working of regulators
• Regulations in India and real situation
• Reduction in Welfare compromising policies, processes, and institutions.
• Govt. and Welfare enhancement schemes

BASIC TEXTS
• A. Koutsoyannis: Modern Microeconomics Chs.22 & 23 (Macmillan)
• Sampat Mukherjee: Analytical Micro Economics (Exchange Production and
Welfare), From Alfred Marshall to John Nash (New central book agency)
(Relevant Pages)
• Keating & Wilson: Managerial Economics Chs.9,13 (Biztantra)

NOTE
(The compilation from all the three references is available in the library).
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

COURSE DURATION: 3 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 03

1. INTRODUCTION TO INVESTMENT MANAGEMENT


• Investment Background
1.1 Investment Settings
i. Meaning of investment?
ii. Measures of Risk and Return
iii. Determinants of required rate of returns
iv. Relationship between Risk and Return; variance and S.D
1.2 The Asset Allocation Decision
i. Individual Investor Life Cycle, goals, and constraints
ii. Standards for Evaluating portfolio performance
iii. Importance of Asset Allocation
1.3 Global Investment
i. U.S. and Europe Financial Markets
ii. Rate of returns of securities world-wide
iii. Individual Country Risk and Return.
iv. Global Investment Choices in Fixed investments, international
bonds, equity, derivatives including swaps, real estate and low-
liquidity investments, arts and antiques
v. Covariance and Correlation
1.4 Global Asset Allocation: Analysis and Decision
Study of economic indicators such as inflation, interest rates,
money supply, exchange rate movement and benchmark index
movements.
1.5 Global Security Market: Analytical Decision
i. Correlation among returns of different economies
ii. Individual country analysis
1.6 Securities Markets Worldwide: Organization, functioning, and regulatory
environment:
i. Developed economies: USA, EU
ii. Emerging economies: China, Russia, and Bazil

2. PORTFOLIO MANAGEMENT THEORIES


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
2.1 Markowitz Portfolio Theory
i. Estimation of efficient frontier and investor utility in a three-assets
portfolio
2.2 Asset Pricing Models
i. Capital Market Theory
ii. The Capital Asset Pricing Model (CAPM)
1. Security Market Line (SML)
2. Empirical Tests of CAPM
iii. Arbitrage Pricing Theory (APT)
1. Empirical Tests of APT
2.3 Market Portfolio – Theory vs. Practice

3. PORTFOLIO CONSTRUCTION
3.1 Portfolio Investment Process
3.2 Portfolio Management Strategies: Active and passive
3.3 Asset Allocation Strategies
i. Integrated Asset Allocation
ii. Strategic Asset Allocation
iii. Tactical Asset Allocation and
iv. Insured Asset Allocation

4. ANALYSIS AND MANAGEMENT OF GLOBAL INVESTMENT


CHOICES
4.1 Equity Valuation
i. Economic Analysis
ii. Industry Analysis
iii. Company Analysis (focusing study of global companies)
iv. Estimation of stream of cash-flows
v. Estimation of required rate of return and identification of growth
companies, cyclical companies, defensive companies, and
speculative stocks for investment
vi. Comparison of intrinsic value and current market price and
decision to “buy” or “sell”.

5. INTRODUCTION TO BOND VALUATION


5.1 Bond Fundamentals
5.2 Global Bond Market Structure (Issuers, investors, bond ratings)
5.3 Bond Valuation
i. Present Value Model
ii. Yield Model
5.4 Computing Bond Yields
5.5 Determinants of Bond Price Volatility focusing interest rate
Movements
5.6 Analysis of Yield Curve

6. DERIVATIVE SECURITY ANALYSIS


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
6.1 Overview of forward, futures options and swaps i.e. interest rate swap,
currency swap, commodity swap, credit default swaps.
6.2 Basic Valuation concepts
i. Valuation of futures an forward contracts
ii. The fundamentals of option valuation
iii. Overview of option trading strategies

7. REAL-ESTATE INVESTMENT
7.1 Understanding Investment characteristics, constraints and determinants of
value of real estate assets
7.2 Real Estate Valuation
i. The Cost Approach,
ii. The Comparative Sales Approach and
iii. Income Approach

8. MONEY MARKET INVESTMENTS


8.1 Global Commercial Papers, Repo, Commercial Bill Market – their risk
and return dynamics

9. EVALUATION OF PORTFOLIO PERFORMANCE


9.1 Portfolio performance: Required rate as benchmark
9.2 Measures of evaluating performance
i. Treynor Portfolio Performance Measure
ii. Sharpe Portfolio Performance Measure
iii. Jensen Portfolio Performance Measure
iv. Peer Group Comparison
9.3 Factors affecting use of performance measures.

10. REPORTING INVESTMENT PERFORMANCE

11. STOCKS SELECTION USING TECHNICAL INDICATORS


• Dow Theory
• Japanese candlesticks
• Oscillators
• Moving averages
• MACD, RSI etc.

BASIC TEXT
• DONALD E FISCHER & RONALD J JORDAN: Security Analysis and Portfolio
Management (PHI)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

FINANCIAL MODELLING USING MS EXCEL

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. EXCEL: BASIC FEATURES


• Introduction to Marketing
• Introduction to Excel

2. EXCEL: ADVANCED FEATURES


• Database function in Excel
• Creating charts
• Using forms and control toolbox
• Understanding finance functions of EXCEL.
• Creating dynamic model

3. SENSITIVITY ANALYSIS USING EXCEL


• Scenario Manager
• Other sensitivity analysis features

4. EXCEL IN PROJECT APPRAISAL


• Determining project viability
• Risk analysis in project appraisal
• Simulation in project appraisal

5. EXCEL IN VALUATION
• Determination of value drivers
• DCF valuation
• Risk analysis in valuation

6. EXCEL IN FORTFOLIO THEORY


• Determining efficient portfolio
• Creating Dynamic portfolio
• Portfolio insurance
• Fixed income portfolio management

7. EXCEL IN DERIVATIVES
• Black and Scholes model
• Greeks in Excel
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Real options valuation

8. EXCEL FOR PROJECT FINANCE


• Sources of finance
• Optimum finance mix
• Case study

BASIC TEXT
• CHANDAN SENGUPTA: Financial Modeling Using Excel & VBA (Wiley
Finance Series: 2004)

INSURANCE AND BANKING

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02
SECTION – A: INSURANCE

1. THE CONCEPTS OF INSURANCE (1 HR)


• Classification of Insurance
• Types of Life Insurance: Pure and Terms
• Types of General Insurance: Fire, Marine, Motor, Engineering, Aviation and
Agricultural
• Insurance Professionals, Intermediaries and IRDA

2. BASIC PRINCIPLES OF INSURANCE (1 HR)


• Utmost good faith
• Insurable Interest
• Material facts
• Indemnity
• Proximate cause
• Subrogation
• Contribution

3. ACTUARIAL PRINCIPLES AND WORKING (2 HRS)


• Mortality Tables
• Physical and Moral Hazard
• Representations
• Warranties
• Risk appraisal & Risk Selection
• Underwriting

4. LIFE INSURANCE PRACTICES IN INDIA (2 HRS)


• Life Insurance Organization – Important Activities in the Indian Context, Internal
Organization Systems, The Distribution System, Appointment of Agent,
Functions of Agents, Remuneration to Agents, Trends in Distribution Channels.
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Plans of Life Insurance – Need Levels, Basic Elements, Some Popular Plans,
Limited Payment Plans, Participating Policies, Convertible Plans, Joint Life
Policies, Children’s’ Plans, Educational Annuity Plans, Variable Insurance Plans,
Riders, For the Handicapped, Miscellaneous.
• Annuities – Nature of Annuities, Types.
• Reinsurance - Concept and Methods.

5. GENERAL INSURANCE IN INDIA (2 HRS)


• Health Insurance and Medical Insurance
• Fire & Marine Coverage
• Standard Policies
• Reinstatement Value Policies
• Floating Policy
• Marine Insurance Coverage
• Types of Marine Policies

6. CLAIMS PROCEDURE (1 Class)


• Investigation & Assessment Role of Surveyors & Loss Assessors
• Arbitration
• Settlement of Claims and Discharge Vouchers.

7. INSURANCE BUSINESS ABROAD (1 HR)


• International regulations
• Coping with Catastrophes, Terrorism
• Residual Market and Credit Scoring

SECTION – B: BANKING

1. OVERVIEW OF INDIAN BANKING SYSTEM (1 HR)


• Structure of Indian Banking Sector
• Central Banking: Functions, New Developments and Changing Scenario
• Banking Sector Reforms – Suggestions and implementation

2. BASIC BANKING CONCEPTS (1 HR)


• Negotiable Instruments
• Bank Rate; repo rate
• Prime Lending Rate
• Deposit Rates
• Credit-deposit ratio
• Non-Performing Assets
• Capital Adequacy Ratio
• Cash Reserve Requirements
• Statutory Liquidity Ratio
• Low vs. high interest rates
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• International Scenario of interest Rate Movement

3. FINANCIAL STATEMENTS ANALYSIS OF BANKS: (2 HRS)


(Key Performance Indicators for banks such as efficiency and expenses control ratio,
liquidity, risk and profitability)
Assessment of:
• Bank Liabilities
• Bank Assets
• Loan and Advances
• Income Statement
• CAMELS ratings

4. CREDIT PROCESS IN INDIAN BANKS (2 HRS)


• Types of Credit
i. Short-term loans
ii. Long-term loans
iii. Revolving credits
• Financial Appraisal for Credit Decision
i. Financial Ratio Analysis
ii. Cash Flow Analysis
• Standard Practices in appraisal process for working capital, capital
expenditure, agriculture loans
• Loan Syndication
• Loan Pricing

5. CREDIT RISK AND LOAN LOSSES (1 HR)


• Defining Credit Risk
• Credit Derivatives
• Treatment of Credit Risk in India with reference to the Indian Securitization Act

6. RISK MANAGEMENT IN BANKS (2 HRS)


• Basic Concepts
i. Basel Norms
ii. Capital Adequacy Ratio
iii. Asset Liability Management
iv. Interest Rate risk
• Operational Risk Management in Global Banks

7. INNOVATION IN PRODUCTS AND SERVICES IN INTERNATIONAL


BANKING (1 HR)

BASIC TEXTS
• VIJAY RAGHAVAN IYENGAR: Introduction to Banking (Excel: 2007)
• G. KOTRESHWAR: Risk Management – Insurance and Derivatives (HPH: 2007)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

FOREIGN EXCHANGE MANAGEMENT

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. INTRODUCTION TO FOREIGN EXCHANGE (2 HRS)


• Sources and Uses
• International exchange system and balance of payment (BoP) framework,
• International financial institutions ,
• Basic glossary of foreign exchange market

2. FOREX MARKETS (2 HRS)


• Regulatory framework (Acts and institutions engaged in regulation,
growth and development of FX) in India as well as in developed countries.
• Market organization
• Spot market
• Quotations and conventions
• Forward foreign exchange
• FX Swap
• Outright forwards
• Market participants

3. FX DEALINGS – SPOT MARKET (2 HRS)


• Settlement of spot transactions
• Cross-rates – Mechanics of calculations

4. CROSS RATES IN SPOT AND FORWARD MARKETS: CALCULATIONS (2


HRS)

5. FOREIGN EXCHANGE MARKET: FUNDAMENTALS (3 HRS)


• Factors affecting FX market
- Interest rates
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
- Foreign policy
- Balance of Payment
- Fiscal and Monetary Policy
- Purchasing Power Parity
• Role of Central Bank – RBI in
- Currency intervention
- Reserve Management

6. FX SWAP AND CROSS CURRENCY SWAP (3 HRS)


• Swap mechanism
• Basic Pricing and Valuation
• Application of swap contracts in asset liability management

7. FOREIGN EXCHANGE RISK MANAGEMENT (4 HRS)


• Introduction and need of risk management
• Types of risks and instruments to hedge forex risks
- Currency futures and currency options
- FX exposure and transaction risk
- Market Risk
- Counterparty Credit risk
- Settlement risk
- Measurement Techniques and Management Practice

8. CORPORATE HEDGING PRODUCTS – STRUCTURED FX HEDGE


INSTRUMENTS (2 Classes)
• Participating and range forwards
• Barrier structures
• Cylinders
• Knock-out forwards
• Exotic and vanilla products

BASIC TEXT
• A. V. RAJWADE: Foreign Exchange: International Finance and Risk
Management (Universal Law Publishing Co. Pvt. Ltd)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

ADVANCED ACCOUNTING

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. CONCEPTUAL FRAMEWORK FOR PREPARATION AND PRESENTATION


OF FINANCIAL STATEMENTS (2 HRS)

2. ACCOUNTING STANDARDS AN OVERVIEW; STANDARDS SETTING


PROCESS (6 HRS)
• Working knowledge of:
AS 1 to AS 29

3. HOLDING & SUBSIDIARY (4 HRS)


• P&L consolidated
• Balance sheet consolidated
• Treatment of intergroup company borrowings
• Treatment of intergroup company receivables
• Treatment of intergroup liabilities

4. ACCOUNTING FOR AMALGAMATION (3 HRS)


• Amalgamation
• Types of Amalgamation
• Purchase Consideration
• Methods of Accounting for Amalgamation
• Accounting Entries in the Books of Transferor Company
• Accounting Entries in the books of Transferee Company
• Dissenting Shareholders
• Inter-Company Owing
• Inter-Company Holding

5. ACCOUNTING FOR RECONSTRUCTION (2 HRS)


• External Reconstruction
• Internal Reconstruction or Capital Reduction
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
6. INFLATION ACCOUNTING (2 HRS)
• Meaning; Need of IA
• Limitation of historic accounting
• Current purchasing power method
• Current cost accounting method
• Evaluation of CCA

7. FINANCIAL FORECASTING (1 HR)


• Need for forecasting
• Proforma financial statements
• Other Proforma statements

BASIC TEXT
• SHUKLA, GREWAL, AND GUPTA: Advanced Accounts, Vol. II (Sultan Chand)

MANAGEMENT OF INDIAN FINANCIAL SYSTEM

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. INTRODUCTION (1 HR)
• Financial system: Definition, constituents, functions
• Role of financial intermediaries in conduct and development of
economy
• Financial institutions and markets
• Forces (local and international) affecting growth of financial
system

2. VENTURE CAPITAL (1 HR)


• Functions, significance and revenue streams for venture
capitalists
• Trends in Venture Capital financing world-wide, and in India

3. PRIVATE EQUITY (1 HR)


• Role of private equity in financing of business
• Issues affecting PE
• Existing players, their functions and revenue steams

4. CORPORATE ADVISORY – MERCHANT BANKING, M&A ,


RAISING OF
CAPITAL (4 HRS)
• Services and leading players
• Revenue streams and trends
• Primary market: Activities; participants (merchant bankers/lead
managers, underwriters, primary dealers)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Issues in primary market: IPOs performance; financing pattern in
business cycle phases, book building vs. fixed pricing; green
shoe option
• Regulatory framework for the segment

5. SECONDARY MARKET (3 HRS)


• Stock exchange: Role & functions; trading; clearing and
settlement
• Issues involved: Demutualization; dematerialization; frauds;
major innovations
• Indian debt market
• SEBI: Role; performance; effectiveness

6. CREDIT RATING (1 HR)


• Ratings and their importance
• Process of Ratings
• Rating agencies: Credibility and reliability issues

7. ASSET MANAGEMENT (2 HRS)


• Mutual funds: Meaning; types; role in mobilization of funds;
functioning; regulations
• Investment Banking: Basics; issues involved

8. LOAN SECURITIZATION (2 HRS)


• Securitization: Risk management and securitization; process;
SPVs
• Innovations in securitization
• Regulatory regime
• Excessive securitization – the main cause of global financial crisis

9. HIRE PURCHASE, ETC (2 HRS)


• Hire purchase
• Leasing services
• Factoring services

10. FOREIGN CAPITAL (2 HRS)


• Portfolio investment by FIIs
• Foreign direct investment
• External commercial borrowings
• Indian investments abroad
• Global financial crisis and India

11. REFORMS IN INDIAN FINANCIAL SYSTEMS (1 HR)


• Review of IFS: Positive features and shortcomings
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• International best practices and preparedness of IFS to adopt
them.

BASIC TEXTS
• YASANT DESAI: Fundamentals of Indian Financial System (HPH:
2008)
• RM SRIVASTAVA & DIVYA NIGAM: Management of Indian
Financial Institutions (HPH: 2008)

TRAINING AND DEVELOPMENT

COURSE DURATION: 4 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 04

1. TRAINING AND DEVELOPMENT: OVERVIEW (2 HRS)


• Training and teaching
• Learning about management issues and concepts
• Principles of learning and development – basic idea

2. ADULT LEARNING (1 HR)


• Concept of adult learning
• Transfer of learning: Mechanics, facilitators, hurdles, overcoming obstacles.

3. TRAINING NEEDS (3 HRS)


• Training needs classification; individual, occupational, and organizational level
needs
• Identification of training needs
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
4. EFFECTIVE LEARNING (2 HRS)
• Trainer’s skills
• Role of management trainer in transfer of learning
• Role of trainer as a change agent.

5. DESIGN OF A TRAINING PROGRAM AND ITS EXECUTION (8 HRS)


• Training objectives
• Decision about content of training
• Training methods and choice of appropriate aids
• Parameters for assessment of training effectiveness
• Steps involved in conducting an effective training program

6. EVALUATION OF TRAINING (2 HRS)


• Why evaluate?
• Methods for evaluation
• Criteria for evaluation

7. INVENTORY OF TRAINING METHODS (20 HRS)


• Lecture
• Case analysis
• Role plays
• Business / management games & simulations
• Experiential learning, including outdoors
• Organizing / preparing training material, including A.V. aids

8. MARKETING OF TRAINING ACTIVITY (2 HRS)


• Marketing in house (internal customer)
• Marketing to external customers

NOTE: Ideally the faculty should conduct session like training workshops for this
course, rather than merely lecturing the students. In any case, the students must be
involved in experiential learning as for as the training methods are concerned.

BASIC TEXTS
• UDAY PAREEK: Training Instruments for OD & HRD
• ROLF P LYNTON & UDAI PAREEK: Training For Development (Sage: 2nd
edition)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

GROUP DYNAMICS

COURSE DURATION: 4 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 04

1. FOUNDATION OF GROUP BEHAVIOUR (4 HRS)


• Defining and classifying groups
• Difference between groups and teams
• Sociometry: analysis of group interaction
• Stages of group Development
• Five stages of model; Punctuated Equilibrium model
• Functions of groups
• Adaptive advantages of groups
• Individual behaviour and its impact
• Types of group behaviour and explanations for the same
• Group member resource competency and its consequences
• External conditions imposed on groups and changing dynamics.

2. GROUP STRUCTURE (4 HRS)


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Leadership
• Roles-norms-status-size-composition-cohesiveness.
• Attraction, respect and communication Sociograms to identify social relations
networks in groups.

3. UNDERSTANDING DYNAMICS OF WORK GROUPS AND WORK TEAMS


(4 HRS)
• Definition of work teams
• Importance of work teams
• Difference between work groups and work teams
• Types of work teams
• Effectiveness of work teams.
• Work groups: from the Hawthorne studies to work teams of the 1990s and
beyond.
• Characteristics of work teams and essential requirements for the same
• Teams and Total quality management- Teams and workforce diversity.

4. GROUP PROCESSES & DYNAMICS ASSOCIATED WITH IT (2 HRS)


• Communication patterns, leadership behavior power dynamics, and conflict
interactions. Synergy
• Social Facilitation Effect.

5. GROUP TASKS & DYNAMICS ASSOCIATED WITH IT (2 HRS)


• Relationship between interdependence of tasks, complexity of tasks and
uncertainty of outcomes knowledge based tasks.

6. INFORMAL ORGANIZATIONS AND GROUP DYNAMICS (4 HRS)


• Group member status and leadership
• Influence and power dynamics in virtual organizations
• Understanding behavioral patterns and likely conflicts
• Handling grapevine and rumor- perception errors: projection and halo effect
• Influencing informal organizations

7. CONFLICT AND GROUP BEHAVIOR (4 HRS)


• Conflict resolution techniques and conflict stimulation techniques appropriate to
different types of inter group behavior and dynamics associated with the same.

8. NEGOTIATIONS AND GROUP DYNAMICS (4 HRS)


• Interdependence
• Role of personality traits in negotiation
• Gender differences
• Cultural differences that affect group opinion
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
9. GROUP DYNAMICS WITH REFERENCE TO EMPOWERMENT AND
PARTICIPATIVE PROCESSES (4 HRS)
• How do groups influence their members?
• Psychological analysis of social influence
• Majority influence as well as minority influence as well as between groups.
• How can groups be used to enhance psychological adjustment and well being?
• Response mechanics of members to group success and failures.

10. POWER AND POLITICS IN GROUP PROCESSES (4 HRS)


• Power in groups
• Dependency factor
• Factors relating to political behavior
• Power politics and ethics in group

Note: remaining 4 hours will be used for internal

BASIC TEXT
• DONCLSON FORSYTH: Group Dynamics (Woodworth)
OR
• RODNEY W. NAPIER AND MATTI K. GERSTEND FELD: Groups: Theory
and Practice (AITBS / Houghton Miffin)

MANPOWER PLANNING

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. INTRODUCTION TO MANPOWER PLANNING (1 HR)


• Definition and scope
• Objectives, importance, benefits, and challenges involved.

2. MANPOWER PLANNING PROCEDURES (10 HRS)


• System and procedures used
• Manpower data bank
• Norms, plans, and projections
• Forecast: Manpower supply and demand; reconciliation between the two
• Manpower budgeting
• Manpower acquisition and redeployment
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
3. ASSESSMENT OF MANPOWER REQUIREMENT (4 HRS)
• Information required
• Manpower surveys; employment market information
• Labor market characteristics

4. MANAGING CAREERS (4 HRS)


• Career planning and management
• Succession planning

5. UTILIZATION AND CONTROL (1 HR)


• Improving manpower utilization
• Wastage analysis, downsizing, and manpower control.

BASIC TEXT
• DIPAK K. BHATTACHARYA: Human Resource Planning (Excel)

COMPENSATION MANAGEMENT

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. COMPENSATION PLANNING (2 HRS)


• Introduction, Basic concept of compensation
• Classical theories on wages
• Elements of labour economics
• Establishing pay rates, Importance of an ideal compensation plan
• Broad branding
• Compensation plan and business strategy
• Devising a compensation plan
• Challenges affecting compensation

2. WAGE POLICY (2 HRS)


• Concept of wage
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Wage policy in India; determinants of wage policy
• Impact of income tax on wage and salary administration
• Tools used for fixation on wages.

3. PAY PACKET- CONSTITUENTS (2 HRS) Basic, D A, H R A, and other


allowance, Perquisites, Fringe benefits.

4. PAY-FOR-PERFORMANCE & FINANCIAL INCENTIVES (4 HRS)


• Meaning and definitions; Background and trends
• Pre-requisites of effective incentive system
• Scope of incentive schemes
• Types of incentives- group incentive plan, for indirect workers, for operations
employees of managers and professionals, for sales persons
• Total compensation programs.

5. BENEFITS & SERVICE (2 HRS)


• Why benefits and services?
• Types of employee benefits and service – insurance, retirement, employee
services benefit and others
• Principles of Fringes, Significant benefits and services, the future of fringe
benefits
• Guidelines to make benefit program more effective
• Benefits and employee leasing.

6. RECENT TRENDS IN COMPENSATION MANAGEMENT (1 HR)


• Recent trends in compensation management and the use of information
technology.

7. COMPENSATION & LEGISLATIVE FRAMEWORK (6 HRS)


• Labour legislations- over view and aspects covered by payment of wages Act,
payment of Bonus Act, Equal remuneration Act, ESI Act, maternity benefit Act,
Payment of Gratuity Act, Minimum wage Act, Industrial Employment (Standing
Orders) Act, Industrial Disputes Act, PF Act.

8. PERFORMANCE BASED PAY IN DETAIL (1 HR)

BASIC TEXTS
• RICHARD I. HENDERSON: Compensation Management: Rewarding
Performance (PHI)
• S.K. BHATIA: New Compensation Management in Changing Environment
(Deep & Deep Sons)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

SUPER SPECIALISATION –
LEADERSHIP & STRATEGY

MANAGING PARTNERSHIP AND STRATEGIC ALLIANCES

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. CORPORATE ALLIANCES (1 HR)


• Why Alliances are Needed
• Types of Strategic Alliances

2. SELECTING PARTNERS AND WEAVING ALLIANCE WEBS (2 HRS)


• The fit between potential partners and assessing the complementarity of skills and
capabilities.
• Compatibility of strategic intents and valuation logics between partners
• Advantages and disadvantages of partnerships vis-à-vis acquisitions or
outsourcing transactions
• Distinction between the comparative benefits of webs versus networks
• Company is both a potential partner, and aware of possible partners
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Brokers contact

3. STRUCTURING THE ALLIANCE (2 HRS)


• Management structure and conflict resolution
• Co-ordination bodies
• Interfaces between partnered activities and partner companies
• The Contract
o How Specific Should It Get?
o Important Key Clauses and Provisions

4. BUILDING MANAGEMENT PROCESSES: FOSTERING COLLABORATION


(2 HRS)
• Designing and Negotiating the Alliance
Establishing Lines of Communication
The Negotiation Team
• Consultants, Lawyers, and Due Diligence
Critical Stages of Negotiation
• Forge joint perspective and assessments
• Prepare managers to be partners
• Bridge predictable sources of distance and inter-partner gaps

5. COMMUNICATING THE ALLIANCE (1 HR)


• Public Relations
• Investor Relations

6. MANAGING THE ALLIANCE (1 HR)


• Guidelines for internal resource allocation
• The Joint Steering Committee - Synchronising contributions and benefits
• Basic types of alliance crises and how to handle them
• The bottom line
• Maximising learning

7. BUILDING TRUST AND OVERCOMING CULTURAL (MIS)


UNDERSTANDINGS (1 HR)
• Different types of trust and the importance of communication
• National and corporate cultures - differences
• Reinforcement cultural compatibility

BASIC TEXT
• D. JORDAN LEWIS: Partnership for Profit: Structuring and Managing Strategic
Alliances
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

SUPER SPECIALISATION –
LEADERSHIP & STRATEGY

NEGOTIATION ANALYSIS

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTRODUCTION (1 HR)
• Negotiation and its importance

2. PARTIES INVOLVED (1 HR)


• Easily identifiable parties – the stakeholders
• Not easily identifiable parties; how to identify them

3. ISSUES AT STAKE (1 HR)


• Easily identifiable issues and conflicting points
• Subtle links affecting the main issues and their identification

4. MEDIATION IN THE NEGOTIATION PROCESS (1 HR)


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Need for a neutral personality; role of a mediator

5. PROCESS OF NEGOTIATION (2 HRS)


• Value functions of the negotiating parties
• Possibilities and probabilities of concessions

6. METHODS FOR NEGOTIATION (4 HRS)


• Joint improvement seeking
• Concession based methods
• Value function based methods
• Interactive methods

BASIC TEXTS
• SL RAO: Negotiation Made Simple (Excel: 2005)
• SAMEER A KULKARNI: Negotiations & Selling (Excel: 2008)
• H. RAIFFA, J. RICHARDSON, AND D. MCTCALFE: Negotiation Analysis:
The Science and Art of collaborative Decision Making (Harvard University Press)

Note: Ideally the Negotiation skills and methods need to be taught through experiential
learning. Games such as Prisoner’s Dilemma, Coalition Confusion (in Politics), etc. may
be used by the faculty.

SUPER SPECIALISATION –
LEADERSHIP & STRATEGY

STRATEGIC TALENT MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTRODUCTION (1 HR)
• Introduction to talent management
• Importance and challenges involved

2. TALENT MANAGEMENT PROCESS (2 HRS)


• Acquisition, nurturing, and management of talent
• Integrating talent through proper development and reward system.

3. TALENT MANAGEMENT AND BUSINESS STRATEGY (2 HRS)


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Role of talent management in strategic development and reward system.

4. COACHING, MENTORING, AND NETWORKING FOR MANAGING


TALENT (1 HR)

5. TALENT MANAGEMENT AND ORGANISATIONAL ENVIRONMENT (1 HR)

6. ORGANISATION CULTURE AND TALENT MANAGEMENT (1 HR)


• Talent utilization for building a positive and strong organizational culture.

7. TALENT MANAGEMENT AND ENHANCEMENT OF TOP MANAGEMENT


CAPABILITIES (1 HR)
• Utilization of talent management processes to ensure healthy, diverse, and fully
functional top team.

8. MEASUREMENT AND AUDIT (1 HR)


• Development of framework linking talent management process with
organizational capabilities
• Talent management audit

BASIC TEXT
• TOPOMOY DEB: A Conceptual Approach to Strategic Talent Management

SUPER SPECIALISATION –
INTERNATIONAL MARKETING

INTERNATIONAL MARKETING

COURSE DURATION: 2 HRS PER WEEK FOR 10 WEEKS


COURSE CREDITS: 02

1. INTERNATIONAL MARKETING: AN OVERVIEW (2 HRS)


• The Scope and challenge of International Marketing
• The dynamic environment of international marketing
• Constituents of international environment

2. THE ENVIRONMENT OF GLOBAL MARKETS (4 HRS)


• Geography and history: the foundations of cultural understanding; Cultural
dynamics in assessing global markets
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Business customs in global marketing
• The political environment: A critical concern
• The international legal environment
• The economic environment

3. ASSESSING GLOBAL MARKET OPPORTUNITIES (2 HRS)


• Developing global vision through market research
• Emerging markets and scope for marketing
• Multinational market regions & market groups
• Ranking of markets in terms of relative opportunities

4. DEVELOPING GLOBAL MARKET STRATEGIES (8 HRS)


• Global marketing management: Planning and organization.
• Creating products for consumers in global markets
• Marketing Industrial products and services
• International distribution systems
• International Retailing
• Exporting and Logistics: Special issues for the smart business
• The global advertising and promotion effort.
• Personal selling and sales management
• Pricing for international markets

5. IMPLEMENTING GLOBAL MARKETING STRATEGIES (4 HRS)


• Negotiating with international customers, partners, and regulator
• Organisational structure, system, and processes for delivering marketing program

SUPER SPECIALISATION –
BASIC TEXT
INTERNATIONAL MARKETING
• P K VASUDEVA: International Marketing (Excel: 2006)
INTERNATIONAL MARKETING RESEARCH

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. NATURE AND SCOPE OF INTERNATIONAL MARKETING RESEARCH


(IMR) (1 HR)
• Meaning and scope; difference between intracountry and IMR research
• Limitation and challenges involved
• Types of IMR

2. IMR AND MARKETING ENVIRONMENT (1 HR)


• Complexity and cost
• General research activities
• Research coordination
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

3. PROCESS OF IMR (1 HR)


• Objectives, users, information requirement, and related issues
• Steps involved

4. PRELIMINERY STAGES (1/2 HR)


• Market orientation
• Problem orientation
• Focus area

5. SECONDARY DATA RESEARCH (1/2)


• Need and Use
• Advantages, disadvantages, and challenges
• Various sources of data

6. INTERNET AS A TOOL FOR RESEARCH (1 HR)


• Suitable respondents
• Secondary research through Net
• Primary research through Net
• Advantages, disadvantages, and problems

7. QUALITATIVE AND QUANTITATIVE RESEARCH (2 HR)


• Need and types
• Method available
• Special challenges involved

8. APPLICATION OF IMR FOR MARKETING DECISIONS (2 HRS)


• Product market identification
• Research for pricing
• Research and distribution decisions
• Research for promotional measures
• Research for environment scanning

9. PRESENTING THE RESULT (1 HR)


• Various ways of presenting the findings
• Validity, reliability, generalizability in presentation

BASIC TEXT
• V. KUMAR: International Marketing Research (PHI)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

SUPER SPECIALISATION –
OPERATIONS & SCM

GLOBAL OPERATION MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTERNATIONAL ECONOMICS (1 HR)


• New International Economic Order; trade and payment system
• Foreign exchange, devaluation, balance of payments , international
liquidity
• International monetary system.

2. INTERNATIONAL BUSINESS (1 HR)


• Regional and global strategy , multinational enterprise
• International policies, Culture, trade, finance.
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Corporate Strategy and national competitiveness
• Multinationals in action

3. INTERNATIONAL FINANCIAL MANAGEMENT (1 HR)


• International monetary & financial management
• International finance and its significance for global operations.
• Developments in International monetary systems.
• Globalization of the concept of Accounting
• International working capital management

4. GLOBAL MARKETING MANAGEMENT (1 HR)


• Global marketing environment; political legal & regulatory environments
of Global Markets
• Analyzing and targeting global market opportunities
• Global marketing strategies; creating global marketing progress

5. INTERNATIONAL MANAGEMENT (1 HR)


• The challenging role of international manager
• Globalization , disappearing boundaries
• Organisation culture and its implication for international business
• The design of International organizations
• The manager as leader ; the leadership role across cultures
• Challenge of Multinational Work cultures, Groups & Teams.

6. INTERNATIONAL HUMAN RESOURCES MANAGEMENT (1 HR)


• Approaches to International HRM , difference between domestic and
international HRM
• The path to global status, linking HR to international expansion strategies
• Multinational performance management, objectives of international
compensation.

7. THE CROSS CULTURAL ORGANIZATION (1 HR)


• Country specific models: American, British, Japanese, Korean, Chinese.
• HRD in new economic environment

8. OPERATIONS MANAGEMENT FOR GLOBAL ECONOMY (1 HR)


• Strategies for going Global, the compulsion for Indian companies to go
Global
• The global business environment and the opportunities available in world
markets
• Operations strategy and competitiveness.
• Operations management – Macro issues
• Enterprise Resource Planning ( ERP systems)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

9. MANAGEMENT CONTROL SYSTEMS (1 HR)


• The nature of management control systems.
• The management control environment
• Responsibility centers: Revenue and expense centers.
• Profit centers , analyzing financial performance
• Budget preparation, modern control methods
• Service organization in general, control for differential strategies
• Management control of projects.

10. NEW BUSINESS PARADIGM (GLOBAL, VIRTUAL & FLEXIBLE ) (1 HR)


• Global strategic change & flexibility , E – business strategy
• Global competitiveness, strategic alliances , mergers & acquisitions for
globalization.
• Management of innovation & development
• Global supply chain systems – A contingency theory perspective
• Flexibility in business operations.
• Design for six sigma

BASIC TEXT
• ARVIND PHATAK, BHAGAT, KASHLAK: International Management (TMH)

SUPER SPECIALISATION –
OPERATIONS & SCM

LOGISTICS AND SUPPLY CHAIN MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

SECTION – A: LOGISTICS MANAGEMENT

1. BUSINESS LOGISTICS (2 HRS)


• Logistics management – a paradigm shift
• Market -logistics objectives
• Logistics operation; meaning. importance & effectiveness
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Customer value chain
• Marketing and logistic mix.
• Organizing logistic functions.

2. PRACTICES OF OPERATIONAL LOGISTICS (2 HRS)


• Market survey and customer care service and attributes.
• Integrated logistics management
• Understanding costs and benefits-quoting rates for services
• Determining the customer service level
• Different mode of payments
• Operations research & logistics decision making
• Logistic auditing
• Relogistics - A new wave for value delivery

3. LOGISTICS INFORMATION SYSTEM (1 HR)


• Logistics information needs
• Designing a logistic information system
• Role of technology in logistics
- Automatic identification technology
- Electronic Data Interchange (EDI)
- Warehouse simulation
- Communication technology

4. LOGISTIC OUTSOURCING (1 HR)


• Drivers of outsourcing trends
• Benefits of logistic outsourcing
• Selection of service provider
• Outsourcing-A value proposition

SECTION – B: SUPPLY CHAIN MANAGEMENT

5. SUPPLY CHAIN MANAGEMENT (1 HR)


• Supply chain components
• Economics of distribution
• Supplier distributor benchmarking

6. SOURCING, TRANSPORTING AND PRICING PRODUCTS (1 HR)


• Transportation in supply chain
• Strategic cost management initiatives across global supply chain
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Greening of supply chain

7. DESIGNING SUPPLY CHAIN NETWORK (1 HR)


• Factors influencing distribution in the supply chain.
• Distribution networks in practice.
• Models for facility location and capacity allocation

8. COORDINATION IN SUPPLY CHAIN (1 HR)


• Effect of lack of coordination on Performance
• Partnership relationship management
• Technology in supply chain
- Supply chain IT Framework
- Future of IT in Supply Chain

BASIC TEXT
• SUNIL CHOPRA, PETER MEINDI, AND D. V. KALRA: Supply Chain
Management (Pearson Education)
(OR)
• RONALD H. BALLOU & SAMIR K. SRIVASTAVA: Business logistics /
Supply Chain Management (Pearson Education)

SUPER SPECIALISATION –
OPERATIONS & SCM

OPERATIONS STATEGY

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. OPERATIONS & VALUE ADDITION (1 HR)


• The Challenge of Value migration, the three phases of value migration.
• Recognizing Strategic patterns.
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Relationship of operations strategy to business strategy; Value Chain
Analysis.

2. INDUSTRIAL ORGANIZATION AND OPERATIONS (1 HR)


• The Operations Function; demand Forecasting for Operations
• Technology and design of Products & Services
• Industrial scheduling systems
• Scale economies; scope economies and diseconomies.

3. LINKING OPERATIONS TO MARKETS AND CUSTOMERS (1 HR)


• Customer analysis
• Illuminating the Mind , Consumers Cognitive Unconscious.
• Reading the Mind of the Market

4. STRATEGIC OPERATIONS MANAGEMENT (1 HR)


• Operations Management; Strategic Operations Management
• Innovation – Managing Renewal of the Business .
• Human Resources And Strategic Operations Management

5. PRODUCTION AND OPERATIONS MANAGEMENT (2 HRS)


• P/OM’s Key Role in Productivity Attainment, Operational Measures of
Organizational Productivity, Production , Planning & Control
• Economies of Scale & Division of Labour
• Reducing lead times; lead time strategies; just-in-time principles , lean
operations.

6. STRATEGIC PLANNING AND MANAGEMENT (1 HR)


• Generic Strategies , Mapping Stake holder Expectations.
• Role of Organization Structure in Strategy
• Strategic Leadership, Operationalsing Strategy
• Strategic Controls in Strategy Implementation.

7. EXPLORING CORPORATE STRATEGY (1 HR)


• Organizing for Success, Structural Types
• Enabling Success, Direction for Strategy Development, Managing Strategic
Change.
• Strategy In Action
• Process innovation as an important means of improving productivity and
achieving competitive advantage.
• Types of technological innovation ; product vs. process innovation ; impact of
internet on operations.

8. STRATEGIC PLANNING FOR CORPORATE SUCCESS (1 HR)


• Developing Strategies , Creating and Sustaining a Strategic Organization.
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Value Creating Process
• Intangible Assets
• Building Strategies & Strategy Maps
• Product platforms; design for manufacturability and serviceability
• Concurrent engineering ; rapid prototyping.

9. CONTEMPORARY STRATEGIC ISSUES AND OPERATIONS (1 HR)


• Outsourcing in developing countries.
• Environmental operations ; energy use and conservation.
• Strategies for World Class Operations.
• Coordinating operations with overall firm strategy
• Competing with operations
• Emerging strategies for effective operations

BASIC TEXT
• STEVEBROWN, RICHARD LAMMING, AND JOHN BESSANT: Strategic
Operation Management

SUPER SPECIALISATION – IT & MIS

BUSINESS INTELLIGENCE USING DATA MINING

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

1. BUSINESS INTELLIGENCE: INTRODUCTION (1 HR)


• Introduction to Business Intelligence
• Turbulent business environment and organizations survival and in such an
environment (solving problems and exploiting opportunities excellence)
• Need for computerized support of managerial decision making
• Business intelligence (BI) methodology and concepts and their relation to DSS
• Major issues in implementing business intelligence

2. DATA WAREHOUSING (1 HR)


• Basic definitions and concepts of data warehouses
• Data warehousing architectures
• Processes used in developing and managing data warehouses
• Data warehousing operations
• Role of data warehouses in decision support

3. DATA AQUISITION (1 HR)


• Data integration and the extraction transformation, and load (ETL) processes
• Real-time (active) data warehousing
• Data warehouse administration and security issues

4. BUSINESS AND DATA ANALYTICS (1 HR)


• Business analytics (BA) and its importance to organizations
• Major BA methods and tools
• Online analytical processing (OLAP), data visualization, and
multidimensionality and decision making
• Advanced analysis methods

5. DECISION SUPPORT SYSTEM (1 HR)


• Geographical information systems (GIS) and their support to decision making
• Real-time BA
• Business intelligence (BI) and competitive intelligence
• Automated decision support (ADS) systems and their benefits

6. BUSINESS ANALYTICS AND WEB (1 HR)


• Web and BA
• Web intelligence and Web analytics and their importance to organizations
• Implementation issues related to BA and success factors for BA

7. DATA MINING FOR BUSINESS DECISIONS - 1 (1 HR)


• Data mining and its objectives and benefits
• Different purposes and applications of data mining
• Different methods of data mining, especially clustering and decision tree models
• Use of some data mining software
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

8. DATA MINING FOR BUSINESS DECISIONS - 2 (1 HR)


• Process of data mining projects
• Data mining pitfalls and myths
• Text mining and its objectives and benefits
• Use of text mining in business applications
• Web mining and its objectives and benefits

9. BUSINESS PERFORMANCE MANAGEMENT: (1 HR)


• Nature of business performance management (BPM)
• Closed-loop processes linking strategy to execution
• Best practices in planning and management reporting
• Difference between performance management and measurement

10. TOOLS FOR BPM (1 HR)


• Role of methodologies in BPM
• Basic elements of the balanced scorecard and Six Sigma methodologies

BASIC TEXT
• EFFRAIM TURBAN, RAMESH SHARDA, JAY E. ARONSON, AND TING-
PENG LIANG: Decision Support & Business Intelligence System (Pearson)

SUPER SPECIALISATION – IT & MIS

STRATEGIC INNOVATION MANAGEMENT


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS
COURSE CREDIT: 01

1. INTRODUCTION TO INNOVATION (2 HRS)


• Basic Concepts
• Innovation in Context: What is Innovation?
• Culture and climate for innovation: Macro to business unit level

2. PROCESS OF INNOVATION MANAGEMENT (2 HRS)


• Innovation Process Management; Need, significance, and challenges
• Actual process
• Process learning

3. SETTING THE TONE (2 HRS)


• Creativity in innovation
• Design for Innovation

4. SCM AND INNOVATION (2 HRS)


• Supply Chain Management and Innovation: Role significance and contribution of
SCM for operational innovation

5. INFORMATION INPUTS AND INNOVATION (2 HRS)


• Knowledge Management and Learning for Innovation

BASIC TEXTS
• HBR on Innovation
• SHLOMO MAITAL, D.V.R.SESHADRI: Innovation Management-Strategies,
Concepts & Tools for Growth and Profit (Sage)

SUPER SPECIALISATION – IT & MIS

STRATEGIES FOR MANAGING NETWORKED BUSINESSES


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INFORMATION SYSTEM: CORE CONCEPT (1 HR)


• Meaning; types
• Information technology and information system
• Resources for setting up information system

2. INFORMATION SYSTEM INFRASTRUCTURE (1 HR)


• Business processes, organizational structure, and its architecture

3. TELECOM AND COMPUTER NETWORKS FOR BUSINESS (1 HR)


• Computer networks: Evolution, functioning, competitive edge etc
• Network architecture, media, protocols
• Network planning, design, and management

4. DATABASE MANAGEMENT (1 HR)


• DBMS and their application in management
• Establishment of a database and its utilization

5. INFORMATION SYSTEM FOR SALES & MARKETING (1 HR)


• Sales and marketing functions: scope
• Marketing cycle and the components of MIS
• Various systems

6. INFORMATION SYSTEMS FOR HR, ACCOUNTING & FINANCE (1 HR)


• Information systems for recruitment & selection, T & D., employee relationship
management, etc.
• Information system for knowledge management
• Information system for finance, working capital management, financial analysis
and planning, strategic finance, and financial intelligence

7. ENTERPRISE INFORMATION SYSTEMS (1 HR)


• Enterprise information system and ERP (details)
• Applications of ERP in various functional areas, viz., production and operations,
sales and marketing, procurement, etc.

8. INFORMATION SYSTEMS PLANNING AND DEVELOPMENT (1 HR)


• Business system planning; organizing work
• Business and IT mapping
• Information engineering: architecture, development, prototyping, etc

9. INFORMATION SYSTEMS FOR BUSINESS EFFECTIVENESS (1 HR)


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Organizational performance and information system
• IT investment, application, and business effectiveness: linkages and management

10. I.S IMPLEMENTATION: CSF (1 HR)


• Information systems success models
• CSFs for IS implementation
• Successful implementation through change management

BASIC TEXT
• MAHADEO JAISWAL & MONIKA MITAL: Management Information System
(OUP)

SUPER SPECIALISATION –
ENTREPRENEURSHIP
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
PLANNING AN ENTREPRENEURIAL VENTURE

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. ENTREPRENEURSHIP IN THE NEW MILLENNIUM (1 HR)


• The entrepreneurial revolution
• Entrepreneurial environment
• Entrepreneur v/s Professional Managers
• Entrepreneurial culture and structure
• Entrepreneurial culture in India

2. PLANNING A NEW VENTURE (6 HRS)


• Opportunity recognition.
• Research, analyze , recognize and assess business opportunities.
• Defining a business concept.
• Feasibility testing & developing a business plan
• Project formulation
• Site selection
• Risk analysis; Breakeven analysis
• Legal considerations
• Basic start up problems
• Financial analysis and arranging for funds
• Arrangement for other resources
• Decision about form of ownership/operations

3. BUSINESS ACQUISITION AND MERGER (1/2 HR)


• Buying an existing business
• Partnership with existing business

4. INTRAPRENEURSHIP (1/2 HR)


• Opportunities through change
• Case examples of Indian companies

5. ENTREPRENEURSHIP, ETHICS, AND GOOD GOVERNANCE (1 HR)


• Business ethics and conduct

6. EXIT OPTIONS (1 HR)


• Deciding about closing down / sell off / license out, etc

BASIC TEXT
• A. SAHAY & V. SHARMA: Entrepreneurship and New Venture Creation (Excel:
2008)
SUPER SPECIALISATION –
ENTREPRENEURSHIP PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
BUSINESS VALUATION USING FINANCIAL STATEMENTS

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTRODUCTION (1 HR)
• Concept and significance of business valuation
• Mechanics of valuation

2. METHODS FOR BUSINESS VALUATION (5 HRS)


• Asset based approach
• Earning based approach
• Cash flow basis of valuation
• Market value added (MVA) approach to valuation
• Economic value added (EVA) approach

3. VALUATION AND CORPORATE RESTRUCTURING (2 HRS)


• Conceptual framework
• Financial framework
• Tax aspects of amalgamation, mergers, and demergers

4. CASE STUDIES ON VALUATION (2 HRS)

BASIC TEXTS
• TOM COPELAND, TIM KOLLER, MURRIN: Valuation (John Wiley)
• Workbook accompanying the above book
PGP_III_TRIMESTER
SUPER SPECIALISATION – SYLLABUS: VERSION FEB‘10
ENTREPRENEURSHIP

CAPITAL RAISING STRATEGIES IN CORPORATIONS

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTRODUCTION (1 HR)
• Capital Raising and Financing activities of firms at different stages of their life
cycle
• Finance by financial intermediaries – commercial banks and investment banks
• Financing Choices of Start-up Firms, Younger Firms and in bankruptcy

2. DESIGNING AN OPTIMAL CAPITAL STRUCTURE (1 HR)


• Capital Structure Choices
• Capital Structure Theory – Pecking Order Theory and Trade-off Theory

3. LONG-TERM FINANCING (5 HRS)


• Equity – the decision to go public, mechanism and pricing of initial public
offerings for
i. Ordinary Equity shares,
ii. Right Issues
iii. Preference Shares
iv. ADR/GDRs
• Debt – Pricing, Determination of coupon rate, maturity period, YTM
v. Debentures with and without conversion option
vi. Warrants
vii. FCCBs
• Asset-Based Financing
viii. Lease Financing
ix. Hire Purchase Financing
x. Project Finance
• Venture Capital Financing or Private Equity Financing
xi. Process of Venture Capital Financing

4. SHORT-TERM FINANCING (2 HRS)


• Role of Trade Credit and other lines of credit
• Bank Finance for Working Capital
• Commercial Papers (CPs)
• Certificate of Deposits (CDs)

5. FINANCING INTERNATIONAL OPERATIONS (1 HR)

BASIC TEXT
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

FOR•STUDENTS
SUBRAMANYAM, PRATAPFOR
OF H.R OPTING G: Investment Banking: Concepts, Analysis &
Cases (TMH)
SUPER SPECIALIZATION IN FINANCE

MANAGEMENT OF FINANCIAL INSTITUTIONS & SERVICES

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTRODUCTION (1 HR)
• Role and importance of financial institutions
• Financial management models and their application in financial institutions

2. MANAGEMENT PRINCIPLES (4 HRS)


• Wealth maximization model
• Evaluation of risks and returns of assets and liabilities
• Flow of funds analysis of the borrowing and lending behaviour
• Interest rate analysis
• Yield curve
• Risk and inflation
• Financial management of commercial bank

3. REGULATORY AND PROMOTIONAL INSTITUTIONS (2 HRS)


• Banking law and regulation
• Provisions of RBI’s operations, credit and monetary planning
• Insurance companies

4. DEVELOPMENT BANKS (3 HRS)


• Role of development banking in industrial financing
• Development banks: meaning; capital adequacy, and capital planning issues;
strategy of growth; true and cost overruns
• Financial planning of financial institutions
• Financial goals and performance statements

BASIC TEXTS
• RM SRIVASTAVA & DIVYA NIGAM: Management of Indian Financial
Institutions (HPH: 2008)
• E. GORDON & K. NATARAJAN: Financial Markets & Institutions (HPH: 2009)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
FOR STUDENTS OF H.R OPTING FOR
SUPER SPECIALIZATION IN FINANCE

CORPORATE GOVERNANCE

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. TRIANGLE OF CORPORATE GOAL, BUSINESS ENVIRONMENT, AND


SOCIAL RESPONSIBILITY (1 HR)
• Need for corporate governance
• Concept of corporate governance

2. MODELS OF GOVERNANCE (3 HRS)


• 3 models: Principal agent model; myopic (market) model; stakeholder model
• Stakeholders’ value creation vs. shareholders’ value creation
• Institutional share holders vs. individual shareholders
• Promoters vs. other shareholders

3. BOARD OF DIRECTORS & MANAGEMENT (3 HRS)


• Directors’ appointment and compensation
• Board: Meeting; subcommittees, role of CEO
• Executive compensation, stock options, ESOPs

4. CORPORATE GOVERNANCE: LESSONS FROM ELSEWHERE (3 HRS)


• Corporate governance in U.K, U.S.A, and India
• Lessons from other countries
• Reports on corporate governance

BASIC TEXT
• S. SINGH: Corporate Governance (Excel: 2005)
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

FOR STUDENTS OF H.R OPTING FOR


SUPER SPECIALIZATION IN FINANCE

INSURANCE MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTRODUCTION (2 HRS)
• Nature, definition, types of insurance products
• Principles of contract and their applicability to a valid insurance contract
• Legal position in India

2. PRINCIPLES AND PRACTICES OF LIFE INSURANCE (4 HRS)


• Life insurance: Economic, legal, and actuarial principles; basic principles of
utmost good faith and insurable interest and its impact on insurability; various
products of life insurance
• Premium computation: basic elements
• Risk: selection and classification of risks; factors affecting mortality and
underwriting of risk
• Policy claims and their settlement
• Policy document
• Life insurance in India

3. PRINCIPLES AND PRACTICES OF GENERAL INSURANCE (4 HRS)


• Principles of indemnity, proximate cause, subrogation, contribution and sharing.
• Proposals and policy forms
• Various non life insurance products, including miscellaneous insurance
• Special insurance: aviation, oil& gas, earthquake, etc
• Regulatory provisions under insurance Act, 1938 and IRDA Act, 1999
• Underwriting: Types, classification of hazards; practices and procedures
• Claims settlement: Procedures; ways to settle claims, etc

BASIC TEXTS
• GEORGE E. REJDA: Principles of Risk Management & Insurance
• INSURANCE INSTITUTE OF INDIA: Relevant Publications
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

FOR STUDENTS OF FINANCE OPTING FOR


SUPER SPECIALIZATION IN H.R.M

LEADERSHIP – 1
(TRAITS, STYLE, AND BEHAVIOUR)

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. THE NATURE AND IMPORTANCE OF LEADERSHIP (1 HR)


• Meaning
• Impact on organizational performance
• Roles
• Framework for understanding leadership
• Skill development in leadership
• Followership

2. TRAITS, MOTIVES, AND CHARACTERSTICS (1 HR)


• Personality traits of effective leaders
• Leadership motives
• Cognitive factors and leadership
• Influence of heredity and environment
• Strengths and limitations of traits approach

3. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP (2 HRS)


• Meaning of charisma
• Types of charismatic leaders
• Characteristics of charismatic leaders
• The vision component of charismatic leadership
• The communication style
• The development of charism
• Transformational leadership
• Concerns about charismatic leadership

4. LEADERSHIP BEHAVIOURS, ATTITUDES, AND STYLES (2 HRS)


• Classic dimension of consideration and initiating structure
• Task related attitudes and behaviour
• Relationship oriented attitudes and behaviours
• 360 degree feedback for fine tuning a leadership approach
• Leadership styles

5. CONTIGENCY AND SITUATIONAL LEADERSHIP (2 HRS)


PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Situational influences on effective leadership behaviour
• Fiedler’s contingency theory of leadership effectiveness
• The path-goal theory of leadership effectiveness
• Situational leadership II
• Normative decision model
• Cognitive resource theory: intelligence, experience, and stress
• Contingency leadership in the executive suite
• Leadership during a crisis

6. POWER, POLITICS, AND LEADERSHIP (1 HR)


• Sources and types of power
• Tactics for becoming an empowering leader
• Factors in organizational politics
• Political tactics and strategies
• Control over dysfunctional politics

7. LEADERSHIP INFLUENCE (1 HR)


• Power and influence
• Influence tactics
• Relative effectiveness and sequencing of influence tactics
• Implicit leadership theories and leadership influence

BASIC TEXT
• ANDREW J. DUBRIN: Leadership (Biztantra)
Chs 1, 2, 3, 4, 5, 7, 8
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

FOR STUDENTS OF FINANCE OPTING FOR


SUPER SPECIALIZATION IN H.R.M

LEADERSHIP – 2
(SKILL SET OF LEADERS)

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. TEAMS AND LEADERSHIP (2 HRS)


• Team vs. solo leadership
• Leader’s role in team based organizations
• Fostering teamwork
• Leader – member exchange model

2. MOTIVATION AND COACHING (2 HRS)


• Expectancy theory and motivational skills
• Goal theory
• Recognition and pride for motivation
• Coaching as a leadership philosophy
• Coaching skills and techniques
• Executive coaching and leadership effectiveness

3. CREATIVITY, INNOVATION, AND LEADERSHIP (2 HRS)


• Steps in creative process
• Characteristics of creative leaders
• Overcoming traditional thinking
• Organizational methods to enhance creative problem solving
• Climate for creative thinking
• Leadership practices for innovation

4. COMMUNICATION AND CONFLICT RESOLUTION (1 HR)


• Inspirational and powerful communication
• Supportive communication
• Cross cultural communication barriers
• Resolution of conflict through negotiation

5. KNOWLEDGE MANAGEMENT (1 HR)


• Nature of strategic leadership
• SWOT analysis
• Business strategies and leadership
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10
• Knowledge management and learning organizations

6. CROSSCULTURAL DIVERSITY AND LEADERSHIP (1 HR)


• Advantages of managing for diversity
• Cultural factors and leadership
• Cultural sensitivity, intelligence, and global leadership skills
• Leadership initiatives for achieving cultural diversity
• Multicultural organizations

7. LEADERSHIP DEVELOPMENT AND SUCCESSION (1 HR)


• Development through self awareness and self discipline
• Development through education, experience, and mentoring
• Leadership development programs
• Evolution of leadership development efforts
• Leadership succession

BASIC TEXT
• ANDREW J. DUBRIN: Leadership (Biztantra)
Chs. 9, 10, 11, 12, 13, 14, 15
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

FOR STUDENTS OF FINANCE OPTING FOR


SUPER SPECIALIZATION IN H.R.M

REWARD MANAGEMENT

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKS


COURSE CREDIT: 01

1. INTRODUCTION (1 HR)
• Principles of labor economics and managerial economics with reference to
determination of wages and managerial remuneration.

2. WAGE THEORY (2 HRS)


• Conceptual and theoretical understanding of economic theory related to inter
industry and inter firm wage differences

3. REWARD MANAGEMENT (2 HRS)


• Concept and application
• Tools used in designing, improving, and implementing reward systems
• Components of reward packages

4. STATUTORY PROVISIONS AND REWARD MANAGEMENT (4 HRS)


• Statutory provisions governing different components of reward system like
wages, salaries, fringe benefits, bonus, managerial compensation.

5. WAGES AND SALARY ADMINISTRATION (1 HR)


• Administration
• Settlement of superannuation benefits.

BASIC TEXTS
• J. K. SINGH: Labor Economics (Deep & Deep)
• B D SINGH: Compensation and Reward Management (Excel: 2007
PGP_III_TRIMESTER
SYLLABUS: VERSION FEB‘10

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