Syllabus for
Master of Business Administration (Executive)
Academic Year  (2024)

Examination & Assessments 

Core

The School of Business and Management, CHRIST, was formed in 2020 with a clearly defined approach for creating quality managers and entrepreneurs required to face the challenges of the business world. The School offers undergraduate programmes such as Bachelor of Business Administration(BBA), Bachelor of Business Administration in Decision Science (BBA DS), Bachelor of Business Administration- Honours (BBA Hon), Bachelor of Business Administration in Fin Tech Honours (BBA Fin Tech Hon), Bachelor of Business Administration in Business Analytics (BBA BA), Bachelor of Business Administration  in Finance and International Business (BBA FIB), Bachelor of Hotel Management (BHM), Bachelor of Business Administration in Tourism and Travel Management (BBA TTM), Postgraduate Programmes such as Master of Business Administration (MBA), Master of Business Administration – Executive (MBA – Executive), Master of Business Administration (CHRIST) + Master of Business Administration (FHWS, Germany), Master of Business Administration (CHRIST) + Master of Science (VCU, USA), Master of Business Administration (CHRIST) + Master of Business Administration (WMU, USA), Master of Tourism and Travel Management (MTTM), and Doctoral Programmes such as Doctor of Philosophy (Management) and Doctor of Philosophy in Tourism which is specifically designed to enhance career opportunities and to develop well-rounded managers, business leaders and researchers ready to effectively tackle a dynamic environment.

Vision

Our Vision is to be an institution of excellence developing leaders serving enterprises and society globally.

Mission

“Our mission is to develop socially responsible business leaders with the spirit of inquiry through academic and industry engagement”.

Masters of Business Administration (MBA Executive) program offered by the School of Business and Management is a two-year (4 Semesters) program that focuses on the development of analytical and management skills in the fields of Accounting, Economics, Finance, Information Management, Marketing, Operations, the Behavioral Sciences. The uniquely designed curriculum focuses on all areas of management, hence no specializations for MBA executives.  The curriculum designed for the program focuses on the application of quantitative techniques to solve problems faced in Multi-National and National Organizations where our students are currently employed. The program prepares students for a career in advanced managerial challenges of the 21st century and prepares young minds with a positive mental attitude for excellent performance and committed service.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PLG 2: Ethical sensitivity

PLG 3: Communication

PLG 4 : Ethical sensitivity

PLG 5 : Executive Engagement

Programme Specific Outcome:

PLO1.2: Develop value-based leadership through appropriate managerial actions.

PLO2.1: Examine management theories in the context of business problems

PLO2.2: Recommend appropriate solutions for Managerial problems

PLO3.1: Develop and demonstrate effective written skills

PLO3.2: Deliver professional oral presentation

PLO4.1: Analysis of business scenarios

PLO4.2: Construct integrated solution framework

PLO5.1: Evaluate alternatives to operate effectively in a global environment

Programme Educational Objective:

PO2: Foster Analytical and Critical abilities for data based decision making.

PO3: Ability to develop value based leadership ability.

PO4: Ability to understand, analyze, communicate global, economic, legal and ethical aspects of business.

The Students will understand, recognize and accept the importance of communication skills in being successful at the corporate level besides applying this learning to business houses and startup ventures by demonstrating the ability to identify and perform self-awareness analysis and adopting new methods of theoretical and practical self-development techniques that are recent, relevant and innovative in today’s world.   The latest business practices requiring effective communication and socially and culturally accepted modes of intra and interdepartmental and B2B and B2C will be studies and applied for review, correction and delivery

• To enable students to practice and demonstrate effective communication in the corporate and business world thereby building self-confidence, learning group dynamics, motivation, leadership, creativity, negotiation skills and mentoring.
  

Level of Knowledge: Conceptual

Barriers to communication

Communication   Introduction, definition of communication, nature, purpose and functions, levels and types of communication, formal, informal, impactful, skills and tips for effective delivery.

Level of Knowledge: Conceptual

Verbal Communication – Importance; effective speaking, listening, conduct productive meetings, control successful negotiations

Nonverbal Communication – Importance, complexities; Kinesics, Paralanguage, Haptics, Proxemics, Chronemics, Personal Appearance, Oculesics

Level of Knowledge: Analytical

Resume Writing, Effective Cover letters, Group discussions- Importance, Objectives, Trends, Types, Strategies and guidelines for effective GD, Common mistakes in GD

 Interviews, Process, Objectives, Overcoming fear of the unknown. Connecting the interview with corporate goals

Common mistakes in Interviews, Elevator pitch for cracking an Interview

Level of Knowledge: Analytical

Communicating Powerfully, Effective Presentations - deliver persuasive presentations using visual aids; General writing skills, Business Writing- Write effective emails and memos; Communicating in virtual teams, Host a live video meeting.

Level of Knowledge: Conceptual

Influence of positive communication on employee achievement, effectively communicating difficult decisions and delegating; How to say “NO” to prioritize and utilize time, learning to admit a mistake

·         Robbins, S.P., Judge, T.A., & Vohra, N. (2012). Organizational Behaviour (14trh edi).  Pearson Education.

·         Sell your way to top. Peter Thompson

• The last lecture. Randy Pausch ,Jeffrey Zaslow(2008)
• Influence; The psychology of persuasion: Robert B Cialdini
• Bargaining for Advantage, Negotiation Strategies for Reasonable People: G Richard Shell
• How to talk to Anyone, 92 little tricks for Big Success in Relationships: Leil Lowndes
• Talk like TED. Carmine Gallo
• The lost art of listening. Michael P Nichols

Human Resource Management provides an overview of the HR functions in an organization, covering the entire gamut of operations related to employee life cycle management.

Level of Knowledge: Conceptual

The role of HR in organizational success, Aligning HR strategies with business goals. Define high-performance work systems and identify the elements of such a system. Summarize the outcomes of a high-performance work system. Adapting HR strategies to future trends and challenges

Level of Knowledge: Conceptual

Understanding talent needs and workforce planning, Recruitment methods and best practices, Diversity and inclusion in recruitment processes, Selection process and importance of effective onboarding processes, Strategies for employee engagement and retention, Building a positive organizational culture

Level of Knowledge: Advanced

Performance appraisal methods and techniques, Setting SMART goals and performance Metrics, Providing constructive feedback and coaching, Job Evaluation. Methods of Job Evaluation. Identifying Employee training needs – Designing and implementing training programs, evaluating training effectiveness, Career planning and development

Importance & scope of IR, Grievance Handling and Industrial Discipline, Industrial Disputes: Causes and Types of IC. Settlement of industrial disputes. Objectives & Importance of Trade Union; Reasons for employee to join trade union; Problems of TU & Remedies. Collective Bargaining: Meaning, definition & concept of CB; CB Process; Essential conditions for the success of CB.

Knowledge: Advanced

Leveraging technology for HR processes and systems, Introduction to HRIS (Human Resource Information Systems), Introduction to HR metrics and key performance indicators (KPIs), Using data analytics for decision-making. Predictive analytics in HR management, HR software.

• VSP Rao – Human Resource Management, Excel Books

This course introduces students to the new features in marketing management, a real -world approach.  Students will examine the dynamics of business decision making and demonstrate the ability to identify, describe and apply the essential business concepts, theories and practices with respect to the subject of marketing management.

Level of Knowledge: Conceptual

Introduction

Nature of Marketing-The functions of the Marketing Department.

The Marketing Environment

Types of Markets - Differentiation between Consumer, Organizational (Reseller, Business, Government) and International Markets.  The decision - making process of these two types of buyers.

Marketing research –scope and objectives, types and tools.

Level of Knowledge: Conceptual

Nature of Marketing-The functions of the Marketing Department.

The Marketing Environment

Types of Markets - Differentiation between Consumer, Organizational (Reseller, Business, Government) and International Markets.  The decision - making process of these two types of buyers.

Marketing research –scope and objectives, types and tools.

Level of Knowledge: Advanced

Goods and Services. Distinction between goods and services and their characteristics.

Product classification. For Consumer goods/services: convenience; shopping; specialty; unsought; and consumer services.

The process of new product development. An outline of the process of development from the generation of new ideas to full commercial launch.

The product life-cycle. Description of the stages of the product life cycle.

Branding. The importance and benefits of branding.

Packaging. Packaging as a marketing tool. Six essentials of packaging: distinction, protection, convenience, transportation costs, immediate association, characteristic.

Level of Knowledge: Advanced

Pricing objectives.

Pricing methods. Different methods considered, including cost-plus, penetration, skimming, promotion and price discrimination.

Definition of price elasticity of demand.

The aims of marketing communications (promotion). The AIDA models.

Different types and tools of marketing communications.

Definitions and the advantages and disadvantages of using these tools.

The personal selling processes.

The seven steps of the personal selling process: the opening, need identification and stimulation, presentation, dealing with objections, negotiation, closing the sale and the follow up.

Level of Knowledge: Advanced

Different 'chains' or 'channels' of distribution.

The functions and types of intermediaries between the manufacturer and consumer.

Criteria for choosing the appropriate channel.

Channel Conflict

Introduction to E-Marketing, Challenges Faced by Organizations, the Online Marketing Mix, Segmentation and Targeting in Virtual World, Issues of Online Marketing

·         Kotler, P., & Armstrong, G. (2002). Principles of Marketing. Pearson Eduction.

·         Evans, J.R. & Berman, B. (2003). Marketing in 21^st Century.Biztantra.

·         Pride, W., &Ferrel, O.C. (1993). Marketing Concepts and Strategies, Boston: Houghton Mifflin.

·         Cravens, D.W., & Hills, G., & Woodruff, R.B. (1996). Marketing Management, AITBS publishers.

·         Zikmond. (2004). Marketing Management. Thompson publishers.

·         Krishnamacharayalu, C.G.S. & Ramakrishna, L. (2002). Rural Marketing, Text and Cases. Pearson education.

·         Stanton, W. (nd). Fundamentals of Marketing, Tata Mcgrawhill.

As the language of business and as the cornerstone of our capital markets, accounting provides terminology, frameworks, and concepts to analyze and understand the financial consequences of business activities. As these activities have become increasingly complex and global, the task of presenting timely, relevant, and reliable financial information to interested internal and external users has become more challenging. This course provides an overview of all the fundamental concepts of Financial, Cost and Management accounting empowering the managers for better decision making.

Meaning of Book-keeping & Accounting – Functions & Branches of Accounting, Financial Accounting, Cost Accounting and Management Accounting, Principles of Accounting, Concepts and Conventions of Accounting, Accounting Standards, Indian Accounting Standards & International Accounting. Standards - IFRS & GAAP. Journal, Ledger, Trial Balance, Final Account. Concepts of Cost, Methods of Costing and Techniques of Costing (Theory only), Elements of Cost – Materials, Labor, Overheads (Theory Only) Preparation of Cost sheet.

Objectives of Ratio Analysis- Classification of Ratios Liquidity Ratios, Profitability Ratios: Solvency and Capital Structure Ratios, Turnover Ratios - Practical problems

Concept of Marginal Cost; Marginal Costing and Absorption Costing; Marginal Costing Vs. Direct Costing, Cost-Volume-Profit Analysis; Break-Even Analysis; Assumptions and Practical Applications of break-even Analysis; Margin of Safety, Decisions regarding Sales-Mix Make or buy Decision and Discontinuation of a product line, Decisions Relating to Acceptance and Rejection of a Special Offer / Order, Add or Drop Products, Operate or Shut Down Decisions.

Computation of Income: Objectives of Funds Flow Statement - Purpose of Funds Flow Statement-Uses of Funds Flow Statement-Preparation of Funds Flow Statement, Treatment of Provision for Taxation and Proposed Dividend, Interim Dividend. Meaning of Cash Flow Statement-Distinction between Funds Flow and Cash Flow Statement-Classification of Cash Flow-Preparation of Cash Flow Statement-Calculation of Cash from Operation -Utility of Cash Flow Statement-Limitations of Cash Flow Statement - Practical Problems as per Accounting Standard - 3

Meaning, Objectives and Advantages of Budgetary Control -Limitations of Budgetary Control - Functional Budgets - Zero Base Budgeting Performance Budgeting - Master Budgets - Fixed and Flexible Budgets - Cash Budget - Practical problems.

Standard Costing as a control Technique; Setting of Standards and their Revision; Variance Analysis - Meaning and Importance Kinds of Variance and their uses -Material Labour and Overhead Variance; Disposal of Variances; Relevance of Variance Budgeting to Budgeting and Standard Costing.

Meaning and Significance of Responsibility Accounting; Responsibility Centre, Cost Centre, Profit Centre and Investment Centre; Problem in Transfer Pricing; Objective and Determinants of Responsibility Centre, Management Reports, Essentials of Effective Reporting, Reports to Different levels of Management, Forms of Reporting, Kinds of Reports,  Management Audit- Scope of Management Audit -Areas of Management Audit Value Chain Analysis; Activity Based Costing; Quality Costing; Target and Life Cycle Costing, Human Resource Accounting – Concept and Approaches, Social Responsibility Accounting- Environment Accounting – Green Accounting

Course Description: This Course is intended to provide an exposure and understanding of fundamentals of business laws, Governance & Ethics in India. The course facilitates the understanding of contracts, indemnity and guarantee. It provides an overview of various forms of business organizations and laws governing the same. The importance of Intellectual property and protection of the same is emphasized. The importance of ethics in business and the role of board in corporate governance is dealt in detail.

Course Objectives: To introduce the students to various procedural and legal requirements connected to management of Companies and to make all students competent enough to appreciate the basic regulatory framework of Corporate Governance in India.

Level of Knowledge: Advanced

Indian Contracts Act of 1872:  Definition – types of contracts – essential elements of a valid contract – offer, acceptance, consideration, capacity of parties, free consent, legality of object, consideration, various modes of discharge of a contract, remedies for breach of contract, Law of Indemnity and guarantee, Bailment and pledge and law of agency. Brief introduction to other laws which regulate specific commercial contracts in India.

Level of Knowledge: Advanced

Nature and its features. Partnership: Nature and its features. Hindu undivided family: nature and its feature, Limited liability partnerships: Nature and its features, Company - features, Type of companies, Memorandum and Articles of Association, Board of directors, Rights of shareholders, Meeting of members of a company.

Non-Profit Organizations; Society: Nature and its features. Trust: Nature and its features.

Section 8 company: Nature and its features.

Level of Knowledge: Advanced

Meaning of intellectual properties and their role in enhancing business valuation.

Kinds of Intellectual properties which are protected in India. Statutory authorities for protecting intellectual

Patent Act 1970 – Concept of Patent, Types of Patents which can be protected. Method of obtaining patents in India.

Trade Mark Act 1999 – Definition of trade properties in India, International agencies connected with protection of intellectual properties. Mark, Type of trademarks, how to get a trade mark registered in India.

Copy Right Act 1957 – Areas of operations of Copy Right. How to protect copy right in India? Difficulty in protecting copy rights in India.

Level of Knowledge: Advanced

CONSUMER PROTECTION ACT 1986: Back ground – definitions – consumer, consumer dispute, complaint, deficiency, service, consumer Protection Council, Consumer redress agencies, District forum, State Commission and National Commission.

CONCEPTUAL FRAMEWORK OF CORPORATE GOVERNANCE: Introduction, need and scope, evolution of corporate governance, management vs ownership, majority vs minority, and corporate governance codes in major countries. Growth of corporate governance in India, Legislative Framework of Corporate Governance in India for listed and unlisted companies

Level of Knowledge: Advanced

BOARD EFFECTIVENESS FOR CORPORATE GOVERNANCE: Composition and Structure, Duties and Liabilities, Diversity in board room, Women Director, Nominee Directors; Selection and Appointment Process, Independent Directors- concept expectations, liabilities and their role in ensuring corporate governance,

Board Committees: Composition & Terms of Reference, Roles and Responsibilities.

Major areas of conflict of interest - group entities and subsidiaries., Accounting and Audit related issues.3, Related Party Transactions

Vigil Mechanism/Whistle blower policy for protecting corporate governance

Corporate governance failure and its impact in business.

Law relating to corporate governance in India under Companies Act 2013 and listing agreement. The concept of insider trading. Rules prohibiting insider trading in India.

ETHICS & BUSINESS: Definition of Ethics Features of ethics, concept of business ethics, benefit of adhering to business ethics, organization structure and ethics, ethics in work place. Prevention of sexual harassment at work place. Concept of gender equality at workplace. Ethics in marketing and consumer protection, Ethics in finance and accounting. Ethical HR practices in an organization   Addressing ethical dilemmas in decision making, Code of ethics in Indian Industry. Learning Activities: A study on ethical practice followed by TATA group of companies and submit a report, collect kumara Mangalam Birla report on corporate governance and highlight the importance of it.

• Daniel Albuquerque – Legal Aspects of Business – OXFORD Higher Education Publication

Course Description: This course intends to provide the understanding of microeconomics concepts and theories that influences the decisions of consumers and business firms.  It deals with the application of microeconomic analysis to decision-making techniques of businesses and management units.

Course Objectives: To provide a foundation to microeconomics by providing a deep understanding of the basic principles of microeconomics. The course aims to explain the usage of important analytical tools of economics that will enable us to understand business organizations and the dynamics of business. It also aims to impart the basic dynamics of the market through the analysis of the economics of consumption and production.

Level of Knowledge: Conceptual

Scarcityandeconomicproblems

Approachestoeconomicproblem

Nature of the firm

Economicmodels;Circularflow

Production PossibilityCurve

Demand and Supply and MarketEquilibrium

Methodsformeasuringelasticity–demandforecasting

ReviewofworkofNobellaureatesinEconomics.

Level of Knowledge: Analytical

Theory of consumer behaviour

Indifference curveapproach: commodity bundles & indifference, indifference curves, price budget line, pricerise& changein budget line; optimizing commodity bundle.

Utility analysis- Maximization of Utility

Level of Knowledge: Analytical

Law of variable proportion

Law of return to scale

Cost functions

Cost concepts- total, average, and marginal cost

Types of costs- Fixed and variable cost

Supply Curve of a firm

Revenue concept

Average revenue, Marginal revenue

Breakeven analysis

Shut down point

Level of Knowledge: Advanced

Profitmaximizationgoal

Salesmaximization goal

Growth maximization goal

Managerial utility function

Satisfyingbehavior

Long run survival

Managerial utility function

Prevention of potential entry

Socialresponsibility goal

Level of Knowledge: Advanced

Perfect competition

Monopoly- price discrimination, multi-plant monopoly

Monopolistic competition- product differentiation-

Oligopoly-cartels-priceleadership-pricerigidity

Game theory and competitive strategy

Market failure and role of Government

Macroeconomic Environment and its impact on firms

Course Description: Principles of Management is an introductory course on management process from managers’ perspective. The course seeks to help students acquire the requisite knowledge, skills and abilities needed to successfully manage organizations. The course examines the logic and working of organizations and outlines the major functions of management.

Management – Nature, Scope and purpose; Managerial levels and skills; Managerial Roles

Bureaucratic theory, Quantitative

Indian approach to Management, Global Management trends and issues

Decision making, Creativity Problem Solving, Benefits of Forecasting, Techniques of Forecasting, Limitations of Forecasting & Management by Objectives (MBO), Sustainable Planning- inclusion of SDG in managerial planning

Types of Organizational structure; virtual

Teams - Span of control, departmentalization, chain of command, work specialization, understandingauthority andresponsibility Human resource planning, Workforce Diversity, Cross-cultural Communication, Negotiation, compensation and employee welfare, Employee Motivation, Stress and managing employee stress 

Use of Analytics and AI for HR Actions and Talent Management

Level of Knowledge: Analytical

Leadership concept, leadership Styles, leadership communication, Leadership Development, Diversity and Inclusion, Gender and Leadership, Emerging leadership trends- Entrepreneurial Leadership, Digital Leadership Skills

Level of Knowledge: Analytical

Importance of coordination and control; control process; Methods and techniques of control; Designing control systems, Quality Management

Change Management- Concept of change, change as a natural process, Importance & Causes of change Developing a climate for learning, learning organizations,

Challenges of Contemporary Business – Corporate Social responsibility, Managerial Ethics

This course introduces students to concepts, practices and theories ofinternational business. Provide an overview of the international trade environment. The curseexplains the challenge of doing business in the face of different political, economic, social,technological and legal environmental factors. It will provide insights into theories explainingreasons for international trade, globalization, trade and culture, trade promotion and restrictiontoolsadoptedbygovernmentsofdifferentcountries,driversofinternationaltrade.Internationalcapital markets, FDI promotion and restriction by host and home countries and market entrystrategies.Knowledgegainedcan beusedto follow theentrepreneurship dream ofstudents

Evolution of international business, nature of international business, need &importance ofInternationalBusiness, stagesofinternationalization,(EPRG) approachestointernationalbusiness,INTERNATIONALTRADETHEORIES–Mercantilism,AbsoluteAdvantage,Comparative Advantage, Factor Endowment, Competitive Advantage. Tariffandnon-tariff andbarriers.

IntroductiontoPolitical,Economic,Social-Cultural&technologicalenvironmentofinternationalbusiness.

Meaning-DefinitionandFeatures-Globalization,-AdvantagesandDisadvantages,Socio–Cultural, Political &Legal and Economic Implications, Globalization and India. GATT andWTO

Internationalbusinessanalysis-modesofentry-exporting(directandindirect)licensing,franchising, contractmanufacturing, management contracts, turnkey projects, Joint ventures-MergersandAcquisitions-Foreigndirectinvestment-Comparisonofdifferentmodesofentry

Levelsregionaleconomicintegration.

The benefits and drawbacks of economic integration.IntegrationinEurope, Americas,Asia,MiddleEastandAfricaEU,EFTA, LAFTA,NAFTA, ASEAN, SAARC

ForeignDirect Investment

Informationrequired,Sourcesofinformation,internationalmarketinginformationSystem,Internationalmarketing Research.

ExportFinancing and InternationalPayments

Exportcredits,Methodandsourcesofcredit,MethodsofpaymentsinInternationalBusiness,Financingtechniques, ECGC, Exim bank and theirrole

ImportantTradeTermsinInternationalTrade:

[Introduction: CIF, F.O.B, F.O.B Contract with additional services, F.O.B Contract (Buyercontracting with carrier), FAS, EX SHIP & Arrival Contracts, C& F, EX WORKS & EXSTORECONTRACTS,FOR CONTRACTS,SALE OFA CARGO& EX-QUAYContracts.

Exportandimportprocedure,documentrequiredtheirrelevanceBusiness-GovernmentTradeRelations

Barrierstotrade,motivesforbarriers.Protectionofdomesticjobs,preservationofnationalsecurity,responsetounfair tradepractices,and gaininginfluenceover other nations.

Economic motives -protection of young (infant) industries. Protection of national identity.Subsidies, export financing, foreign trade zones, and special government agencies. Tariffs,quotas, embargoes, local content requirements, administrative delays, and currency controls.Opportunities to become entrepreneur using knowledge acquired government incentives,schemes and facilitation policies to enhance India’s competitive advantage in internationalMarkets.

Ø  PhilipR.Cateora,JohnL.Graham– InternationalMarketing

Ø  WarrenJ.Keegan,GlobalMarketingManagement,PrenticeHallof IndiaPvt.Ltd.,NewDelhi.

Ø  Varma,S.(2013). InternationalBusiness(1stedi).Pearson.

Ø  Hill,C.(2011).InternationalBusiness:  Text&Cases.New Delhi:McgrawHill.

Ø  Keegan, W.J. (2010). Global Marketing Management (9thedi). New Delhi: PrenticeHallofIndia,

CourseDescription:Researchskillforbusinessstudentsisveryimportantindecisionmaking.This course is designed to provide the foundations of theoretical aspects of research such asvariousapproaches,methodsandtechniquesofdoingresearch.Thecoursehelpsstudentsin developingskillsinidentifyingresearchproblems,reviewingtheliterature,developinginstruments, collecting and analysing the data, making inferences and write reports of varyingstyle.

RoleofBusinessResearch.ManagerialvalueofBusinessResearch.TypesofResearch.BusinessResearchProcess–ScientificMethod.ResearchApproaches–QualitativeandQuantitative.Application oftheory in BusinessResearch.

Formulationofresearchproblem.Reviewofliterature.Generatingresearchhypothesis,ResearchDesign, Experimental Research.Writing aResearch proposal.

Measurement in Research, measurement scales, sources of error in measurement, tests of goodmeasurement,Types ofScale. Scaleconstruction techniques. Questionnairedesign.

TypesofsampleDesign –probabilityandnon-Probability.UnitofAnalysis,Population,SampleFrame, Sample Size, sampling errors.

Sources of data – primary and secondary data, Data collection techniques. – observation,Interview methods, questionnaire vs schedules, Processing of research data: Data types,coding,classificationand Tabulation,editing,cleaning,Problemsinprocessing,Dataanalysisplan.

Descriptivestatistics Introduction to SPSS, Frequency distribution, Measures of central tendency: Mean Mode,Median,Skewness,Kurtosis,Measuresofvariation,Cross-tabulations,Correlation,Charts,and Plots

Hypothesis testing: Chi-Square test. T-tests, ANOVA, Simple Regression and Multipleregression, Discriminate Analysis, Cluster Analysis. Basics of Non-parametric tests, Panel andtimeseries data analysis and qualitativedataanalysis techniques.

ReportWriting

Significanceofreportwriting,steps inreportwriting,typesofreports,mechanicsofwritingareport,precautions.

Ø  ResearchMethodology,Panneerselvam,PHI

Ø  ResearchMethodology,CRKothari,NewAge International

Ø  MarketingResearch,HarperWBoyd,RalphWestfallandStanleyFStasch,A.I.T.B.SPublishersand Distributors.

Ø  Arora P. N & Arora, S. (2009). Statistics for Management, New Delhi: Sultan ChandSonsCompany Limited.

Ø  Albright,S.C.,Winston,W.L., &Zappe,C.J.(2007). DataAnalysisandDecisionMaking(InternationalStudent ed.).NewDelhi: ThomsonPublicationPress

Financial Management course focuses at introducing the students about the various aspects of corporate financial activities which facilitates the decision-making domain pertaining to financing, investment and dividend decisions. This course aims at providing the inputs related to the three major decision areas of financial management of an organization. This course will give the introduction and conceptual understanding about the various topics of corporate finance. The primary objective of this course is to familiarize the student with basic concepts of finance which is the life blood of any business and its various decision variables in the areas of financing, investment and dividend decisions.

Meaning,NatureandScopeofFinance;FinancialGoals,ProfitVs.WealthMaximization;TimevalueofMoney,Finance Functions –Investment,Financingand Dividend Decisions.

Meaning and Significance of Cost of Capital: Calculation of Cost of Debt, Preference Capital,Equity Capital and Retained Earnings; Combined cost of Capital (Weighted); Cost of Equityand CAPM

Nature of Investment Decisions; Investment Evaluation criteria net Present value. Internal rateof Return, Profitability Index, Payback period,accountingrate of Return; NPV andIRRcomparison;Capital; Rationing; Risk Analysis inCapital Budgeting.

MeasurementofLeverages;EffectsofOperatingandFinancialLeverageonProfit;Analyzingalternative Financial Plans;Combined Financialand Operating Leverage.

Relevance of Capital Structure – The Net Income & Traditional Views, Irrelevance of CapitalStructure–PeckingOrderTheory,Trade-offTheory,TraditionalandM.M.HypotheseswithoutTaxesandwithTaxes;DeterminingCapitalStructureinPractice,CapitalStructureandPolicy

Issues in Dividend Decisions, Walter s Model, Gordon’s Model, M-M Hypothesis, Dividendand Uncertainty, Relevance of Dividend; Dividend Policy in Practice; Forms of Dividends;Stabilityin Dividend Policy; Corporate DividendBehaviour.

Meaning,SignificanceandTypesofWorkingCapital;CalculatingOperatingCyclePeriodandestimation of Working Capital requirements; Financing of Working Capital and Norms ofBank Finance; Sources of Working Capital; Factoring Services; Various Committee reports onBank Finance; Dimensions of Working Capital Management, Management of Cash,ReceivablesandInventory

Ø  John,H.(2009).Financial Management.NewDelhi:VikasPublishingHouse.

Ø  VanHorne,J.C.,&WachowiczJr.J.M.(2009).FundamentalsofFinancialManagement.New Delhi: PrenticeHall.

Ø  Khan,M.Y.,&Jain,P.K. (2018).FinancialManagement.NewDelhi:TataMcGrawHill.

Block,S.B,&Hill,G.A.(2008). FoundationsofFinancialManagement.Illinois.Homewood

Course Description: This is a core paper offered in ____trimester of MBA Executive degree. This course provides students, insights related to Strategy, Planning, Manufacturing and Control aspects of Operations. It prepares students for careers in Planning, Production and Control functions in Manufacturing, as well as, in Service sector. The concepts learnt in this field are applicable to all specializations including Marketing, Human Resources, Finance, Business Analytics, Lean Operations and Systems, and in other fields.

Course Objectives:

At the end of the course, students should be able:

1.      To enable comprehension of operations strategy design process in a competitive environment.

2.      To facilitate examination of decision-making methods for process flows, location, line balancing and sourcing issues in manufacturing setup.

3.      To facilitate design of operations through concepts, methods, and practices.

4.      To apply methods in exercises involving forecasting, operations, and resource planning.

To facilitate examination of inventory patterns, models, and quality control methods.

Level of Knowledge: Conceptual

Introduction, Operations as Service, Systems perspective, Operations management functions, challenges in operations management and current priorities, Operations Strategy, Sustainability in operations, Project Management – phases, framework, tools and techniques, addressing time and resource constraints, handling uncertainty.

Level of Knowledge: Analytical

Supply chain concepts – Need, flows, process orientation, supply chain structure, bullwhip effect, measures of supply chain performance; Facilities location - Globalization, factors, methods; Sourcing and Supply Management – importance, strategic sourcing, procurement process, vendor development, performance measures, make or buy decision, e-procurement.

Level of Knowledge: Analytical

Process and capacity analysis – process flow charting, planning premises, analysing processes, process re-design, capacity – measures, time horizon, planning framework, alternatives for capacity augmentation, decision tree for capacity planning.

Design of manufacturing processes – process characteristics, types, process-product matrix, layout planning.

TQM – Definition, principles, tools, certifications – ISO 9001, ISO 14001, Awards.

Level of Knowledge: Analytical

Demand forecasting – time horizon, design, forecasting logic, data sources, extrapolative methods, causal methods, accuracy of forecasts.

Operations planning – Planning hierarchies, aggregate operations planning – need, alternatives for managing demand, alternatives for managing supply, basic strategies, aggregate operations planning methods.

Resource planning – dependent demand attributes, planning framework, MRP logic, Using MRP System.

Inventory planning and control – planning, types, costs, control for deterministic demand items, handling uncertainty in demand, inventory control systems, selective control, inventory planning for single period demand.

Six Sigma Quality Control – Six Sigma approach, DPMO, DMAIC, Process variation, process control fundamentals, setting up process control system, long term process improvements, Six sigma and Cp, Cpk, Acceptance sampling.

Course Description: This course intends to provide the understanding of Macroeconomics concepts and theories that influences the behavior and decisions of enterprises/ business firms and individual consumers. The course elaborates on the effectiveness of alternative stabilization policies in long run and cyclical Macroeconomic Theory. How Macroeconomics is different from Microeconomics, common macroeconomic variables and in-depth analysis of Monetary and Fiscal policy.

Level of Knowledge: Conceptual

Macroeconomic vs. Microeconomic Issues, Economic Systems, Alternative Branches of Macroeconomic Theory, Business Cycles, Prices Output & Employment, Structure of a Macro Model, Multipliers and Stabilization Policy, and Schools of Thoughts.

Level of Knowledge: Analytical

National Income Accounting Methods: Output, Income & Expenditure Methods, Price Indices: CPI, WPI& GDP Deflator, and Unemployment Rate

Classical Theory of Output and Employment.

Keynesian Theory of Income Determination.

Multipliers- Investment, government, tax, exports and imports.

Investment and capital accumulation

Money Market analysis-

Supply of Money;

Demand for Money: Classical and Keynesian theory of money demand.

Money Multiplier

Level of Knowledge: Analytical

Investment Functions,

Goods Market equilibrium.

Money Market and its equilibrium

Integration of Product and Money Market (IS-LM) Model.

Dynamic adjustment from disequilibrium to equilibrium.

Fiscal and Monetary Policy using IS and LM curve analysis.

Level of Knowledge: Advanced

Foreign Exchange rate and Balance of Payments.

Exchange rate determinations.

Fixed Vs Flexible Exchange rate

BoP Disequilibrium and Adjustments

Mundell Fleming Model

Level of Knowledge: Advanced

Inflation- Measurement and types of inflation.

Theories of Inflation: Classical, Keynesian and Monetarist.

Inflation and unemployment relationship and Policy dilemma.

Other topics:

Govt debt and deficit spending

Stabilization Policy

http://www2.econ.iastate.edu/classes/econ502/tesfatsion.

• Macroeconomics, 10^th Edition, Andrew B. Abel, Wharton School of the University of Pennsylvania,
• Ben Bernanke, Brookings Institution, Dean Croushore, University of Richmond, ©2020, Pearson

Course Description: The course focuses on the basic elements that determine human behavior in an organization. It provides the fundamentals of organizational behaviors by understanding individuals, groups and organizations. The course focuses on understanding organizational effectiveness by managing its people’s behaviour at the workplace.

Level of Knowledge: Conceptual

Historical Development, Behavioural sciences and Organizational behaviour, Meaning, Importance, Basic concepts, methods and tools for understanding behaviour, Challenges and Opportunities, OB model, ethical issues in organizational Behaviour.

Cross-cultural management, managing multicultural teams, communicating across cultures, OB in the digital age.

Level of Knowledge: Conceptual

Personality:  Foundations of individual behaviour, Personality, Meaning and Importance, Development of personality, Determinants of personality, Theories of personality, Relevance of personality to managers.

Perception: Nature, Importance and Definition of Perception, Factors involved in perception, The Perceptual Process, Perceptual Selectivity and Organization, Applications in Organizations.

Learning: Definition and Importance, Theories of learning, Principles of learning, Shaping as managerial tool

Level of Knowledge: Advanced

Attitudes: Sources and types of attitudes, Attitude formation and change, Cognitive Dissonance Theory. Effects of employee attitude, Job related attitudes

Values: meaning, importance, source and types, and applications in organizations.

Job satisfaction: Measuring Job Satisfaction, Causes of Job Satisfaction, impact of satisfied and dissatisfied employees on the workplace.

Level of Knowledge: Advanced

Meaning, process and significance of motivation, Early Theories of motivation: Hierarchy of Needs, Theory X Theory Y, Two Factor theory, McClelland Theory of Needs, Contemporary Theories of Motivation: Goal Setting theory, Self-Efficacy theory, Equity theory/Organizational justice, Expectancy theories, Motivation theories applied in organizations: Job design, employee involvement, rewards and global implications

Level of Knowledge: Advanced

Groups – Meaning, classification and nature of groups, Stages of group development, an alternative model for Temporary Groups with punctuated equilibrium model, Group properties: Roles, Norms, Status, Size and Cohesiveness, Group decision making.

Teams -Meaning of teams, Types of teams, Creating Effective teams, what makes individuals into effective team players, Team development, Team decision making.

Data Visualization and storytelling has emerged as a key value drivenanalyticstechnique acrossindustries.Visualizationallowsvariedtypesof users tobetterunderstandand derivemeaningful insights from largecomplex data fordecision making.

Tableau has emerged as one of the leading powerful and secured end-to-end data analyticsplatforms.Withabroadvarietyofvisualizationcapabilities,intuitiveness,dataconnectivityandeaseof learningamong otherfeatures, itenables smartwaysfordatadiscovery andinsight.

Students will get hands own and practical exposure in visual analytics and problem-solvingtechniquesusing TableauPublic

Introductiontodatascience,analyticsvaluechainandbusinessanalyticssystemarchitecture,fundamentals of data visualization. Tableau fundamentals – getting familiar with the tool andnavigating the tool, connecting to data, working with discrete(dimensions) and continuousdata (measures), analysis and visualization – basic charts and graphs, creating visuals (MarksCards,Color, Labels, formatting) and publishing visuals

Data aggregation, data granularity or level of detail, changing aggregation by introducingdimensionsinto the view, timeseries, adding trend line

Applications of filters-data source filters, dimension filters, measure filters, quick filters,actionfilters.Introductiontocalculation(Number,String,Date,Logical),calculatedfields,tablecalculations, calculations using crosstab

Datapreparation–thedatainterpreteranddataformat,pivot,datajoin,union,datablending,hierarchies,bins and parameters

Introduction to maps, map options & geographical roles, creating scatterplots, correlationbetweenvariablesandsimplelinearregression,animatedcharts,interactivedashboards andusingmap services (MapBox)

Dualaxisandothercustomcharts(donut,candlestick,pareto)

Ø  LearningTableau10–Second Edition,JoshuaN Milligan

PracticalTableau:100Tips,TutorialsandstrategiesfromaTableauZenMaster,RyanSleeper,O’Reilly

Ø  Information Dashboard Design: Displaying Data for At-a-Glance Monitoring, StephenFew,O’Reilly Media(2013)

Course Description: This is a core paper offered in ____trimester of MBA Executive degree. This course provides students, insights related to Strategy, Planning, Manufacturing and Control aspects of Operations. It prepares students for careers in Planning, Production and Control functions in Manufacturing, as well as, in Service sector. The concepts learnt in this field are applicable to all specializations including Marketing, Human Resources, Finance, Business Analytics, Lean Operations and Systems, and in other fields.

Course Objectives:

At the end of the course, students should be able:

1.      To enable comprehension of operations strategy design process in a competitive environment.

2.      To facilitate examination of decision-making methods for process flows, location, line balancing and sourcing issues in manufacturing setup.

3.      To facilitate design of operations through concepts, methods, and practices.

4.      To apply methods in exercises involving forecasting, operations, and resource planning.

To facilitate examination of inventory patterns, models, and quality control methods.

Level of Knowledge: Conceptual

Introduction, Operations as Service, Systems perspective, Operations management functions, challenges in operations management and current priorities, Operations Strategy, Sustainability in operations, Project Management – phases, framework, tools and techniques, addressing time and resource constraints, handling uncertainty.

Level of Knowledge: Analytical

Supply chain concepts – Need, flows, process orientation, supply chain structure, bullwhip effect, measures of supply chain performance; Facilities location - Globalization, factors, methods; Sourcing and Supply Management – importance, strategic sourcing, procurement process, vendor development, performance measures, make or buy decision, e-procurement.

Level of Knowledge: Analytical

Process and capacity analysis – process flow charting, planning premises, analysing processes, process re-design, capacity – measures, time horizon, planning framework, alternatives for capacity augmentation, decision tree for capacity planning.

Design of manufacturing processes – process characteristics, types, process-product matrix, layout planning.

TQM – Definition, principles, tools, certifications – ISO 9001, ISO 14001, Awards.

Level of Knowledge: Analytical

Demand forecasting – time horizon, design, forecasting logic, data sources, extrapolative methods, causal methods, accuracy of forecasts.

Operations planning – Planning hierarchies, aggregate operations planning – need, alternatives for managing demand, alternatives for managing supply, basic strategies, aggregate operations planning methods.

Resource planning – dependent demand attributes, planning framework, MRP logic, Using MRP System.

Inventory planning and control – planning, types, costs, control for deterministic demand items, handling uncertainty in demand, inventory control systems, selective control, inventory planning for single period demand.

Six Sigma Quality Control – Six Sigma approach, DPMO, DMAIC, Process variation, process control fundamentals, setting up process control system, long term process improvements, Six sigma and Cp, Cpk, Acceptance sampling.

This core course will help students learn about the Start-up framework, allowing them to initiate/improve business idea successfully. Concepts like starting and operating a business, developing a feasibility plan, obtaining financing, marketing strategies will be covered. Different dimensions like effectuation and lean start-up will be discussed to broaden the understanding of entrepreneurship. This course will also focus on developing a business plan designed to either start a new venture or take an existing venture into new markets. The course will develop the required competencies needed to become an innovative, opportunity-driven, market-ready and entrepreneurial manager.

Level of Knowledge: Advanced

Economic perspective on entrepreneurship, Entrepreneur Characteristics, Entrepreneurial mindset- Fixed vs. growth mindset. 

Challenges faced by entrepreneurs. Opportunities for Women Entrepreneurs, Opportunities Social Entrepreneurship, Understanding Entrepreneurship, Corporate Venturing and Corporate entrepreneurship, what an intrapreneurial program looks like, Internal and external corporate venturing, Understanding and managing of corporate entrepreneurship process.

Level of Knowledge: Conceptual

Entrepreneurship process, Principles of effectuation, reasoning, effectuation process. Nature of Lean Startup, Changes created by Lean Startup, Limitations of the Lean Startup method, Customer Development Model

Level of Knowledge: Analytical and Practical

Opportunity Identification- Generating business idea, sources of new ideas. Business Canvas Model and elevator pitch.

Starting with the business Plan. Structure of the business plan. Complete the market need / problem, business idea /solution, market research data, concept of the product / service, business model

Level of Knowledge: Analytical and Practical

Feasibility study- market feasibility, technical/operational feasibility, financial feasibility. Legal requirements of the venture, Incubation, Accelerators

Add the details of feasibility study, financial details, Funding plan, organization structure, Entry, growth and preparation for challenges, projections in the business plan.

Level of Knowledge: Advanced

Preparing for the new venture launch, management decisions at early stage, managing early growth of the new venture. New venture expansion- strategies and issues. Private capital, Private equity and venture capital, going public – attractions to going public. Exiting strategies.

Complete the business plan and add the executive summary.

Ø  Technology Entrepreneurship: Taking Innovation to the Marketplace by Thomas N. Duening, Robert A. Hisrich, Michael A. Lechter,

Ø  Create Radically Successful Businesses. Random House Digital, Inc.

Ø  Osterwalder, A & Pigneur, Y. (2010) Business Model Generation: A Handbook for Visionaries,

Ø  Effectuation: Elements of Entrepreneurial Expertise, Saras D Sarasvathy, Edward Elgar Publishing Ltd (1 March 2009)

Course Description: The paper is intended to provide students the knowledge of the largest paradigm shift in Indirect Tax regime, the “Goods and Services Act”, which came into force with effect from 1 July 2017 under the principle of One Nation, One Tax and One Market. The course includes the structure of GST Act, procedure for registration, procedure to claim ITC, reverse charge mechanism, payment of GST, returns and assessment and GST network. It also covers an overview of customs Act provisions.

Level of Knowledge: Basic and conceptual

Objectives and basic scheme of GST, Meaning – Salient features of GST – Subsuming of taxes – Benefits of implementing GST – Constitutional amendments – Structure of GST (Dual Model) – Central GST – State / Union Territory GST – Integrated GST – GST Council: Structure, Powers and Functions, Provisions for amendments.

Level of Knowledge: Basic and conceptual

Salient features of CGST Act, SGST Act (Karnataka State), IGST Act- Meaning and Definition: Aggregate turnover, Adjudicating authority, Agent, Business, Capital goods, Casual taxable person, Composite supply, Mixed supply, Exempt supply, Outward supply, Principal supply, Place of supply, Supplier, Goods, Input service distributor, Job work, Manufacture, Input tax, Input tax credit, Person, Place of business, Reverse charge.Registration under GST: Procedure for registration, Persons liable for registration, Persons not liable for registration, Compulsory registration, Deemed registration, Special provisions for Casual taxable persons and Non-resident taxable persons, Exempted goods and services – Rates of GST.

Level of Knowledge: Basic and conceptual

CGST & SGST: Scope of supply, Tax liability on Mixed and Composite supply, Time of supply of goods and services, Value of taxable supply, Computation of taxable value and tax liability.Procedure relating to Levy: (IGST): Inter-state supply, intra-state supply, Zero rates supply, Value of taxable supply – Computation of taxable value and tax liability.Input tax Credit: Eligibility, Apportionment, Inputs on capital goods, Distribution of credit by Input Service Distributor (ISD) – Transfer of Input tax credit – Simple Problems on utilization of input tax credit.

Level of Knowledge: Basic and conceptual

Furnishing details of outward supplies and inward supplies, First return, Claim of input tax credit, Matching reversal and reclaim of input tax credit, Annual return and Final return, Problems on Assessment of tax and tax liability.

Level of Knowledge: Basic and conceptual

Levy, Definitions, Types of Duties, Export Duty Classification, Analysis of Section 14, Rate of exchange, Tariff value, Customs Valuation Rules 2007, Rate of Duties, Import and Export procedure, Bill of Entry, Assessments, Examination, Provisional assessment, Re-import, Baggage, Baggage Exempt, Personal effects, computation of customs duty.

Course Description:  The paper emphasizes the role of supply chain management in enhancing the effectiveness of an enterprise through increasing supply chain surplus. The curriculum addresses the issues in integrating the suppliers as well as customers with the organization for synergistic value addition along the supply chain.

Level of Knowledge: Conceptual

Introduction to Supply Chain Management, Evolution of Supply Chains, Objectives of a supply chain, Decision phases in a Supply Chain, Process views – Cycle view, push/pull view. Supply Chain macro processes in a firm, Key issues in supply chain management. Competitive and Supply Chain Strategies. Achieving Strategic fit and its challenges.

Level of Knowledge: Conceptual

Supply Chain Enablers (Technology, Organisational Infrastructure, Alliances, Human Resource). Supply Chain Drivers (Inventory, Transportation, Information, Sourcing, Facilities, Pricing). Supply Chain performance: Supply Chain Efficiency, Supply Chain Responsiveness, Responsiveness-Efficiency trade off, Supply Chain Risks. Role of cycle inventory in supply chains. Production lot sizing. Lot Sizing with Capacity Constraint. Aggregating Multiple Products in a Single Order. Economies of Scale to Exploit Quantity Discounts.Numerical examples to illustrate the above types of inventory problems and its solution using MS Excel.

Level of Knowledge: Advanced

The role of sourcing in a supply chain. In-house vs. Outsource (risks and benefits), Introduction to Logistics, Types of Logistics, third party logistics, Total cost of ownership, Impact of incentives when outsourcing. Supplier selection (auctions and negotiations). Sharing risk and reward in the supply chain. 

Level of Knowledge: Advanced

Role of Distribution in Supply Chain, Types of distribution networks in practice – comparative performance. Online sales and distribution network, Strengths and weaknesses of various distribution options, selecting the appropriate distribution strategy. 

Warehouse productivity and Metrics. Role, nature and importance of warehouse, Warehouse operations and design, materials handling, storage and packaging. 

The role of transportation in Supply Chain, Modes of transportation and their performance characteristics, Transportation infrastructure and policies, Design options for a transportation network.

Level of Knowledge: Advanced

Importance and role of information and information technology in Supply Chain Management. IS application at each supply chain driver? Supply Chain ERP platforms. Service Oriented Architecture (SOA). RFID Applications. Current trends. 

2.      Coyle J.J., Langley Jr. C.J.,Novack R.A. and Gibson B.J.(2013). Managing supply chains-A logistics approach ( 9thed). Cengage Learning.

3.      Shah, J. (2016). Supply chain management: Text and Cases (2e). Pearson Education India. 

Course Description: The main aim of the course is to appraise the students about the concept of Management Control Systems as well as its role in efficient management of public system organizations.

Level of Knowledge: Conceptual

Meaning, Nature and purpose of control systems – The new paradigms of Management Control Systems, four elements of control, organizational structure, organizational goals, organizational climate, strategic planning – Balancing the four levers of control, balancing the tensions in control systems, six sources of tensions in control systems, opportunities and limitations of the span of control, key control variables, delegation and decentralization, mutual supportive management systems.

Level of Knowledge: Application

Dual focus and accountability, differentiate between product costing and accountability, the concept of responsibility centre, management control structure, responsibility accounting, cost centre, profit centre, investment centre, ABC costing, transfer prices, CVP analysis, process control.

Level of Knowledge: Application

Behavioural aspect of management control, motivations, morale, participative management, learning curves, HR accounting, knowledge management control, management control with reference to risk management, differentiated controls for different situations, measuring performance to match strategy, balanced score cards.

Management Control in Specialized organizations

Sectoral applications, controlling the financial sector, the banking sector, the balance sheet concept, the concept of schedule of advances. 

Level of Knowledge: Application

Use of ABC costing standard, insurance, system of insurance accounts, non-profit organizations.

Management Control in Specialized Organizations-Public organizations

Legal environment of non-profit organization, public service organizations, public utility accounts, holding company accounts, government and co-operative business, control in projects, the twelve-step process of designing controlling system.

Evolution Control Systems with Artificial Intelligence:

Improving Decision Quality 

Emerging Hybrid systems to tackle modern day challenges in Control systems.

Level of Knowledge: Application

Strategic planning – Nature of strategic planning – Analyzing proposed new programs- Analyzing ongoing programs – strategic planning process – Understanding strategies – Concept of strategies – Corporate level strategies – Business unit strategies. Budget preparation – Nature of a budget- Other budgets – Budget preparation process – Behavioral aspects- Quantitative techniques- Calculating variances – Variations in practice- Limitations on variance analysis.

Course Description: Today’s turbulent business environment has been characterized by ‘the knowledge era’ where competitive advantage is based upon the resource-based view of the firm and successful organization of employee knowledge.  The purpose of the course is to explore the concept of knowledge and the means by which organizations seek to manage it through formal technological practices and informal social systems.

Level of Knowledge: Conceptual

Meaning and importance of talent management, Talent management Grid, Creating talent management system, Strategies of talent management.

Level of Knowledge: Analytical

Competency model, Competency mapping, Role of leaders in talent management, Talent management and competitive advantage.

Level of Knowledge: Conceptual 

Elements of knowledge management, Advantages of knowledge management, Knowledge management in learning organizations. Types of Knowledge: Tacit and Explicit. Managing knowledge workers.

Level of Knowledge: Analytical

Knowledge management process, Approaches to knowledge management: Knowledge management solutions, Knowledge creation, Knowledge sharing, Knowledge dissemination, Knowledge management life cycle, Nonaka’s model of knowledge.

Knowledge capturing techniques

Knowledge capturing techniques: Brainstorming, Protocol analysis, Consensus decision making, Repertory grid, Concept mapping.

Level of Knowledge: Analytical

Knowledge management strategies: Aligning individual needs with organization, Reward systems for knowledge management.

Knowledge audit, Benchmarking, Balance scorecard, Gap analysis

Course Description: This course provides an introduction to the field of business analytics, which has been defined as the extensive use of data, statistical and quantitative analysis, exploratory and predictive models, and fact-based management to drive decisions and actions.  The development and use of data warehouses and data marts to support business analytics is discussed. The use of key performance indicators, dashboards and scorecards for performance management and opportunity assessment are addressed.  Text and web mining are discussed, and the application of selected data mining techniques to business decision making situations is illustrated.  Students actively participate in the delivery of this course through case and project presentations.

Level of Knowledge: Conceptual

Definition – Descriptive, Predictive, Prescriptive Analytics

Emerging trends in business analytics– Artificial intelligence, Machine learning and Robotics

Level of Knowledge: Analytical

Data Warehousing

OLTP, OLAP, ETL model, Building of Datawarehouse, Business Intelligence concepts

Level of Knowledge: Analytical

Fundamentals of Visualization, Introduction to tools, Data ingestion, Dashboarding, Storytelling

Level of Knowledge: Analytical

Measures, Metrics, Key Performance Indicators, Balance Score Cards

Introduction to Data, Data Analytics, Text, and Web Mining

Types of data, Quality of data, Significance of analytics using data

Analytics techniques and tools

Level of Knowledge: Analytical

Machine Learning - Supervised and Unsupervised Learning

Models – SEMMA and CRISP-DM Framework

Applications in business

Artificial Intelligence and Collaborative Business Analytics

Artificial Intelligence for business decisions across domains

Significance of collaborative Business Analytics

Course Description: This course examines customer relationship management (CRM) and its application in marketing, sales, and service.  Effective CRM strategies help companies align business process with customer centric strategies using people, technology, and knowledge. Emphasis is given on both conceptual knowledge and hands-on learning using leading CRM software.

Level of Knowledge: Conceptual     

Defining CRM, CRM constituencies, CRM models, commercial and no-profit context of CRM, understandings and relationship quality

Level of Knowledge: Application

Managing supplier and partner relationships, partners in value creation, customer advocacy groups, managing investor and employee relationships, educate current investors, internal marketing, service-profit chain

Level of Knowledge: Advanced

Sources of customer value, value from products, services, processes, people, physical evidence, customer communication and channels; customer acquisition, customer retention and strategies for terminating customer relations

Level of Knowledge: Analyical

Strategic CRM:

Customer portfolio management, strategically significant customers, delivering customer-experienced values, value through the marketing mix, managing customer experience, CRM software applications

Operational CRM:Sales force automation, SFA eco-system, marketing automation, software applications for marketing, service automation, software applications for service

Level of Knowledge: Conceptual

Analytical CRM:

Developing and managing customer-related databases, data integration, data warehouse, knowledge management, using customer-related data, analytics for CRM strategy, big data analytics, privacy issues

Implementing and realizing the benefits of CRM:

Organizing for benefits, network and virtual organizations, person-to-person contacts, key account, implementing CRM

The course focuses on the manager’s or leader’s role as an innovator andfacilitator of innovation by others. Design thinking is a method of applying creativity to comeup with novel solutions to tough problems. The second part of the course helps develop anappreciationas well as skills fordesign thinking.

Understanding innovation by looking at how it is defined, various types of innovation, Base ofthe pyramid innovation, frugal innovation, managing disruptive innovation, open innovation,factors influencing innovation in organizations, innovation and firm size, building systematicorganizationalinnovation capabilities.

Whatisdesignthinking?Thedesignprocessandbusinessmodelinnovation.Designresearch,visualization.

Journeymapping,value chainanalysis,andmindmapping.

Brainstormingandrapid conceptdevelopment,assumptiontesting,rapidprototyping.

Customerco-creation,learninglaunches,andstorytelling

Liedtka,JeanneM,Ogilvie,Tim.(2011).Designingforgrowth:ADesignthinkingtoolkitforManagers.  New York: ColumbiaBusinessSchool Publishing

Ø  Afuah,Allan(2009).StrategicInnovation:NewGameStrategiesforCompetitiveAdvantage.Routledge.

Decision making is one of the topmost skills of a mangers and leaders inanorganization.Eveninsocietyweallmakesmallorbigdecisionsinourowncapacity.Hence,we can say Decision making is the cornerstone of the social sciences. Day today changingtechnologyandinformationhaveaddedanotherflavorasdynamicdecisionmaking.Forcurrentand future managers and leaders it is important to learn the science behind making decision tocontributeto self, organization and ultimately society growth.

DecisionandDecisionManagement–TransactionandProcessApproachScienceand Management of Decision

UnderstandingProblemManagementProblemAnalysis Tools

SituationAnalysistools

RiskManagement

DecisionmakingunderuncertaintyandCertaintyRiskAnalysis tools

Understandingof Data

Probability and SamplingHypothesistestingANOVA,correlationandregressionLinearProgramming

FunctionalDomainand DecisionMaking

LevelofKnowledge:Conceptual+Analytical(Introduction)Financeand Decision Management

Project and Decision ManagementHR and Decision ManagementMarketingandDecisionManagement

DataScience,BigDataandAnalyticsEmotionalandArtificial Intelligence

ChangeManagementandDecisionMakingChangeManagement

Kotter’sChangeManagement

Ø  CarlShan,HenryWang,WilliamChenandMaxSong:TheDataScienceHandbook,DataScienceBookshelf,The(19 June2015)

Ø  Our Iceberg is Melting: Changing and Succeeding Under Any Conditions. ByJohnKotter(Author),HolgerRathgeber(Author)

Ø  Peter Pande, Robert Neuman, Roland Cavanagh: The Six Sigma Way: How GE,Motorola,andOtherTop CompaniesAreHoning TheirPerformance,McGrawHillEducation;1 edition (21 April 2003).

Ø  EMC Education Services: Data Science and Big Data Analytics: Discovering,Analyzing,Visualizing and PresentingData, Wiley (2015).

Ø  LeadingChange.ByJohnKotter(Author)

Ø  ProblemManagementfromITIL,MicrosoftOperationsFramework,CMMI

Quality management is a system that serves to control and improveQuality in the critical activities of an organization by bringing together resources, equipment,people and procedures. It uses techniques and principles such as total quality management,customer focus, continuous process improvement, quality tools, statistical process controlquality audits, certifications and Six Sigma to control quality in every sphere of activity in anorganization.

Definition, basic approach, gurus of quality management, Total Quality Management andQuality Management Philosophies TQM Framework, awareness, defining quality, historicalreview,obstacles, benefits of TQM.

Definition, characteristics of quality leaders, leadership concept, characteristics of effectivepeople, ethics, the Deming philosophy, role of TQM leaders, implementation, core values,conceptsandframework,strategicplanning communication, decisionmaking

Customer Satisfaction: customer and customer perception of quality, feedback, using customercomplaints,servicequality,translatingneedsintorequirements,customerretention,Casestudies.EmployeeInvolvement–Motivation,employeesurveys,empowerment,teams,suggestion system, recognition and reward, gain sharing, performance appraisal, unions andemployeeinvolvement,casestudies.CustomerValueEvaluation,Kaizen,ProblemSolvingandQualityManagement.

Continuous Process Improvement: process, the Juran trilogy, improvement strategies, types ofproblems, the PDSA Cycle, problem-solving methods, Kaizen, reengineering, six sigma, casestudies.ToolsandTechniques:Benchingmarking,informationtechnology,qualitymanagementsystems,environmentalmanagementsystem,qualityfunctiondeployment,qualitybydesign,failuremodeandeffectanalysis,product liability,totalproductivemaintenance.

QualityManagementandStatisticalProcessControl

Why,forcedfiledanalysis,nominalgrouptechnique,affinitydiagram,interrelationshipdigraph, tree diagram, matrix diagram, prioritization matrices, process decision program chart,activity network diagram. Elementary concepts related to seven old and seven New tools forqualityAssurance.

Pareto diagram, process flow diagram, cause and- effect diagram, check sheets, histograms,statistical fundamentals, Control charts, state of control, out of control process, control chartsforvariables,controlchartsforattributes,scatterdiagrams,casestudies.BasicStatisticalConceptsand Control ofAccuracy and Precision

Makingthecommitmenttototalquality, organizationalcultureandtotalquality,changemanagement,sustainingthequalityorganization,self-assessmentprocesses,implementingISO9000,Bald ridge, and sixsigma, aviewtoward thefuture. Process Capability.

DesignforSix Sigma

Tools for concept development, tools for design development, tools for design optimization,toolsfordesign verification, problems.

,McGraw,BeyondTotalQualityManagement

Ø  KanishkaBedi,Oxford HigherEducation,QualityManagement.

Ø  Evans’s.James,LindsayM.William,TheManagementandControlofQuality,CengageLearning.

Ø  JanakiramanBandGopalRK(2006),TotalQualityManagement–Textandcases,secondEdition, PrenticeHallIndiaLearning Private Limited

Ø  Mukherjee(2016),TotalQualityManagement,fourthedition,PrenticeHallIndiaLearningPrivate Limited

Ø  Vijayan(2017),TotalQualityManagement,secondeditionS.ChandPublications