PANJAB UNIVERSITY, CHANDIGARH-160014 (INDIA)

(Estd. under the Panjab University Act VII of 1947-enacted by the Govt. of

India)

FACULTY OF BUSINESS MANAGEMENT AND COMMERCE

OUTLINES OF TESTS SYLLABI AND COURSES OF READING

FOR

MASTER OF BUSINESS ADMINISTRATION

(MBA)

FOR THE BATCH 2025-27

UNDER

HONOURS SCHOOL SYSTEM

ONLY AT

UNIVERSITY BUSINESS SCHOOL,

PANJAB UNIVERSITY, CHANDIGARH

At University Business School (UBS), we have designed our Master of Business
Administration (MBA) program to prepare graduates who will excel in the dynamic and
competitive business landscape.

Program Educational Objectives (PEOs)

PEO1 : Graduates will demonstrate significant progress in their careers, including
promotions, increased responsibilities, and leadership roles in diverse industries.
PEO2 : Graduates will exhibit strong leadership and management skills, enabling them to
effectively lead teams and organizations to achieve strategic goals.
PEO3 : Graduates will excel in critical thinking, problem-solving, and decision-making,
making them valuable contributors to their organizations' success.
PEO4 : Graduates will possess a global mindset, with the ability to work in international
contexts and adapt to the challenges of the global business environment.
PEO5 : Graduates will adhere to high ethical standards in their professional conduct and
actively engage in social and environmental responsibility initiatives.

Program Outcomes (POs)

Business Environment and Domain Knowledge (BEDK):
PO1 : Graduates will demonstrate a deep understanding of business concepts, theories, and
practices in various domains, including finance, marketing, operations, and human
resources.
Critical Thinking, Business Analysis, Problem Solving, and Innovative Solutions (CBPI):
PO2 : Graduates will exhibit advanced critical thinking skills, enabling them to analyze
complex business problems, identify opportunities, and propose innovative solutions.
Global Exposure and Cross-Cultural Understanding (GECU):
PO3 : Graduates will possess a global perspective, with the ability to navigate and succeed in
international business environments while demonstrating cross-cultural understanding.
Social Responsiveness and Ethics (SRE):
PO4 : Graduates will demonstrate a strong commitment to social responsibility and ethical
behavior in business, making decisions that consider the impact on society and the
environment.
Effective Communication (EC):
PO5 : Graduates will excel in effective communication, both written and verbal, with the
capability to articulate ideas clearly and persuasively to diverse stakeholders.

Page 1 of 196
Leadership and Teamwork (LT):
PO6 : Graduates will develop strong leadership qualities, including the ability to inspire and
motivate teams, and work effectively in diverse team settings.

Program Specific Outcomes (PSOs)

Entrepreneurship And General Management:
PSO1 : Graduates specializing in Entrepreneurship And General Management will
demonstrate the ability to identify, evaluate, and seize business opportunities, leading
to the successful creation and management of innovative ventures.
Finance:
PSO2 : Graduates specializing in Finance will exhibit expertise in financial analysis, risk
management, investment strategies, and financial decision-making, enabling them to
excel in financial management roles.
Information Technology & Operations Management:
PSO3 : Graduates specializing in Information Technology & Operations Management will
demonstrate proficiency in managing IT infrastructure, optimizing operational
processes, and leveraging technology to enhance business efficiency and
competitiveness.
Marketing:
PSO4 : Graduates specializing in Marketing will possess advanced knowledge of market
research, consumer behavior, branding, and marketing strategies, allowing them to
develop and execute effective marketing campaigns.
Human Resource Management:
PSO5 : Graduates specializing in Human Resources Management will showcase expertise in
talent acquisition, employee development, organizational behavior, and HR strategy,
enabling them to effectively manage and lead HR functions within organizations.

Page 2 of 196
 Credit Distribution

Course: Master of Business Administration

Total Credit: 102
Core Courses Elective Courses
Summer Major Total
Semester No. of Credits Total No. of Credits Total Training Project Credits
Papers (L+T/P) Credits Papers (L+T/P) Credits
5 4 20
I - - - - - 24
2 2 4
5 4 20
II - - - 6 - 30
2 2 4
III 1 4 4 5 4 20 - - 24
IV 1 4 4 4 4 16 - 4 24
Total
56 36 6 4 102
Credits

Note: One Credit = 15 Hours of Direct Teaching

SYLLABI FOR MASTER OF BUSINESS ADMINISTRATION (MBA) FOR THE

EXAMINATION UNDER HONOURS SCHOOL SYSTEM – BATCH OF 2025-2027AT
THE UNIVERSITY BUSINESS SCHOOL, PANJAB UNIVERSITY, CHANDIGARH.

Note:
1. Examination in each subject will be of 3 hours duration except for Strategic
Management (MBA601).
2. The duration of Strategic Management (MBA601) will be 4 hours.
3. Maximum Marks for external/written examination is 50 marks and internal assessment
is 50 marks except for seminar and workshop courses.

Instructions to the paper setters: (Except for MBA601: Strategic Management).

1. IF THERE ARE TWO UNITS: Set 10 questions in all. Five questions from each unit.
The students are required to answer five questions in all selecting at least 2 questions
from each unit.
2. IF THERE ARE FOUR UNITS: Set 10 questions in all. Two or three questions from
each unit. The students are required to answer five questions in all selecting at least one
question from each unit.
3. N.B: Use of non-programmable calculators by the students in the Examination Hall is
allowed.
4. The calculators will not be provided by the University.

Page 3 of 196
 SCHEME OF EXAMINATION FOR MBA
SUBJECT CORE/
PAPER TITLE MARKS CREDIT
CODE ELECTIVE
SEMESTER-I

MBA501 CORE MANAGERIAL ECONOMICS 100 4

MBA502 CORE STATISTICS FOR MANAGERS 100 4

MBA503 CORE MANAGEMENT ACCOUNTING 100 4

MBA504 CORE ORGANISATIONAL BEHAVIOUR 100 4

MBA505 CORE MARKETING MANAGEMENT 100 4

MBA506 CORE WORKSHOP ON BUSINESS COMPUTING 50 2

MBA507 CORE WORKSHOP ON BUSINESS RESEARCH 50 2

TOTAL 600 24

SEMESTER-II

MBA551 CORE BUSINESS ENVIRONMENT 100 4

MBA552 CORE HUMAN RESOURCE MANAGEMENT 100 4

MBA553 CORE DECISION MODELLING AND OPTIMISATION 100 4

MBA554 CORE FINANCIAL MANAGEMENT 100 4

MBA555 CORE LEGAL ASPECT OF BUSINESS 100 4

SUMMER TRAINING REPORT AND VIVA-
MBA556 CORE 100 6
VOCE1
WORKSHOP ON BUSINESS
MBA557 CORE 50 2
COMMUNICATION
WORKSHOP ON MULTIVARIATE
MBA558 CORE 50 2
STATISTICAL TECHNIQUES
TOTAL 700 30

SEMESTER-III

MBA601 CORE STRATEGIC MANAGEMENT 100 4

STUDENTS ARE TO OPT FOR TWO GROUPS OUT OF THE GROUPS OFFERED. AND FURTHER
IN ONE GROUP OPTED BY THEM THEY ARE TO OPT FOR THREE PAPERS OUT OF THE
PAPERS OFFERED. IN THE OTHER GROUP THEY ARE TO OPT FOR TWO PAPERS OUT OF
THE PAPERS OFFERED.
GROUP A: ENTREPRENEURSHIP AND GENERAL MANAGEMENT
ENTREPRENEURIAL DEVELOPMENT AND
MBA611 ELECTIVE 100 4
NEW ENTERPRISE MANAGEMENT

1
At the end of the examination of 2nd Semester the students will undergo compulsory summer training for a
period of 6-8 weeks. Every student will submit the Summer Training Report within two weeks from the start
of teaching for 3rd Semester.

Page 4 of 196
SUBJECT CORE/
PAPER TITLE MARKS CREDIT
CODE ELECTIVE
MBA612 ELECTIVE ENTREPRENEURIAL FINANCE 100 4

MBA613 ELECTIVE INFRASTRUCTURE AND PROJECT FINANCE 100 4

MBA614 ELECTIVE TAX PLANNING FOR ENTREPRENEURS 100 4

MBA615 ELECTIVE INVESTING IN PRIVATE EQUITY 100 4

MBA616 ELECTIVE MARKETING FOR ENTREPRENEURSHIP 100 4

LEGAL AND GOVERNMENT POLICY
MBA617 ELECTIVE 100 4
CONSIDERATIONS IN NEW ENTERPRISE
GROUP B: FINANCE

MBA621 ELECTIVE FINANCIAL STATEMENT ANALYSIS 100 4

MBA622 ELECTIVE FINANCIAL ENGINEERING 100 4

MBA623 ELECTIVE MANAGEMENT OF FINANCIAL SERVICES 100 4

MBA624 ELECTIVE INVESTMENT MANAGEMENT 100 4

MBA625 ELECTIVE MANAGEMENT CONTROL SYSTEMS 100 4

PROJECT PLANNING, ANALYSIS AND
MBA626 ELECTIVE 100 4
MANAGEMENT
MBA627 ELECTIVE CORPORATE TAX PLANNING 100 4

GROUP C: INFORMATION TECHNOLOGY & OPERATIONS MANAGEMENT

MBA631 ELECTIVE MOBILE COMMERCE 100 4

PRODUCT INNOVATION IN TECHNOLOGY
MBA632 ELECTIVE 100 4
BUSINESS
MBA633 ELECTIVE BUSINESS PROCESS RE-ENGINEERING 100 4

MBA634 ELECTIVE SYSTEMS ANALYSIS AND DESIGN 100 4

MBA635 ELECTIVE ENTERPRISE RESOURCE PLANNING 100 4

MBA636 ELECTIVE MANAGEMENT INFORMATION SYSTEMS 100 4

INTEGRATING E-SYSTEMS AND GLOBAL
MBA637 ELECTIVE 100 4
INFORMATION SYSTEMS
GROUP D: MARKETING
ADVERTISING AND CONSUMER
MBA641 ELECTIVE 100 4
BEHAVIOUR
MBA642 ELECTIVE GLOBAL MARKETING MANAGEMENT 100 4
MARKETING RESEARCH AND PRODUCT
MBA643 ELECTIVE 100 4
MANAGEMENT
MBA644 ELECTIVE GLOBAL SUPPLY CHAIN MANAGEMENT 100 4
INDUSTRIAL MARKETING RETAIL
MBA645 ELECTIVE 100 4
MANAGEMENT

Page 5 of 196
 SUBJECT CORE/
PAPER TITLE MARKS CREDIT
CODE ELECTIVE
MBA646 ELECTIVE DATA ANALYTICS FOR BUSINESS 100 4

MBA647 ELECTIVE DIGITAL MARKETING 100 4

GROUP E: HUMAN RESOURCE MANAGEMENT

MBA651 ELECTIVE LABOUR LEGISLATION-I 100 4

STRATEGIC HUMAN RESOURCE
MBA652 ELECTIVE 100 4
MANAGEMENT
PERFORMANCE AND COMPENSATION
MBA653 ELECTIVE 100 4
MANAGEMENT
MBA654 ELECTIVE ORGANISATION DEVELOPMENT 100 4

MBA655 ELECTIVE TRAINING AND DEVELOPMENT 100 4

MBA656 ELECTIVE COMPARATIVE INDUSTRIAL RELATIONS 100 4

MANAGING CORPORATE SOCIAL
MBA657 ELECTIVE 100 4
RESPONSIBILITY
TOTAL 600 24

SEMESTER-IV

MBA661 CORE HUMAN VALUES AND BUSINESS ETHICS 100 4

MBA662 CORE MAJOR PROJECT2 100 4

STUDENTS TO CONTINUE WITH THE TWO GROUPS OPTED BY THEM IN THIRD SEMESTER.
AND FURTHER IN EACH GROUP OPTED BY THEM THEY ARE TO OPT FOR TWO
PAPERS OUT OF THE PAPERS OFFERED.
GROUP A: ENTREPRENEURSHIP AND GENERAL MANAGEMENT
MANAGING STRATEGIC IMPLEMENTATION
MBA666 ELECTIVE 100 4
AND BUSINESS TRANSFORMATION
MBA667 ELECTIVE MANAGING TEAMS 100 4

MBA668 ELECTIVE MANAGING GLOBAL ENTERPRISE 100 4

MBA669 ELECTIVE ORGANISATION STRUCTURE AND DESIGN 100 4

GROUP B: FINANCE

MBA671 ELECTIVE STRATEGIC COST MANAGEMENT 100 4

INTERNATIONAL FINANCIAL
MBA672 ELECTIVE 100 4
MANAGEMENT
MBA673 ELECTIVE BEHAVIORAL FINANCE 100 4

MBA674 ELECTIVE CORPORATE GOVERNANCE 100 4

GROUP C: INFORMATION TECHNOLOGY & OPERATIONS MANAGEMENT

2
Major Project would commence in Third Semester, but final marks/ Credit would be awarded in Fourth
Semester.

Page 6 of 196
SUBJECT CORE/
PAPER TITLE MARKS CREDIT
CODE ELECTIVE
MBA676 ELECTIVE KNOWLEDGE MANAGEMENT 100 4

MBA677 ELECTIVE MANAGEMENT OF TECHNOLOGY 100 4

MBA678 ELECTIVE BUSINESS INTELLIGENCE 100 4

MBA679 ELECTIVE TOTAL QUALITY MANAGEMENT 100 4

GROUP D: MARKETING

MBA681 ELECTIVE MARKETING OF SERVICES 100 4

FOREIGN TRADE DOCUMENTATION AND
MBA682 ELECTIVE 100 4
TRADE FINANCE
CUSTOMER RELATIONSHIP MANAGEMENT
MBA683 ELECTIVE 100 4
AND SALES MANAGEMENT:
ARTIFICIAL INTELLIGENCE DRIVEN
MBA684 ELECTIVE 100 4
SOCIAL MEDIA MARKETING
GROUP E: HUMAN RESOURCE MANAGEMENT

MBA686 ELECTIVE HUMAN RESOURCE INFORMATION SYSTEM 100 4

MANAGEMENT OF CHANGE AND
MBA687 ELECTIVE 100 4
LEADERSHIP
MANAGEMENT OF DISCIPLINE AND
MBA688 ELECTIVE 100 4
DISCIPLINARY PROCEEDINGS

MBA689 ELECTIVE LABOUR LEGISLATION-II 100 4

TOTAL 600 24

Page 7 of 196
 SEMESTER - I

MBA501: MANAGERIAL ECONOMICS

Course Code: MBA501 Credits: 4

Course Objective:
The objective of this course is to equip the students with basic knowledge of the concepts and
tools of economic analysis as relevant for business decision making.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the basic concepts of economics,
CO1 managerial economics, demand analysis and L2: Understanding
consumer behavior.
Developunderstanding of revenue, cost and
CO2 L3: Applying
productions concepts in managerial context
Identifydifferent market structures and to
CO3 understand equilibrium, output and price L4: Analysing
determination mechanisms.
Evaluate income and employment situations using
CO4 L5: Evaluating
respective theories
Develop capability to understand dynamics of
CO5 multiplier, consumption and investment in L6: Creating
managerial context

UNIT I
Meaning of Economics, its Definitions, importance and uses. Microeconomics and
macroeconomics: difference and interrelationship between them. Tools of Economic
Analysis. Basic Economic Problems, Concepts of Scarcity, Choice and Optimization.
Managerial Economics: Meaning, Nature and Scope and Importance. Relationship of
Managerial Economics with Economics and other Decision Sciences. Managerial insight and
managerial decision making. Production function and technological progress. Laws of
Production under short run and long run.

Page 8 of 196
 UNIT II
Traditional and modern theories of costs. Relevance of cost theories in business decision-
making. Revenue analysis. Relationship of revenue concepts with elasticity of demand.
Market structure and degree of competition. Profit maximization, price and output
determination in the short-run and long run: in perfect competition, monopoly, monopolistic
competition and oligopoly (collusive and non-collusive models).

UNIT III
Demand Function and Law of Demand. Demand estimation and Demand forecasting. Supply
Function and Law of Supply. Market Equilibrium with changes in demand and supply curves.
Elasticity of demand: types, degrees and applications in business decision-making.
Utility Analysis: Basic concepts and their uses. Law of Diminishing Marginal Utility, Law of
Equi-Marginal Utility. Indifference Curve Approach and Revealed Preference Theory. Use
of consumer behaviour theories in business decisions.

UNIT IV
National Income Measurement: Concepts and Methods. Theories of Income and Employment
– Classical, Neo-classical and Keynesian. Relevance of Income and Employment Theories
after 1936.
Concept of Multiplier and its working in closed and open economy. Consumption function
and hypotheses. Types of Investment, Investment Function. Theories of Investment and their
managerial applications.

References:
1. Koutsoyiannis, A. Modern Micro-Economics, Macmillan
2. Shapiro, E. Macro Economics, Galgotia Publishers.
3. Varshney, R.L. and Maheshwari, K.L., Managerial Economics, Sultan Chand & Sons
4. Browing, E.K. and Browing, J.M., Micro Economic Theory and Applications, John
Wiley & Sons
5. Dean, J., Managerial Economics, Prentice Hall
6. Duncan, W.R. and Crook, J.N., Managerial Economics, Pearson Education
7. Ahuja, H.L., Advanced Economic Theory, S. Chand Group.
8. Paul, S., Gupta, G. and Mote,V., Managerial Economics, Tata McGraw Hill

Page 9 of 196
Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)
Course Program Outcomes (POs) Program Specific Outcomes (PSOs)
Course Course
Outcomes
Code Title PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
(COs)
CO1 3 2 1 1 1 1 - - - - -
MANAGERIAL
ECONOMICS

CO2 3 3 2 1 1 1 - - - - -
MBA501

CO3 2 2 3 1 1 1 - - - - -

CO4 2 2 2 3 3 1 - - - - -

CO5 2 3 3 1 2 3 - - - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 10 of 196
 MBA502: STATISTICS FOR MANAGERS

Course Code: MBA502 Credits: 4

Course Objective:
This course aims to develop proficiency in analyzing business data using statistical
techniques to extract meaningful insights and inform decision-making processes. Students
will acquire the ability to use statistical methods for forecasting trends and making
predictions related to business outcomes, aiding in strategic planning. The course will help
them to learn how to use statistical metrics to evaluate business performance, identify areas
for improvement, and monitor key performance indicators.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course Statement Bloom’s Level
Outcomes
(CO)
Apply, analyse and summarise various statistical techniques
CO1 L4: Analyzing
for data analysis.
Gain proficiency in making inferences about a population
CO2 based on sample data and learn hypothesis testing with L5:
Evaluating
confidence interval construction.
Apply and develop the ability to identify and solve business
CO3 problems using statistical tools to support managerial decision- L5:
Evaluating
making.
Apply and interpret regression results and use them for L5:
CO4
predictive modeling. Evaluating
Gain hands-on experience and develop the ability to use
CO5 statistical software tools such as R, Python, or specialized L6: Creating
business analytics software for data analysis and interpretation.
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

UNIT I
Importance of statistics in business for managers, Data collection and Descriptive statistics,
skewness-meaning and co-efficient of skewness. Kurtosis-Lorenz curve. Index Numbers:
Definition and Methods of Construction of Index Numbers; Tests of consistency, Base
shifting, splicing and Deflation; Problems in construction, importance of index numbers in
Managerial decision making.

Page 11 of 196
 UNIT II
Correlation analysis- meaning & types of correlation, Karl Pearson’s coefficient of
correlation and spearman’s rank correlation, bivariate regression analysis, Introduction to
multiple linear regression, time series analysis, measurement of trend and seasonal variations,
time series and forecasting.

UNIT III
Probability- basic concepts and approaches, addition, multiplication and Bayes’ theorem,
random variable, probability distributions - meaning, types and applications, mean, variance
and standard deviation of random variable, discrete uniform distribution, binomial, Poisson,
continuous uniform distribution, exponential and gaussian (normal) distributions.

UNIT IV
Statistical inference: Concept of sampling distribution, parameter and statistics, standard
error. Theory of estimation: Point and interval estimation, construction and confidence limits
for mean. Tests of significance-parametric v/s non-parametric tests, hypothesis testing, large
samples, small samples- chi-square test, z-test, t-test, binomial test, analysis of variance.
Independence of Attributes, Goodness of Fit and Test of Homogeneity, Mann-Whitney U
test, Wilcoxon sign rank test, Kruskal Wallis test.

References:
1. Anderson, D. R., Sweeney, D. J., & Williams, T. A. (2011). Essentials of modern
business statistics with Microsoft Excel. Cengage Learning.
2. Black, K. (2009). Business statistics: Contemporary decision making. John Wiley &
Sons.
3. Aczel, A. D. (1996). Complete business statistics. Richard d Irwin. Weiers, R. M.
(2010). Introduction to business statistics. Cengage Learning.
4. Keller, G. (2015). Statistics for Management and Economics, Abbreviated. Cengage
Learning.
5. Levin, R. I. (2011). Statistics for management. Pearson Education India.
6. Jaggia, S., & Kelly, A. (2012). Business statistics: Communicating with numbers.
McGraw-Hill Education.
7. Field, A., Miles, J., & Field, Z. (2012). Discovering statistics using R. Sage
publications.

Page 12 of 196
8. Gupta, S. C. (2017). Fundamentals of statistics. Himalaya Publishing House.
9. Sharma, J.K. (2010). Fundamentals of Business Statistics. Pearson

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 1 3 3 2 - - - - -
STATISTICS FOR
MANAGERS

CO2 3 2 2 3 3 2 - - - - -
MBA502

CO3 3 2 2 2 3 2 - - - - -

CO4 3 1 2 3 2 2 - - - - -

CO5 3 2 2 3 2 2 - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 13 of 196
 MBA503: MANAGEMENT ACCOUNTING

Course Code: MBA503 Credits: 4

Course Objective:
The objective of this course is to acquaint the students with the role, concepts, techniques,
and methodology relevant to accounting function and to impart knowledge regarding the use
of cost accounting information. Through comprehensive coverage of accounting
fundamentals, Ind AS and contemporary cost accounting practices, students will develop the
analytical skills and knowledge necessary to support effective managerial decision-making in
modern business environments.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the foundational principles of financial
CO1 L2: Understanding
and cost accounting.

Apply management accounting techniques to support

CO2 L3: Applying
managerial decision-making processes.
Analyse financial statements using a variety of tools,
CO4 including ratio analysis, common size statements, and L4: Analysing
trend analysis.
Evaluate the implications of different methods and
CO4 techniques of costing in managerial decision-making L5: Evaluating
processes.
Create financial statements and cost sheets using the
CO5 L6: Creating
accounting principles.

UNIT I
Conceptual basis of accounting- nature and purpose of accounting, basic accounting concepts
and conventions underlying preparation of financial statements, forms of business
organisation, accounting records, balance sheet equation, completing accounting cycle,
preparation of statement of profit and loss account and balance sheet as per Schedule III of
the Companies Act, 2013.

Page 14 of 196
 UNIT II
Revenue recognition (Ind AS 18), Property, Plant, and Equipment (Ind AS 16), inventory
(Ind AS 2), intangible assets (Ind AS 38), financial statement analysis: ratio analysis,
common size statements, comparative analysis, trend analysis, cash flow analysis, accounting
for price level changes, human resource accounting, social and environmental accounting.

UNIT III
Cost accounting objectives, cost accounting and management accounting, understanding
andclassifying costs, overhead allocation, preparation of cost sheet, introduction to methods
of costing, techniques of costing: marginal costing and its managerial implications, budgetary
control, standard costing and variance analysis.

UNIT IV
Contemporary issues in management accounting – value chain analysis, activity-based
costing, activity-based budgeting, resource consumption accounting, target and life cycle
costing, quality costing.

References:
1. Blocher, E.J., Stout, D.E. and Cokins, G., Cost Management: A Strategic Emphasis,
Tata McGraw Hill.
2. Hansen, D.R. and Mowan, M.M., Cost Management: Accounting and Control, Thomson
South-Western.
3. Horngren, C.T., Sundem, G.L. and Stratton, W.O., Introduction to Management
Accounting, Prentice Hall of India.
4. Khan, M.Y. and Jain, P.K., Financial Management: Text and Problems, Tata McGraw
Hill.
5. Porwal, L.S., Accounting Theory; An Introduction, Tata McGraw Hill.
6. Ramachandran, N. and Kakani, R.K., Financial Accounting for Management, Tata
McGraw Hill.
7. Swamy, N. R., Financial Accounting: A Managerial Perspective, Prentice Hall of India.
8. Williams, J.R., Haka, S.F., Bettner, M.S. and Meigs, R. F., Financial and Managerial
Accounting: The Basis for Business Decisions, Tata McGraw Hill.

Page 15 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 1 - - - - - - - - -
MANAGEMENT
ACCOUNTING

CO2 3 1 - - - - - - - - -
MBA503

CO3 3 2 - - - - - - - - -

CO4 3 2 - - - - - - - - -

CO5 3 3 - - - - - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 16 of 196
 MBA504: ORGANISATIONAL BEHAVIOUR

Course Code: MBA504 Credits: 4

Course Objective:
This course emphasizes the importance of human capital in the organizations of today. It
gives an insight to the students regarding individual and group behavior in any organization.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the different aspects of the human behavior to the
CO1 individual, group & organizational perspectives of the L5: Evaluating
workplace.
Learn the application of the frameworks & tools effectively to
CO2 L3: Applying
analyze & approach various Organizational situations.
Ability to modify their own beliefs, assumptions, and
behaviors with respect to how individuals, groups and
CO3 L4: Analyzing
organizations act in order to expand the options of approaches
and increase the own effectiveness.
Analyze organizational behavioral issues in the context of
CO4 L3: Applying
organizational behavior theories, models and concepts
Understand the process of organizational development and
CO5 L5: Evaluating
techniques used for the purpose

UNIT I
Introduction to OB: concepts, foundations, contributing disciplines to OB, role of OB in
management practices, challenges and opportunities for OB, OB in the context of
globalization, scientific management and human relation tools: Hawthorne experiments,
introduction to human behavior, perception, attitudes, learning, job description, job
specification and job satisfaction, organizational behaviour models.

UNIT II
Personality: meaning, determinants, theories, MBIT and big five model, leadership:
theories,determinants, style and challenges to leadership in India, motivation and morale:
concept andapplications, communication: interpersonal communication, listening, feedback,

Page 17 of 196
counseling,organizational communication. Organizational Change and Development:
Organizational Change: Meaning, Nature and Causes of organizational change, Resistance to
change, Management of change, Organizational Development: Meaning, Nature and scope of
OD, OD Interventions, Challenges to OD, Learning Organizations

UNIT III
Group process: group and intergroup behaviour, group decision making, team management:
types of teams, teams in modern workplace, team v/s group, team building, power: concept,
bases of power, distinction b/w power and authority, power distribution in organization,
organizational politics: concept, consequences, reasons and management of political
behaviour, work stress: causes, organizational and extra organizational stressor, individual
and group stressor, effect of stress, stress coping strategies. Stress Management: Meaning,
Types, Sources, Consequences, Management of stress.

UNIT IV
Conflict and inter-group behavior: sources of conflict, types of conflict, functional and
dysfunctional aspects of conflict, approaches to conflict management, Constructive and
Destructive conflicts, Conflict Process, Strategies for encouraging constructive conflict,
Strategies for resolving destructive conflict, organizational culture: functions of OC, creating
and sustaining of OC, development and implications of OC, organizational effectiveness:
concept and approaches to OE, factors in OE, effectiveness through adaptive coping cycle,
organizational health development, emotional intelligence.

References:
1. Luthans, F., Organizational Behavior, McGraw –Hill Inc.
2. Newstrom, J.W. and Davis, K., Organizational Behavior-Human Behavior at work, The
McGraw Hill Companies, Inc.
3. Pareek, U., Understanding Organizational Behaviour, Oxford University Press, Delhi.
4. Robbins, S.P., Judge, T. and Sanghi, S., Organizational Behavior, Pearson Education.
5. Weiss, P., Organisational Behaviour and Change, West Group Publication.

Page 18 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 2 2 3 - - - - -
ORGANISATIONAL
BEHAVIOUR

CO2 2 3 2 2 3 2 - - - - -
MBA504

CO3 3 3 2 2 2 3 - - - - -

CO4 2 3 3 2 3 3 - - - - -

CO5 3 2 3 2 2 3 - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 19 of 196
 MBA505: MARKETING MANAGEMENT

Course Code: MBA505 Credits: 4

Course Objective:
The course aims at making participants understand concepts, philosophies, processes and
techniques of managing the marketing operations of a firm with a view to better understand
and appreciate the complexities associated with the marketing function.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Identify key elements, factors, or opportunities such as target
CO1 markets, consumer needs, competitor strategies, and market L3: Applying
trends related to the marketing strategy or situation.
Analyzing data, market research findings, and competitor
CO2 L4: Analyzing
performance to identify patterns, trends, and insights.
Evaluate the effectiveness or potential impact of different
CO3 L5: Evaluating
marketing strategies or actions.
Evaluating the success of past marketing campaigns,
assessing the feasibility of new product launches, and
CO4 L5: Evaluating
analyzing the return on investment for various marketing
initiatives.
Create new product concepts, designing engaging advertising
campaigns, and implementing creative promotional activities
CO5 L6: Creating
based on the insights gained from the identification, analysis,
and evaluation stages.

UNIT I
Introduction to Marketing: Definition of Marketing and Marketing Management, Marketing
Philosophies, Marketing, Concept of Marketing Mix, Market Analysis: understanding
Marketing Environment, Consumer and Organization Buyer Behaviour, Market Measurement
and Marketing Research, Market Segmentation, Targeting and Positioning.

UNIT II
Product Decisions - concept of a Product - Product mix decisions - Brand Decision – New
Product Development – Sources of New Product idea - Steps in Product Development -

Page 20 of 196
Product Life Cycle strategies- Stages in Product Life Cycle; Price Decisions - Pricing
objectives - Pricing polices and constraints - Different pricing method - New product pricing,
Product Mix pricing strategies and Price adjustment strategy

UNIT III
Promotion Decision - Promotion mix - Advertising Decision, Advertising objectives -
Advertising and Sales Promotion – Developing Advertising Programme – Role of Media in
Advertising - Advertisement effectiveness - - Sales force Decision; Channel Decision -
Nature of Marketing Channels –. Types of Channel flows – Channel functions - Functions of
Distribution Channel – Structure and Design of Marketing Channels -Channel co-operation,
conflict and competition – Retailers and wholesalers.
UNIT IV
Marketing Organization and Control: organizing for marketing, Marketing Implementation &
control, Ethics In Marketing, Emerging Trends And Issues In Marketing: Consumerism,
Rural Marketing, Societal Marketing, Direct And Online Marketing, Green Marketing, Retail
Marketing, Customer Relation Marketing,Role Of Artificial intelligence, virtual reality in
Marketing, sustainability marketing, and influencer marketing.

References:
1. Czinkota, M.R. and Kotabe.M, Marketing Management, Vikas Publishing, New Delhi.
2. Douglas, J., Darymple, J. and Parsons, L.J., Marketing Management: Text and Cases,
John Wiley and Sons.
3. Kotler, P., Marketing Management: Analysis, Planning, Implementation & Control,
Prentice Hall of India, New Delhi.
4. Michael, J.E., Bruce, J.W. and William, J.S., Marketing Management, Tata McGraw-
Hill, New Delhi.
5. Perreault, W.D. and Jerome, E.M.., Basic Marketing, Tata McGraw Hill, New Delhi.
6. Pride, W.M. and Ferrell, O.C., Marketing: Concepts and Strategies, Biztantra Press,
Delhi.
7. Ramaswamy, V.S. and Namakumari, S., Marketing Management: Planning, Control,
MacMillan Press, New Delhi.

Page 21 of 196
Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 1 1 1 2 1 - - - - -
MANAGEMENT
MARKETING

CO2 3 2 3 2 3 2 - - - - -
MBA505

CO3 2 2 3 2 2 3 - - - - -

CO4 2 3 3 1 2 3 - - - - -

CO5 3 2 3 3 3 1 - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 22 of 196
 MBA506: WORKSHOP ON BUSINESS COMPUTING

Course Code: MBA506 Credits: 2

Course Objective:
The objective of this course is to acquaint the students with necessary skills in handling
computers and use it as a strategic resource in managerial decision making.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the working of Word Processing Software,
CO1 Spreadsheet Software, Presentation Software etc. and apply L3: Applying
it to business scenario.
Synthesize the concept of plagiarism and reference
CO2 management to detect ethical concerns in preparing L6: Creating
reports.
Create a plan for business Process Re-engineering and
CO3 design Management Information System to support L6: Creating
organizational change.

UNIT I
Introduction to Microsoft Excel, Working with Microsoft Excel Formula/Functions –
Statistical Functions, Logical Functions, Mathematical and Trigonometric Functions, Text
Functions, Information Functions, Lookup (VLOOKUP, HLOOKUP) and Reference
Functions, Conditional Formatting, Data Sorting and Filtering, Charts, Pivot Tables, Pivot
Charts. Using Goal Seek and Sensitivity Analysis/ What If Analysis, Excel Charting.

UNIT II
MIS Development- Planning, Design and Implementation of MIS, Data Flow Diagrams, Data
Dictionary, Decision Tree, Decision Table, Entity Relationship Diagram, Security and
Control of Information Systems.
Hands-on with Word Processing Software, Hands-on with presentation software,
Introduction to HTML and webpage designing, Plagiarism – types of plagiarism, using
plagiarism detection software. Understanding programming concepts using algorithms and

Page 23 of 196
flow charts. Control Structures: Sequential, Selective (Decision making) and Iterative
(Repetitive).

References
1. Cornell Paul, Beginning Excel What If Data Analysis tools: Getting started with
GoalSeek, Data Tables, Scenarios, and Solver; Apress.
2. Laudon, Ken & Laudon, Jane, Management Information Systems: Managing the Digital
Firm, Pearson Publications.
3. O’Brien, James A., Management Information Systems, Tata McGraw Hill
4. Ram, B., Computer Fundamentals, New Age Publications
5. Sinha, P. K. and Sinha, P., Foundation of Computing, BPB Publications.
6. Taxali, R., PC Software Made Simple, Tata McGraw Hills

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
WORKSHOP ON

CO1 - 2 - - - - - - - - -
COMPUTING
BUSINESS
MBA506

CO2 - 3 - 3 2 - - - - - -

CO3 - 3 - - 3 3 - - - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 24 of 196
 MBA507: WORKSHOP ON BUSINESS RESEARCH

Course Code: MBA507 Credits: 2

Course Objective:
To expose the students to the basic concepts of research methodology and application
through practical exercises in the area of commerce and management.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the fundamental concepts and stages of the
business research process, including the formulation of
CO1 L2: Understanding
research problems, hypothesis development, and
research design.
Apply various data collection methods, sampling
techniques, and data analysis tools in business
CO2 L3: Applying
research, including hypothesis testing and bivariate
analysis.
Create comprehensive research proposals and data
collection instruments, incorporating appropriate
CO3 L6: Creating
sampling designs and ethical considerations for
conducting rigorous business research.

UNIT I
Introduction to business research: definition, characteristics, types, research process –
an overview, review of literature – its role and significance in the stages of research
process, theory building, ethical issues in business research, formulation of the research
problem and research proposal, hypothesis - definition, formulation and types ,
research design - definition, types, secondary data – definition, types, sources,
evaluation and searches, primary data collection methods - surveys, observation and
experiments, measurement andscaling concepts, measurement scales

UNIT II
Select Stages of the Research Process- preparation of data collection instruments,
questionnaire (instrument) design, sampling design and sampling procedures, sample size

Page 25 of 196
estimation, fieldwork, processing of data, data analysis -basic data analysis, hypothesis
testing –t test, chi square test, test of proportion, bivariate analysis-tests of differences and
measures of association through use of parametric and non parametric tests, report writing,
use of computers in research.

References:
1. Bryman, A. & Bell, E., Business Research Methods, Oxford University Press, New
York
2. Carver, R .H. & Nash, J.G., Data Analysis with SPSS, Cengage Learning, New Delhi
3. Cooper, D.R. & Schindler, P.S., Business Research Methods, Tata McGraw Hill, New
Delhi
4. Gaur, A. S. & Gaur, S.S. Statistical Methods for Practice and Research.-A Guide to
Analysis Using SPSS, Response Books, New Delhi
5. Kothari, C.R., .Research Methodology-Methods and Techniques, Wiley Eastern.
6. Kumar, R., Research Methodology- A Step by Step Guide for Beginners. , Pearson
Education.
7. Sekaran, U. Research Methods for Business-A Skill Building Approach, John Wiley,
8. Zikmund, W.G., Business Research Methods, Cengage Learning, Singapore

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
WORKSHOP ON

CO1 3 3 - - 1 - - - - - -
RESEARCH
BUSINESS
MBA507

CO2 3 3 - - 1 - - - - - -

CO3 3 3 - - 1 - - - - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 26 of 196
 SEMESTER - II

MBA551: BUSINESS ENVIRONMENT

Course Code: MBA551 Credits: 4

Course Objective:
Judicious decision making in a business organization requires the proper knowledge of the
environment in which it has to function. This course aims at orienting the students with all
the external environmental forces which affect the decision-making process of an
organization.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Locate the role of environmental analysis in
CO1 L2: Understanding
business decision making.
Understand and apply interaction matrix of
CO2 environment factors and to use them in managerial L3: Applying
decisions.
Analyse the role of economic and political
CO3 L4: Analysing
environment in business management
Evaluate the role of Global, international and
CO4 L5: Evaluating
technological factors in business management
Create business solution based on the role of social
CO5 factors, middle class, and rural sector in business L6: Creating
management

UNIT I
Concept of business environment: its significance, nature and scope. Interaction matrix of
different environment factors. Process of environmental scanning. Environmental analysis
and forecasting: types, approaches, techniques, importance/benefits and limitations. SWOT
analysis. Porter’s five forces model. Overview of Indian Business Environment.
UNIT II
Concept of state intervention in business. Economic environment: the philosophy, strategy
and planning in India. Monetary policy and their impact on Indian business. Industrial policy.
Foreign trade policy and their impact on Indian business.

Page 27 of 196
Political environment: relation between business and government of India. Ideology of
different political parties, bureaucracy and Indian business. Constitutional provisions related
to business in India.

UNIT III
Global business environment: stages of and essential for globalisation, pros and cons of
globalisation. Globalisation of world economy. Significance of foreign investment in Indian
context. Tariff and non-tariff barriers in global trade. MNC as a source of transfer to
technology and its implications. WTO and Indian business.

UNIT IV
Socio-cultural environment in India: Salient Features of Indian Culture values and their
implication for Indian business. Population and Human development. Social responsibility of
business. Business ethics and Indian business. Consumerism as emerging force.
Technological environment, Policy for research and development in India, Appropriate
technology. Debate of technology v/s labour.

References:
1. Adhikari, A., Economic Environment of Business, Sultan Chand & Sons.
2. Adhikary, M., Business Economics, Excel Books, New Delhi.
3. Aswathappa, K., Essentials of Business Environment, Himalaya Publishing House.
4. Cherulinum, F., Business Environment, Himalaya Publishing House.
5. Puri, V.K. and Misra, S.K., Indian Economy, Himalaya Publishing House

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)
Course Program Outcomes (POs) Program Specific Outcomes (PSOs)
Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 1 1 1 - - - - -
ENVIRONMENT

CO2 1 3 2 2 1 2 - - - - -
BUSINESS
MBA551

CO3 1 2 3 1 2 2 - - - - -

CO4 1 1 2 3 2 3 - - - - -

CO5 1 1 2 1 3 3 - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 28 of 196
 MBA552: HUMAN RESOURCE MANAGEMENT

Course Code: MBA552 Credits: 4

Course Objective:
The course is designed to give an understanding of the various aspects of the management of
human resources, their interaction in the execution of managerial
functionsandfacilitatinglearningofvariousconceptsandskillsrequiredforutilizationanddevelopm
entoftheseresourcesfororganizationalfunctions.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Statement Bloom’s Level
Outcomes (CO)
Understand the concept of Human Resource
CO1 L2: Understanding
Management and its practices.
Apply best HRM practices for recruitment,
CO2 selection, training and development programs for L2: Understanding
employees.
Analyse performance and accordingly design their
CO3 compensation packages on the basis of transparent L3: Applying
Performance Appraisal.
Evaluate human resource information system
CO4 L4: Analysing
practices and strategies.
Create a stress-free environment at the workplace
CO5 L5: Evaluating
with best cultural and ethical practices.

UNIT I
Human resource management: functions, scope, personnel management v/s HRM and
models, Genesis and Growth of HRM Challenges & Environmental Influences on HRM.
Human resource planning, job analysis and job designing, recruitment, selection, Induction-
Concept & Approaches, Difference between induction and orientation programs, training and
development, Evaluating Training Effectiveness, Executive Development, job evaluation.

UNIT II
Managing performance: Performance Appraisal – Concept, Importance and Methods,
Potential management, fringe benefits and incentives, compensation management, promotion,
demotion, transfer, separation and rightsizing.

Page 29 of 196
 UNIT III
Team management, empowerment management, creativity and decision-making
management, organisational learning and knowledge management, culture management,
change management, managing ethical issues in human resource management, Contemporary
Trends in HRM: Employee Engagement, HRD Culture and Climate, HRD Interventions, HR
Accounting and Audit.
UNIT IV
EHRM/HRIS, measuring intellectual capital, impact of HRM practices on organizational
performance, contemporary issues in human resource management, global HR practices,
Social Media and HR; HR Analytics; Competency Based HRM; Six Sigma in HR etc.

References:
1. Aswathappa, Human Resource Management, TataMcGraw-Hill.
2. Bratton, J. and Gold, J., Human Resource Management: Theory and Practice, Palgrave.
3. Dessler Gary and Varkkey Biju.,Human Resource Management, Pearson Publications
4. Flippo, E., Human Resource Management, McGrawHill.
5. Kandula,S.R.,Human ResourceManagementinPractice,[Link].
6. Davis,K.,HR and personnel management, Tata McGrawhill.
7. VSP Rao, Human Resource Management, Taxmann Publications.
8. Pravin,[Link] Resource Management, Pearson Publications.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
HUMAN RESOURCE

CO1 3 2 2 2 2 2 - - - - -
MANAGEMENT

CO2 3 2 3 3 2 3 - - - - -
MBA552

CO3 3 2 3 2 2 3 - - - - -

CO4 3 2 3 3 3 3 - - - - -

CO5 2 2 3 3 3 3 - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 30 of 196
 MBA553: DECISION MODELLING AND OPTIMISATION

Course Code: MBA553 Credits: 4

Course Objective:
This course aims to utilize quantitative techniques and tools to analyze and optimize various
aspects of business operations. This includes the application of mathematical models,
statistical methods, and computational algorithms to support decision-making processes.
Students will gain the skills to formulate and solve complex problems related to resource
allocation, scheduling, inventory management, and other operational challenges. The course
aims to empower managers with the ability to make informed and data-driven decisions,
ultimately enhancing the efficiency and effectiveness of organizational processes.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Develop strong problem-solving skills using quantitative
and analytical tools and techniques to optimize decision-
CO1 making processes, addressing complex problems in areas L4: Analyzing
such as resource allocation, supply chain management,
and scheduling.
Make informed decisions under uncertainty and risk,
CO2 L5: Evaluating
considering multiple criteria and constraints.
Formulate and solve linear and non-linear optimization
CO3 problems, helping them find the best solutions to L5: Evaluating
organizational challenges.
Create mathematical models and use simulation tools to
CO4 analyze and understand complex systems, enabling them L6: Creating
to make more informed decisions.
Allocate resources such as manpower, finances, and time
efficiently to achieve organizational objectives such as
CO5 L6: Creating
project management, inventory control, and production
planning.

UNIT I
Operations research: evolution, methodology and role in managerial decision making, linear
programming: meaning, assumptions, advantages, scope and limitations, formulation of

Page 31 of 196
problem and its solution by graphical and simplex methods, special cases in simplex method,
infeasibility, degeneracy, unboundedness and multiple optimal solutions, duality.

UNIT II
Transportation problems including transshipment problems: special cases in transportation
problems, unbalanced problems, degeneracy, maximization objective and multiple optimal
solutions, assignment problems including traveling salesman’s problem, special cases in
assignment problems: unbalanced problems, maximization objective and multiple optimal
solutions.

UNIT III
PERT/CPM: difference between PERT and CPM, network construction, calculating EST,
EFT, LST, LFT and floats, probability considerations in PERT, time-cost trade-off, decision
theory: decision making under uncertainty and risk, Bayesian analysis, decision trees.

UNIT IV
Game theory, pure and mixed strategy games, principle of dominance, two person zero sum
game, queuing theory: concept, assumptions and applications, analysis of queue system,
Poisson distributed arrivals and exponentially distributed service time models (MM1 and
MMK), simulation; meaning, process, advantages, limitations and applications.

References:
1. Gupta P.K, Hira D.S., Kamboj A. Operations Research, [Link] & Company ltd. 1995,
5 Edition.
th

2. Vohra, N.D., Quantitative Techniques in Management, Tata McGraw Hill Publishing

Company Ltd. 2021, 6 [Link]

3. Sharma, J.K., Operations Research: Theory and Applications, Macmillan India Ltd.,
New Delhi. 2008 6 Edition.
th

4. Frederick, Gerald, Bodhibrata and Preeram, Introduction to Operations Research, MC

Graw Hills; 2017, 11 Edition.
th

5. Anderson, Sweeney, Williams, Camm, Cocharan, Fry and Ohlmann: An Introduction

toManagement Science, Cengage Publications, 2022.

Page 32 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
DECISION MODELLING (COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 3 1 3 2 2 - - - - -
AND OPTIMIZATION

CO2 3 3 1 3 2 2 - - - - -
MBA553

CO3 3 3 2 3 2 2 - - - - -

CO4 3 3 1 3 1 1 - - - - -

CO5 3 3 1 3 2 2 - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 33 of 196
 MBA554: FINANCIAL MANAGEMENT

Course Code: MBA554 Credits: 4

Course Objective:
To provide an understanding of the function, the roles, the goals and the processes of
corporate financial management. The course aims to provide students with a comprehensive
understanding of corporate financial management, covering key concepts such as financing
decisions, investment appraisal, dividend policies, and working capital management. By
exploring these topics, students will be equipped with the knowledge and skills to effectively
manage corporate finances, addressing challenges in investment, operations, and financing.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the fundamental concepts, scope, and
CO1 objectives of corporate finance, distinguishing between L2: Understanding
profit maximisation and wealth maximisation.
Apply knowledge of various sources of finance to
make informed corporate financial decisions,
CO2 L3: Applying
integrating financial management principles into
practical scenarios.
Analyse financial decision areas and evaluate
CO3 investment decisions using risk and return analysis and L4: Analysing
financial performance metrics.
Evaluate the approaches of capital structure decision-
CO4 making and interpret the cost of different sources of L5: Evaluating
finance.
Evaluate dividend decisions critically, comparing
CO5 relevant theories, and demonstrate proficiency in L5: Evaluating
managing current assets and working capital.

UNIT I
Introduction: concept of finance, scope and objectives of finance, profit maximisation vs.
wealth maximisation, functions of finance manager in modern age, financial decision areas,
time value of money, risk and return analysis: CAPM, shareholders value creation, traditional

Page 34 of 196
and modern measures of financial performance: ROI, earning price ratio, SVA, EVA and
MVA.
UNIT II
Financing decision: long-term sources of finance, potentiality of equity shares, preference
shares, debentures and bonds as sources of long-term finance; concept and approaches of
capital structure decision: NI, NOI, traditional and Modigliani-Miller approach, cost of
capital: cost of equity, preference shares, debentures and retained earnings, weighted average
cost of capital and implications.

UNIT III
Leverage analysis: financial, operating and combined leverage along with implications,
EBIT-EPS analysis and indifference points, investment decision: appraisal of project;
concept, process and techniques of capital budgeting and its applications, risk and uncertainty
in capital budgeting.

UNIT IV
Dividend decision: concept of retained earnings and ploughing back of profits, relevance and
irrelevance theories of dividend decision: Walter’s model, Gordon’s model and Modigliani-
Miller model, factors affecting dividend decision, overview of working capital decision:
concept, components, factors affecting working capital requirement, working capital
management: management of cash, inventory and receivables, introduction to working capital
financing.

References:
1. Damodaran, A., Corporate Finance –Theory & Practice, John Wiley and Sons, Inc.
2. Gitman, L.J., Principles of Managerial Finance, Pearson Education.
3. Horne, V., Financial Management and Policy, Pearson Education.
4. Khan, M.Y. and Jain, P.K., Financial Management, Tata McGraw Hill.
5. Knott, G., Financial Management, Palgrave Macmillan.
6. Pandey, I.M., Financial Management, Vikas Publications.
7. Prasanna, C., Fundamentals of Financial Management, Tata McGraw Hill.

Page 35 of 196
Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 1 - - - - - - - - -
MANAGEMENT
FINANCIAL

CO2 3 2 - - - - - - - - -
MBA554

CO3 3 3 - - - - - - - - -

CO4 3 3 - - - - - - - - -

CO5 3 3 - - - - - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 36 of 196
 MBA555: LEGAL ASPECTS OF BUSINESS

Course Code: MBA555 Credits: 4

Course Objective:
The objective of this course is to assist the students in understanding the different legal
aspects of business. Also to create awareness of the legal aspects within which the business
operates.
Course Outcomes (COs):
After the completion of the course, students will be able to:

Course Outcomes
Statement Bloom’s Level
(CO)
To orient the students about the legal aspect of
CO1 L2: Understanding
business.
CO2 Application of various laws in business practice. L3: Applying
Develop critical thinking through the use of law
CO3 L4: Analyzing
cases.
To create awareness of the legal aspects within
CO4 L5: Evaluating
which the business operates.
Acquire problem-solving technique with legal
CO5 L6: Creating
procedure.

UNIT I
Features of company, registration and incorporation, memorandum of association, articles of
association, prospectus, shares, shareholders and members, limited liability partnership.

UNIT II
Management of companies, directors, their appointment, duties, liabilities and powers,
meetings of a company, borrowing power of the company, prevention of oppression and
mismanagement, winding up of a company, compulsory winding up and voluntary winding
up.

UNIT III
Objectives of foreign exchange management act, provisions of FEMA dealing with regulation
and management of foreign exchange, economic offences and penalties, the prevention of
Money Laundering Act, 2002, The Right to Information Act 2005, Salient features and
coverage of the Act, The Information and technology Act, 2000

Page 37 of 196
 UNIT IV
Objectives of Consumer Protection Act, 1986, rights of consumers, duties and obligations of
business organization under consumer protection act, objectives of Environment Protection
Act 1986, duties and obligations of business organization under Environment Protection Act
1986, Competition Act, 2002, Patent Laws.

References:
1. Akhileshwar Pathak, Legal Aspects of Business, McGraw Hill Education
2. Ravinder Kumar, Legal Aspects of Business, Cengage
3. K.R. Bulchandani, Business Law for Management, Himalaya Pub. House,
4. Daniel Albuquerque, Legal Aspects of Business, OXFORD

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
LEGAL ASPECTS OF

CO1 3 1 2 2 1 - - - - - -

CO2 1 2 3 3 2 - - - - - -
BUSINESS
MBA555

CO3 2 1 3 1 2 - - - - - -

CO4 1 2 1 3 2 - - - - - -

CO5 2 1 2 2 3 - - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 38 of 196
 MBA557: WORKSHOP ON BUSINESS COMMUNICATION

Course Code: MBA557 Credits: 2

Course Objective:
The course aims to enable learners to understand scope, ethics and implications of
communication in business. Learners shall be familiarized with different types of
communication including communication through technology.

Course Outcomes (COs):

After the completion of the course, students will be able to;
Course
Outcomes Statement Bloom’s Level
(COs)
Synthesize the elements of business communication
CO1 L5: Evaluating
with regard to barriers.
Analyze different modes of verbal and non-verbal
CO2 communication including communication through L4: Analyzing
technology.
Create a business report to highlight HR plan,
CO3 marketing plan and production plan for an L6: Creating
organization.

UNIT I
An introduction to business communication, elements of the communication models, types of
communication, barriers to communication, communication ethics. principles of written
communication, Business letters- Opening and closing paragraphs, writing business letter,
Types of business letter – job applications letter, routine letter, persuasive letter, sales letter,
bad news letter, internal communication through memos, minutes and notices.

UNIT II
Principles of oral communication, Speech- Introduction speech, thanksgiving speech,
occasional speech, theme speech, mastering the art of giving interview- job interview,
appraisal interview, exit interview, Collaboration in and across teams with social diversity-
Group communication, meetings and group discussions. Report writing, principles of
effective presentations, communicating through technology business and social etiquettes.

Page 39 of 196
References
1. Courtland L.B., Business Communication Today, Pearson Education.
2. Subba P.R., Business Communication, CengageLearning
3. Murphy, H. A., Hildelrandt, H. W., Thomas, J. P., Effective Business Communication,
The McGraw Hill Companies.
4. Lehman and Dufrene, Business Communication, Cengage
5. Rao, S. S., Handbook for Writers and Editors, Ahmedabad Management Association.
6. Thill, Lesikar, Raymond V. and Marie E. Flately, Basic Communication: Skills for
Empowering the Internet Generation, Tata McGraw Hill

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
COMMUNICATION
WORKSHOP ON

CO1 - 3 1 3 3 1 - - - 3 -
BUSINESS
MBA557

CO2 - 3 1 3 3 3 - - - 3 -

CO3 - 3 1 3 3 3 - - - 3 -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 40 of 196
 MBA558: WORKSHOP ON MULTIVARIATE STATISTICAL
TECHNIQUES

Course Code: MBA558 Credits: 2

Course Objective:
The course aims to equip students with the skills to conduct business research using
multivariate analysis techniques, emphasizing their application across various business
functions and utilizing computer packages for analysis, preparing them for summer training
and corporate careers.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the concept, classification, and application
CO1 of multivariate methods in business, including the L2: Understanding
process of model building.
Analyze interdependence techniques of multivariate
CO2 L4: Analyzing
analysis for business applications.
Examine dependence techniques of multivariate
CO3 L4: Analyzing
analysis, including for business applications.

UNIT I
Overview of Multivariate Methods: Concept, classification of Multivariate techniques, types
of Multivariate techniques, Multivariate Model Building approach. Application of MVA in
Business.
Preparing for Multivariate Analysis: Preliminary examination, Missing Data, outliers, testing
the Assumptions of Multivariate Analysis, Data transformations.

UNIT II
Interdependence techniques of MVA: Exploratory Factor Analysis, Custer Analysis, Conjoint
Analysis, Correspondence Analysis, Multidimensional Scaling,
Dependence techniques of MVA: Multiple Regression Analysis, Multiple Discriminant Analysis,
Logistic Regression, Structural equation Modeling (SEM)

Page 41 of 196
References:
1. Carver Robert H. and Jane Gradwohl Nash, Doing Data Analysis with SPSS 10.0,
Duxbury Thomson Scanning.
2. Cooper, D. R. and Schindler, P. S., Business Research Methods, Tata McGraw Hill
Publishing Co.
3. Hair, Josepth, F., Jr. M. Rolph E. Anderson, Ronald L. Tatham, William C. Black.
Multivariate Data Analysis, Pearson Education.
4. Johnson, Richard A. and Dean W. Wichern (2003). Applied Multivariate Statistical
Analysis, Prentice Hall of India Ltd., Eastern Economy Edition.
5. Malhotra, N. and Dash, S., Marketing Research: An Applied Orientation, Pearson
Education.
6. Sharma, S. Applied Multivariate Techniques, John Wiley and Sons Ltd.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
MULTIVARIATE
WORKSHOP ON

CO1 3 3 - - 1 - - - - - -
STATISTICAL
TECHNIQUES
MBA558

CO2 3 3 - - 1 - - - - - -

CO3 3 3 - - 1 - - - - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 42 of 196
 SEMESTER - III

MBA601: STRATEGIC MANAGEMENT

Course Code: MBA601 Credits: 2

Course Objective:
The objective of this course on corporate strategy is to develop in the students an ability to
analyze the strategic situation facing the organisation, to access the strategic options available
to the organization and to implement the strategic choices made by it.
End semester paper: The paper will be of four hours and will carry 50 marks. Section A will
be of 20 marks consisting of five questions. 2 questions will be set from each unit. The
students are required to answers two question selecting one from each unit. Section B will be
of 30 marks consisting of a compulsory case.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the strategic direction, the internal and
CO1 L2: Understanding
external environment of the companies.
Apply the concept of strategic management, the
phases of strategic management and recognize the
CO2 L3: Applying
different approaches related to strategic
management.

Evaluate the strategic positions composed of low

CO3 cost, differentiation and focusing and the important L5: Evaluating
factors to penetrate international markets.

Develop the connection between the

implementation of strategies and strategic
CO4 L6: Creating
leadership, institutional culture, human resources
and the abilities of the company.

Develop and prepare organizational strategies,

CO5 control techniques that will be effective for the L6: Creating
current business environment.

Page 43 of 196
 UNIT I
Introduction to corporate strategy, an overview of formulation and implementation of strategy
(including various models of strategy formulation and implementation), strategic leadership,
determinants of competitive advantage, vision and mission including various approaches to
business model, strategic coherence, stakeholders and strategy, internal and external
environment of strategy, environmental analysis (including various tools of analysis),
corporate resources, capabilities and core competencies, dynamic capabilities, value chain,
competitor analysis, key success factors, drivers of change, competitive rivalry and
competitive dynamics, challenges to sustainable competitive advantage, advantages and
disadvantages of first movers, second movers and fast followers, defensive strategies for
incumbents caught off guard, personal goals and aspirations of top management, corporate
social responsibility, corporate governance and strategy, diversification-related and unrelated,
integration-vertical and horizontal, execution of strategy.
UNIT II
Executing functional, business and corporate strategy, strategic alternatives including models
for development of strategic alternatives, strategies for entering new businesses, strategy and
technology, strategy and industry life cycle, evaluation of strategy, implementing dynamic
strategies, organization structure and strategy, international strategy and competitive
advantage, understanding alliances and cooperative strategies, mergers, acquisitions and
strategy, external and internal causes of organizational failure, differing corporate governance
practices and strategy, role of executive compensation in implementation of strategy.
References:
1. Hill, Charles W.L. and Jones, Gareth R., Strategic Management, Dreamtech Press India,
Indian Adaptation.
2. Hitt, Michael and Hoskisson, Robert E., Strategic Management: Competitiveness and
Globalisation, South Western Thomson.
3. Hunger J. David, Wheelen, Thomas L and Wheelan Tom, Essentials of Strategic
Management, Prentice Hall of India.
4. Porter, M.E., Competitive Advantage, The Free Press, New York.
5. Thomson, Arther A, Strickland, A.J. and Gamble, John E., Strategic Management-
Concepts and Cases, Tata McGraw Hill.
6. Carpenter, Mason A., Sanders Wm. Gerard, Salwan Prashant, Strategic Management- A
Dynamic Perspective-Concepts and Cases, Pearson

Page 44 of 196
Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 2 2 1 2 2 1 - - - - -
MANAGEMENT
STRATEGIC

CO2 3 3 1 2 3 2 - - - - -
MBA601

CO3 3 3 2 3 2 3 - - - - -

CO4 3 2 2 1 3 2 - - - - -

CO5 3 2 3 2 2 2 - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 45 of 196
 GROUP A: ENTREPRENEURSHIP AND GENERAL MANAGEMENT

MBA611: ENTREPRENEURIAL DEVELOPMENT AND NEW

ENTERPRISE MANAGEMENT

Course Code: MBA611 Credits: 4

Course Objective:
The objective of the course is to provide conceptual and theoretical understanding about the
development of entrepreneurship and its significance in Indian economy, and to highlight
issues in new enterprise management.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Statement Bloom’s Level
Outcomes
Understand the fundamental concepts related to
CO 1 L2: Understanding
entrepreneurship and its economic impact.

Evaluate the different financing options for

CO 2 L5: Evaluating
entrepreneurs and their types.

Evaluate the role of support institutions in

CO3 L5: Evaluating
entrepreneurial development in India.
Analyse the significance and mechanisms of
CO 4 MSME and their role in economic development of L4: Analysing
India.
Apply the knowledge to evaluate the effectiveness
CO 5 of various Entrepreneurship Development L3: Applying
Programs (EDPs).

UNIT I
Entrepreneurship: Concept and definitions, entrepreneurship and economic development,
classification and types of entrepreneurs, entrepreneurial competencies, factors affecting
entrepreneurial growth: Economic, non–economic factors, traits/qualities of entrepreneurs,
intrapreneur, manager v/s entrepreneur, The Role of the Entrepreneur, Entrepreneurs and
Myths about entrepreneurs.

Page 46 of 196
 UNIT II
Entrepreneurial Finance: Debt financing: Types of debt, sources of debt financing, creative
ways to structure long-term debt, debt financing for working capital, equity financing:
Sources of equity capital, private placement, venture capital, private equity firms,
international private equity, small-business investment companies, initial public issue, public
equity process, direct public offerings, angel financing, Social Entrepreneurship and Rural
Entrepreneurship

UNIT III
Definition of MSME ( micro, small and medium enterprises), rationale, objective, scope, role
of MSME in economic development of India, significant provisions of MSME Act, 2006,
mechanics of selling of new enterprise: Size and location, optimum units: Its meaning and
determinants, size of industrial units in India, feasibility studies, technical, marketing and
finance, managerial problems of new enterprises, production purchasing, financing, labor and
marketing problems, facilities provided by different institutions and agencies in India, role of
SMEs in global environment.

UNIT IV
Elements for a programme, entrepreneurial training and development programmes,
entrepreneurship orientation and awareness programme, evaluation of various EDP
programmes, women entrepreneurs, steps taken by government, to promote EDP’s,
institutional entrepreneurial environment in India, Role of support institutions: of director of
industries, DIC, SIDO, SIDBI, small industries. development corporation (SIDC), SISI,
NSIC, NIESBUD, state financial corporation (SFCs).

References:
1. Desai, V., Small – Scale Industries and Entrepreneurship, Himalaya Publishing House.
2. Deshpande, M. V., Entrepreneurship of Small Industries, Deep and Deep Publications,
New Delhi.
3. Holt, D.H., Entrepreneurship – New Venture Creation, Prentice Hall.
4. Kaulgud, A., Entrepreneurship Management, Vikas Publishing House, New Delhi.
5. Otes, D., A Guide to Entrepreneurship, Jaico Books Publishing House, New Delhi.
6. Theduri, B., Entrepreneurship Development: An Analytical Study, Akansha Publishing
House, New Delhi

Page 47 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
ENTREPRENEURIAL DEVELOPMENT

CO1 3 1 2 2 1 1 3 - - - -
AND NEW ENTERPRISE

CO2 3 3 1 2 1 2 3 - - - -
MANAGEMENT
MBA611

CO3 3 3 1 1 1 1 3 - - - -

CO4 3 3 2 2 1 1 3 - - - -

CO5 3 3 1 1 2 1 3 - - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 48 of 196
 MBA612: ENTREPRENEURIAL FINANCE

Course Code: MBA612 Credits: 4

Course Objective:
The objective of this course is to orient the new entrepreneurs with the problems and issues
involved in financing new enterprise. The course will help you effectively navigate the
complex world of entrepreneurial finance, venture valuation, and financing alternatives,
enabling you to make informed decisions and create successful ventures.

Course Outcomes:
After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Enabling students to access entrepreneurial financial
CO1 L3: Applying
funds.
CO2 Analyse and prepare investment proposals. L4: Analysing
CO3 Evaluate the financial performance of a startup. L5: Evaluating
Evaluating the success or failure of a venture based on
CO4 its post-investment behaviour and growth of the firm. L5: Evaluating

Creating a comprehensive business and financial plan

CO5 with strategies on how to raise and use funds from L6: Creating
various entrepreneurial sources.

UNIT I
Importance of Financial Management as an integral part of Entrepreneurship - Concept of
Entrepreneurial Finance, objectives, nature, scope and importance; role of entrepreneurial
finance; entrepreneurial finance v/s corporate finance; growth of entrepreneurial finance in
INDIA, US, UK and other western countries. Principles of Entrepreneurial Finance- Role of
Entrepreneurial Finance The successful venture life cycle- Financing through venture life
cycle- Life Cycle approach for teaching - Entrepreneurial finance. Developing Business Plan:
Developing Business Plan Idea, Business Model. Screening venture opportunities: Pricing /
Profitability considerations, Financial, / harvest Considerations.

UNIT II
Organizing and Operating the Venture: Financing a New venture, Seed, Startup and First
Round Financing Sources- Financial Boot Strapping, Business Angel Funding, First Round
Page 49 of 196
Financing Opportunities. Preparing and Using Financial Statements: Obtaining and
Recording the resources to start and Build a new venture, Asset and Liabilities and Owners
Equity in Business, Sale expenses and profits Internal Operating Schedules, Statement of
cash flows, Operating Break even Analysis, management of working capital. Evaluating
operating and financial performance using ratio analysis. Financial Planning: Financial
Planning throughout the Venture’s life cycle, Short Term cash planning tools, projected
monthly financial statements. Types and costs of Financial Capital: Implicit and Explicit
financial capital costs, Financial Markets, Determining the cost of Debt Capital, Investment
Risk, Estimating the cost of Equity Capital, Weighted average cost of capital.

UNIT III
Venture Valuation: Valuing Early stage Ventures, Venture Worth, Basic Mechanics of
valuation, developing the projected financial statements for a discounted Cash Flow
Valuation, Accounting Vs Equity Valuation Cash Flow. Venture Capital Valuation Methods:
Basic Venture Capital Valuation Method, Earnings Multiplier, and Discounted Dividends.
Start-up Financing: Meaning and significance; traditional small business financing options –
debt financing, government sources of small business loans and equity financing;
rollover retirement funds to start or finance business; new sources of debt and equity
financing; stages of venture life cycle; sources of financing to MSMEs.

UNIT IV
Venture Capital: Meaning, objectives and nature of venture capital; advantages and
disadvantages of venture capital; history of venture capital financing; organizing venture
capital firms; factors considered before investing; securities involved in venture financing –
common stocks, convertible bonds, convertibles preferred, warrants and options; pre-
investment stage –deal flow, selection and evaluation; investment stage –ownership structure
and contracting; post-investment stage – behaviour growth and success/failure; venture life
cycle ad financing through venture life cycle. Sources of Financing for the Growing Venture:
Mentor Financing, Angel Financing, Crowd Funding, Seed Financing , Private Equity ad
Buy Outs. Other financing alternatives: Facilitators, Consultants and Intermediaries, Banking
and Financial Institutions, Foreign Investors, State and Central Government Financing
Programmes. Receivables Lending and Factoring, Mortgage Lending, Venture Leasing.

References:

Page 50 of 196
1. Leach/ Melicher, Entrepreneurial Finance, 5e, Cengagae Learning.
2. Steven Rogers, Entrepreneurial Finance: Finance and Business Strategies for the
SeriousEntrepreneur 3e, Tata Mc Graw Hill.
3. Douglas Cumming, Entrepreneurial Finance, Oxford University Press.
4. M J Alhabeeb, Entrepreneurial Finance: Fundamentals of Financial Planning and
Management for Small Business, Wiley.
5. Philip J. Adelman, Alan M. Marks, Entrepreneurial Finance, 5e, Pearson.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 1 1 2 1 3 - - - -
ENTREPRENEURIAL

CO2 2 3 3 3 3 2 3 - - - -
FINANCE
MBA612

CO3 3 2 2 3 2 1 3 - - - -

CO4 2 3 1 1 2 2 3 - - - -

CO5 3 2 1 2 2 3 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 51 of 196
 MBA613: INFRASTRUCTURE AND PROJECT FINANCE

Course Code: MBA613 Credits: 4

Course Objective:
The course aims to equip students with a comprehensive understanding of project
management principles and practices, focusing on the process from project identification to
post-project evaluation. Students will learn to analyse socio-economic factors, evaluate
project viability and gain proficiency in project scheduling. By the end of the course, students
will be prepared to plan, execute, and evaluate projects effectively in diverse organisational
contexts.

Course Outcome:
After the completion of the course, students will be able to:
Course
Outcomes Statement/Description Bloom’s Level
(CO)
Understand the socio-economic considerations involved
CO1
in project identification and analysis, emphasising L2: Understanding
sustainable development and investment opportunities.
Apply proficient screening techniques to present projects
CO2 for decision-making, effectively managing aspects such L3: Applying
as capacity expansion and diversification.
Master project appraisal techniques and conduct risk
CO3 analysis to ensure effective risk management in project L4: Analysing
finance.
Evaluate project costing and financing strategies,
CO4 comprehend various means of financing projects, and L5: Evaluating
consider tax aspects.
Create effective project schedules and network plans and
CO5 L6: Creating
manage multiple projects.

UNIT I
Project identification analysis: socio-economic consideration in project formulation, social
infrastructure projects for sustainable development, investment opportunities, project
screening and presentation of projects of decision making, expansion of capacity,
diversification.

UNIT II
Market and technical analysis: market and demand analysis, market survey, demand
forecasting, uncertainties in demand forecasting, technical analysis, product mix, plant
Page 52 of 196
capacity, materials and inputs, machinery and equipment, Project costing and finance: cost of
project, cost of production, break even analysis, means of financing project, tax aspects in
project finance, role of financial institution in project finance.

UNIT III
Project appraisal: time value of money, Project appraisal techniques: payback period,
accounting rate of return, net present value, internal rate of return, benefit cost ratio, social
cost benefit analysis, effective rate of protection, Risk analysis: measures of risk, sensitivity
analysis, simulation analysis, decision tree analysis.

UNIT IV
Project scheduling/network techniques in project management: CPM and PERT analysis,
float times, crashing of activities, contraction of network for cost optimization, updating, cost
analysis of resources allocation, Multiple projects: project dependence, capital rationing,
ranking methods of projects, mathematical programming approach, linear programming
model, post project evaluation.

References:
1. Chandra, P., Projects, Tata McGraw Hill.
2. Tan, W., Principles of Project and Infrastructure Finance, Routledge
3. Wysocki, R.K., Robert, B. and Crane, D.B., Effective Project Management, John Wiley
Sons, USA.
4. Yescombe, E. R., Principles of Project Finance, Academic Press.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
INFRASTRUCTURE AND

CO1 3 1 - - - - 1 - - - -
PROJECTFINANCE

CO2 3 2 - - - - 2 - - - -
MBA613

CO3 3 3 - - - - 3 - - - -

CO4 3 3 - - - - 3 - - - -

CO5 3 3 - - - - 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 53 of 196
 MBA614: TAX PLANNING FOR ENTREPRENEURS

Course Code: MBA614 Credits: 4

Course Objective:
The primary objective of this course is to familiarise the students with relevant provisions of
taxation laws (both direct and indirect taxes) for entrepreneurs. It will develop students’ skill
for handling business problems using appropriate concepts of taxation laws.

Course Outcomes:
After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
Understand the concepts related to corporate tax,
CO1 residential status of companies and tax L2: Understanding
management.

Understand different provisions regarding wealth

CO2 L2: Understanding
tax, central sales tax and service tax.

Identify the tax management strategies in different

CO3 L3: Applying
forms of businesses.

Assess different managerial decisions in light of tax

CO4 L5: Evaluating
considerations.

Estimate tax liabilities of entrepreneurs and

CO5 L5: Evaluating
recommend suitable payment scheme.

UNIT I
Introduction to corporate taxation: importance of tax planning as a management decision,
Minimizing tax liability: tax evasion, tax avoidance and tax planning, objectives and basis of
tax planning, Key terms related to tax assessment of companies: Indian company, domestic
company, foreign company, investment company; Residential status of a company, scope of
total income, carry forward and set off of losses, minimum alternative tax, provisions related
to tax assessment of companies, tax assessment rates and exemption limits for companies.

UNIT II
Tax planning for different entities: tax provisions for new businesses, export business,
industrial undertakings and infrastructure development undertaking, SEZs business in special

Page 54 of 196
category states, hotel industry, telecom industry, entertainment industry, IT, power, shipping
and aircraft, oil and minerals, construction, and retail business, Related tax deduction allowed
to respective industries; Business restructuring and tax planning: tax and relief provisions
under merger, amalgamation, acquisition, demerger.

UNIT III
Tax planning vis-à-vis managerial decisions: capital structure decisions in wake of tax
planning, provisions related to tax on dividend and deductions allowed, tax planning though
bonus shares, lease or buy decisions, make or buy decision, repair/renewal or replacement
decision; Tax planning through employees’ remuneration: fringe benefit of tax, ESOPs,
double taxation relief, advance tax payment procedure, TDS: tax on salary, interest, dividend,
interest.

UNIT IV
Wealth tax: charge of tax and related provisions, Central Sales Tax Act: objectives, key terms
and provisions; Service tax: general principals, charge and exemptions, registration and mode
of payment.

References:
1. Agarwal, K.K., Corporate Tax Planning, Atlantic Publishers & Distributors
2. Agarwal, K.K., Direct Tax Planning and Management, Atlantic Publishers &
Distributors.
3. Ahuja, G. and Gupta, R., Corporate Tax Planning and Management, Bharat law
house, New Delhi.
4. Singhania, V. K., Direct Taxes- Law & Practice, Taxmann Publications Pvt. Ltd., New
Delhi.
5. Singhania, V. K., Singhania, K. and Singhania, M., Direct Taxes planning and
management, Taxmann Publications Pvt. Ltd., New Delhi.
6. Stern, W.R. and Brittain, C.A., Tax Planning for Business (Entrepreneur Legal
Guides),Entrepreneur Press Book.

Page 55 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 - - - - - 2 - - - -
TAX PLANNING FOR
ENTREPRENEURS

CO2 3 - - - - - 2 - - - -
FINANCE
MBA614

CO3 3 3 2 - - - 3 - - - -
CO4 3 3 - - 2 - 3 - - - -
CO5 3 3 - - 3 - 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 56 of 196
 MBA615: INVESTING IN PRIVATE EQUITY

Course Code: MBA615 Credits: 4

Course Objective:
The objective of this course is to survey the private equity industry and to provide an
understanding of the origination, valuation, execution, monitoring, and realization of private
equity transactions and of the process of investing in private equity funds.

Course Outcomes:
After the completion of the course, students will be able to:
Course
Statement Bloom’s Level
Outcomes
Understand the theoretical background and various
CO1 L2: Understanding
techniques available for investment in private equity.
Understand and interpret private equity fund structures
CO2 and leveraged buyout models in terms of risk L5: Evaluating
management and cost of investment.
Interpret and compare the financial performance of
CO3 L5: Evaluating
private equity funds from an investor's perspective.
Conducted fundamental and technical analyses of
CO4 L6: Creating
investment in private equity.
Manage investment portfolios and make informed
CO5 L6: Creating
investment decisions.

UNIT – I
Private equity: Introduction, types, players, funding private equity – deal sourcing and
evaluation, fund raising and cyclicality in private equity investing; risk and return theory,
concepts of risk and return, diversification of risk, measurement of risk and return, estimation
of discount rates, cash flows, growth rates; private equity valuation – methods, real options
and private equity investment, leveraged buyouts, initial public offers.

UNIT – II
The investment environment, Equity trading: market & mechanism, security analysis:
macroeconomic and industry analysis, company analysis, technical analysis (charts, line
charts, line and volume, charts, point and figure charts, bar chart, candlestick chart, various
patterns), Dow theory and Elliot Wave theory.

Page 57 of 196
 UNIT – III
Market efficiency and behavioral finance; Portfolio theory: optimum portfolio selection,
Markowitz portfolio theory: Sharpe single index model, the capital asset pricing model,
arbitrage pricing theory.
UNIT – IV
Active portfolio management: portfolio performance evaluation, international diversification,
the process of portfolio management, the theory of active portfolio management, portfolio
revision.

References:
1. Bodie, Z., Kane, A., Marcus, A. and Mohanty, P., Investments, Tata McGraw-Hill.
2. Chandra, P., Investment Analysis and Portfolio Management, Tata McGraw-Hill.
3. Elton, E.J. and Grubber, M.J., Modern Portfolio Theory, John Wiley & Sons.
4. Fischer, D.E and Jordan. R.J., Security Analysis & Portfolio Management, Pearson
Education.
5. Metrick, A. and Ayako, Y. Venture Capital and the Finance of Innovation, John Wiley
& Sons.
6. Sharpe., Portfolio Theory & Capital Markets, Tata McGraw-Hill
7. Sharpe, W., Alexander, G.J. and Bailey, J.W., Fundamentals of Investment, Pearson
Education.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
INVESTING IN PRIVATE

CO1 3 3 3 - 2 1 3 - - - -

CO2 3 3 3 - 2 1 3 - - - -
MBA615

EQUITY

CO3 3 3 3 - 2 1 3 - - - -

CO4 3 3 3 - 2 1 3 - - - -

CO5 3 3 3 - 2 3 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 58 of 196
 MBA616: MARKETING FOR ENTREPRENEURSHIP

Course Code: MBA616 Credits: 4

Course Objective:
This course aims at orienting the participants about need and importance of marketing
strategies for entrepreneurs – other than those included in the compulsory paper on strategic
management. It endeavours to sharpen the grasp of theoretical concepts and analytical ability
of students particularly through the use of relevant cases.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Apply marketing mix and integrate them into marketing
CO1 L3: Applying
strategies.
Analyse marketing concepts in real life and find ways to
CO2 L4: Analysing
reach the target market.
Evaluate the marketing performance of an enterprise in a
CO3 L5: Evaluating
holistic manner.
Evaluate the success of marketing initiatives based on
predefined objectives and KPIs and make
CO4 L5: Evaluating
recommendations for future strategies based on
performance analysis.
Develop innovative marketing strategies and campaigns to
CO5 L6: Creating
differentiate products or services in the market.

UNIT I
Strategic Marketing Management Process- Nature, Scope & Significance. Business Strategy-
Concept, Use and Recent Trends, corporate strategic decisions & their marketing
implications;BCG matrix, GE Business Portfolio mix, Strategic Marketing Planning Process,
alternative approaches to developing the strategic marketing plan especially formal planning
systems, writing a strategic marketing plan for Entrepreneurs.

UNIT II
Marketing strategy in different situations: product life cycle and marketing strategy,managing
profit growth, sales growth, new products, product lines, product portfolio,strategies for

Page 59 of 196
market leaders, challengers, followers and niches, offensive and defensivecompetitive
strategy. Marketing Strategy for New Market Entry, Marketing Strategy for Growth Market,
Marketing Strategies for Mature and Declining Market, Marketing Strategy in Global
Context.

UNIT – III
Marketing strategy in different situation continued: competing on costs, competing on price,
competition between price points, segmentation strategies, market share strategies, speed as
strategy, marketing strategies for nonprofit organizations and for select prominent business
sectors of the Indian economy.

UNIT – IV
Marketing strategy implementation, McKinsey 7-s framework, marketing strategy
evaluationincluding marketing audit and essential marketing metrics, financial aspects of
marketingmanagement. Contemporary strategic marketing issues: The market driving firm,
four orientations to market place, competitive advantage, barriers to market driving in
incumbent firms, market driving transformation process. The role of corporate center, search
for marketing synergies, leverage product platforms, emerging markets as growth platforms,
customer focused strategy map.

References:
1. Aaker, D.A., Strategic Marketing Management, John Wiley & Sons Pte. Ltd.
2. Chernev, A. and Kotler, P., Strategic Marketing Management, Brightstar Media Inc.
3. Schnnaars, S.P., Marketing Strategy: Customers and Competition, The Free Press.
4. Walker, O.C. Jr., Boyd, H.W., Mullins, J. and Jarreche, J.C., Marketing Strategy:
ADecision.
5. Ferrell, O.C and Hartline, M. D. (2005), Marketing Strategy 3rd Ed, South-Western:
Thomson Learning.
6. Anderson, C. H. and Vincze, J. W. (2004), Strategic Marketing Management 2nd Ed,
Boston: Houghton Mifflin.
7. Baker, M. J. (2000), Marketing Strategy and Management, Palgrave McMillan.

Page 60 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
ENTREPRENEURSHIP
CO1 3 2 1 1 2 1 3 - - - -
MARKETING FOR

CO2 2 3 1 2 2 3 3 - - - -
MBA616

CO3 2 3 2 3 1 3 3 - - - -

CO4 3 2 1 2 3 3 3 - - - -

CO5 2 3 2 3 2 2 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 61 of 196
 MBA617: LEGAL AND GOVERNMENT POLICY CONSIDERATIONS
IN NEW ENTERPRISE

Course Code: MBA617 Credits: 4

Course Objective:
This course aims at imparting knowledge and developing skills necessary for developing a
legal strategy, understanding of business laws, introduction to contract drafting, issues in
legal compliance and negotiations, and understanding the context of government policy for
starting a new enterprise.

Course Outcomes:
After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Analyze the legal frameworks governing new
CO1 enterprises to formulate effective business L4: Analyzing
strategies.
Evaluate government policies impacting new
CO2 L5: Evaluating
ventures and devise compliance mechanisms.
Demonstrate an understanding of corporate taxation
CO3 laws and their implications for business decision- L2: Understanding
making.
Apply knowledge of investment regulations to
CO4 negotiate investment transactions and manage L3: Applying
investor relations.
Develop strategies for navigating international
CO5 business environments while adhering to legal and L6: Creating
regulatory requirements.

UNIT I
Sole proprietorship as a business structure for new enterprise, one person Company,
Structuring a Partnership/LLP, Advantages of Company, Optimal structure for family
businesses. Non-profit businesses, Procedure and key issues in incorporation of a
trust/society/non-profit company. Tax benefits for a non-profit entity.
MSMED Act: Advantages of registration, money recovery procedures for start-ups,
Appointment of advisors, and remuneration models.

Page 62 of 196
Legal basis of tenders, Engineering Procurement Construction Contracts and Concession
Contracts, Legal compliances insisted by the Government for evaluating eligibility criteria of
bidders.

UNIT II
Raising Investment-Angel rounds, Venture Capital (VC) & Private Equity (PE) deals,
Financial and Strategic Investment, Steps in an investment transaction-negotiation, drafting
and legal strategy, conducting due diligence, understanding non-disclosure agreements
(NDAs), Exit issues in investment transactions, PIPES transactions, Strategic Investment and
Joint Ventures.

UNIT III
Accounting and record keeping for various forms of business entities, financial planning for a
business.
Corporate Taxation: Corporate Income tax, Minimum Alternate Tax (MAT), Taxation of
Software, tax on issue of capital (e.g. equity, bonus shares and convertible instruments),
Transfer pricing, Tax deduction at source (TDS).
Goods and Service Tax (GST), Indirect taxes: Introduction to GST, How to determine GST
applicability to a business entity, Dual GST, State GST, Central GST, Integrated GST, GST
Registration process.
Issues linked to tax strategy, Export and Import, Import and Export duties, Incentives for
Exporters.

UNIT IV
FDI Restrictions on foreign investors, FDI in different business structures, FDI in E-
Commerce, Bank accounts for foreigners and handling foreign exchange, Compliance and
Filing Requirements, Relaxation for foreign venture capital investors, negotiating exits with
foreign investors.
SEZs: Law relating to SEZs, Tax sops available to SEZs, Types of SEZs, comparison of
SEZs with EOUs (Export Oriented Units) and Software Technology Parks (STPs), Insurance:
Regulation of Insurance Sector, Mutual Funds working and introductory Fund structuring.

References:
1. Marisa Anne Pagnattaro, Daniel R. Cahoy, Julie Manning Magid, O. Lee Reed & Peter
J. Shedd. The legal and Regulatory Environment of Business. McGraw Hill.

Page 63 of 196
2. Daniel Albuquerque. Legal Aspects of Business. Oxford Higher Education.
3. K.R. Bulchandani, Business Law for Management, Himalaya Pub. House.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 2 1 3 2 1 2 3 - - - -
POLICY CONSIDERATIONS IN
LEGAL AND GOVERNMENT

NEW ENTERPRISE

CO2 1 3 2 1 2 1 3 - - - -
MBA617

CO3 2 1 3 2 3 2 3 - - - -

CO4 3 1 2 3 1 2 3 - - - -

CO5 3 2 2 2 1 3 3 - - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 64 of 196
 GROUP B: FINANCE

MBA621: FINANCIAL STATEMENT ANALYSIS

Course Code: MBA621 Credits: 4

Course Objective:
This course is designed to prepare students to interpret and analyse financial statements
effectively.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the framework for preparing financial
CO1 statements and the fundamental role of different L2: Understanding
accounting information.
Calculate, analyze and interpret different accounting
CO2 ratios from the information provided in financial L3: Applying
statements.
Determine the role of different strategic and
accounting information in financial statements in the
CO3 L3: Apply
valuation of business entities and their claims on their
assets.
Deconstruct the financial information to assess the
CO4 L4: Analysing
position of the entities and predict future trends.
Investigate financial statements to conduct the
CO5 valuation of entities’ equity and debt and make L5: Evaluating
financial and investing decisions.

UNIT I
Introduction and foundation for effective financial statement analysis- Form of the financial
statements, IFRS framework for the preparation and presentation of financial statements, an
overview of financial statement analysis, basis and techniques of analysis: cross-sectional and
time series analysis. Users and sources of financial information.

UNIT II
Analysis of financing activities, analysis of investing activities: accounting for the long-term,
short-term and intangible assets. Analysis of operating activities, Analysis of cash flow

Page 65 of 196
statement, (relation between cash flow from operating, investing and financing activities),
cash forecasting (short term and long term).

UNIT III
Short-term liquidity analysis: working capital analysis, operating activity analysis. Solvency
analysis: capital structure measures for solvency analysis, asset-based measures of solvency
analysis, asset-based measures of solvency, and earnings coverage. Analysis of profitability,
analysis of growth (changes in profitability) as well as sustainable earnings.

UNIT IV
Prospective analysis (short- and long-term forecasting), equity analysis and valuation:
earnings persistence, cash flow-based valuation approach, earning-based valuation.
Accounting analysis and valuation- Creating accounting value, economic value added and
determining accounting as well as earnings quality (detecting accounting, transaction
manipulation, disclosure quality, quality of earnings and cash flow forecasts).

References:
1. Bernstein, Leopold A., Financial Statement Analysis, McGraw-Hill International.
2. Foster, George. Financial Statement Analysis, Prentice Hall.
3. Penman, Stephen H. Financial Statement Analysis and Security Valuation, McGraw-
Hill International.
4. Stickney, Clyde P. and Brown, Paul R. Financial Reporting and Statement Analysis,
The Dryden Press.
5. Subramanyam, K.R. and Wild, John J. Financial Statement Analysis, McGraw-Hill
International.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 - - - - - - 2 - - -
STATEMENT
FINANCIAL

CO2 3 2 - - - - - 2 - - -
ANALYSIS
MBA621

CO3 3 2 - - - - - 3 - - -

CO4 3 3 - - - - - 3 - - -

CO5 3 3 - - 2 - - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 66 of 196
 MBA622: FINANCIAL ENGINEERING

Course Code: MBA622 Credits: 4

Course Objective:
This course aims at enabling students to understand and analyze investment problems and
develop their skills for the solution of these problems with the help of innovative financial
processes, instruments & strategies.

Course Outcomes:
After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the meaning and importance of financial
CO1 L2: Understanding
engineering.
CO2 Perform accounting treatment of derivatives. L3: Applying
CO3 Apply the various financial engineering techniques. L3: Applying
Analyze the landscape of financial engineering in
CO4 L4: Analysing
India.
Develop financial products and strategies for
CO5 L6: Creating
managing risk.

UNIT I
Understanding meaning and need of financial engineering-financial engineering vis a vis
financial analysis, factors leading to increasing need for financial engineering, financial
engineering in India- derivatives and futures markets, features of financial derivatives, types
of financial derivatives.

UNIT II
Product development and strategies of product development, objective, design and testing,
pricing and valuation of future and forwards, pricing and valuation of swaps, interest rate
swaps, currency swaps, commodity swaps, options: call and put options, payoff profiles,
option strategies, arbitrage restrictions on option prices, hedging approaches with options,
equity related instruments- options, warrants, subscription rights, investment vehicle, index
futures and options, foreign equities, treasury bond and notes futures.

Page 67 of 196
 UNIT III
Emerging instruments, concepts, and issues- assets and liabilities management, securitization,
asset-backed securities, mortgage-backed securities, corporate restructuring and leverage
buyouts/ management buyouts, value at risk (VAR).

UNIT IV
Hybrid securities, credit derivatives, options on debt instruments, exotic options, synthetic
instruments, and issues related to the accounting treatment of derivatives, corporate risk
management- planning and controlling reasons for hedging, cash flow hedges and value
hedges, capital structure, and hedging

References:
1. Dubofsky, D.A., Derivatives, Oxford University Press.
2. Gupta, S.L., Financial Derivatives, Prentice Hall Inc.
3. Hull, J.C., Options, Futures and Other Derivatives, Prentice Hall Inc.
4. Marchall, J.F., Bansal, V.K., Financial Engineering, Prentice Hall Inc.
5. Neftci, S. N., Financial Engineering, Elsevier Academic Press, California.
6. Varma, J. R., Derivatives and Risk Management, Tata Mcgraw Hill.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 3 - - 1 - - 3 - - -
ENGINEERING
FINANCIAL

CO2 3 3 - - 1 - - 3 - - -
MBA622

CO3 3 3 - - 3 - - 3 - - -

CO4 3 3 - - 3 - - 3 - - -

CO5 3 3 - - 3 - - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 68 of 196
 MBA623: MANAGEMENT OF FINANCIAL SERVICES

Course Code: MBA623 Credits: 4

Course Objective:
The course aims at acquainting the students with the developments in the areas of financial
services and developing their skills to manage financial services.

Course Outcomes:
After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
Students will able to understand the evolution, services
CO1 provided and regulatory frameworks governing the L2: Understanding
financial institutions.
Students will be able to apply financial management
CO2 techniques in practical scenarios to make informed L3: Applying
financial decisions.
Students will gain the ability to analyze different
CO3 funding mechanisms and financial instruments used by L4: Analysing
financial services companies.
Students will be able to evaluate roles and functions of L5: Evaluating
CO4
various financial institutions in India.
Students will be able to design innovative financial
CO5 solutions to address specific needs and challenges in L6: Creating
the Indian financial market.

UNIT I
Evaluation and role of financial services companies in India, evolution of NBFC’s services
provided, comparison with banks, categories of NBFC’s (industry structure in India, sources
of finance: funding strategies, public deposits, bank borrowing ICD), CP, innovative sources
of financing, evolution, regulation and management of microfinance institutions,
securitization concept- securitization as a funding mechanism, mortgages traditional and non-
traditional, securitization in India, merchant banking- nature and scope, regulation of
merchant banking activity, SEBI guidelines for public issues, leasing- introduction, growth
and types, leasing and hire-purchase, leasing as a tax planning instrument, recent

Page 69 of 196
developments relating to leasing industry in India, underwriting -concept, SEBI regulations,
recent developments.

UNIT II
Introduction to equipment leasing-introduction, history and development of leasing, concept
and classification, types of leases, advantages, disadvantages, evolution of Indian leasing
industry, leasing and commercial banking sector, product profile, legal aspects of leasing,
lease documentation, lease agreement, tax aspects of leasing income tax aspects, sale tax
aspects, lease evaluation- the lessee’s angle, the lessor’s angle, negotiating lease rentals, lease
accounting and reporting: Ind AS 17 and 116, form vs. substance debate, hire purchase-
concept, characteristics, mathematical evaluation, legal, tax and accounting aspects, mutual
funds- evolution, types, regulation of mutual funds, organization, structure, performance
evaluation, design and marketing of mutual fund schemes, analysis, and tax treatment of MF
schemes, MF in India.

UNIT III
Credit rating- concept, process, methodology, SEBI regulations for credit rating, consumer
finance-role of consumer credit in the financial system, features, mathematics and legal
framework, credit screening methods, innovative structuring of consumer credit transactions,
product mix, credit cards- concept, types, billing and payment, settlement procedure,
mechanism of transactions, member establishments, member affiliates, the concept of
international electronic payments network, insurance- definition, classification, principles of
insurance, rights and obligations of parties.

UNIT IV
Factoring- concept forms, functions of factor, legal aspects, evaluation of factoring, the report
of the study group for examining introduction of factoring services in India, venture capital-
nature and scope, regulatory environment, V.C. investment process, evaluation criteria,
limitations, V.C. in India, real estate investment- risk and return profile, forms of real estate
investment, concept, sources, housing finance- introduction, H.F. scheme in India,
characteristics of H.F. business, procedure for loan disbursement by H.F.C.S., legal
framework, evaluating and structuring H.F. transactions.

References:
1. Bansal, L.K., Merchant Banking and Financial Services, Tata McGraw Hill.

Page 70 of 196
2. Khan, M.Y., Management of Financial Services, Tata McGraw-Hill.
3. Padmalatha, S., Management of banking and financial services, Sultan Chand and Sons.
4. Rose, P. S. and Hudgins, S. C., Bank management and financial services, Tata McGraw
Hill.
5. Shanmugham R., Financial Services, Wiley India Pvt. Ltd.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/ Program Specific

Outcomes (PSOs)

Course Program Specific Outcomes

Course Course Program Outcomes (POs)
Outcomes (PSOs)
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
FINANCIAL SERVICES

CO1 3 3 - - - - - 3 - - -
MANAGEMENT OF

CO2 3 3 - - - - - 3 - - -
MBA623

CO3 3 3 - - - - - 3 - - -

CO4 3 3 - - - - - 3 - - -

CO5 3 3 - - - - - 3 - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 71 of 196
 MBA624: INVESTMENT MANAGEMENT

Course Code: MBA624 Credits: 4

Course Objective:
The purpose of this course is to acquaint students with the theoretical and practical aspects of
investment analysis, security selection and portfolio management purposes.

Course Outcomes:
After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
Understand the concept and meaning of investment,
CO1 the investment process and various investment L2: Understanding
schemes.
CO2 Assess the risk associated with investments. L4: Analysing
Evaluate different securities, security analysis process,
CO3 derivatives markets, and portfolio management L5: Evaluating
process.
Conduct an analytical study like security calculations
CO4 and evaluations of investment schemes and other L6: Creating
financial products.
Manage investment portfolios and make informed
CO5 L6: Creating
investment decisions.

UNIT I
Investment background- Meaning and avenues of investment, global investment choices,
measures of risk and return, determinants of required rates of return, relationship between
risk and return, Asset allocation decision- individual investor life cycle, the portfolio
management process, the importance of asset allocation.

UNIT II
Organization and functioning of financial markets in India- Primary capital markets,
secondary markets, financial intermediaries, securities trading, securities settlement, and
regulation.
Valuation principles and practices- Value of financial statement analysis, theory of valuation,
security valuation process, valuation of alternative investments, relative valuation techniques.

Page 72 of 196
 UNIT III

Analysis and management of common stock- Macro-analysis and micro-analysis of the stock
market, industry analysis, company analysis and stock valuation, technical analysis, equity
portfolio management strategies.
Analysis and management of fixed income securities- Bond fundamentals, the analysis and
valuation of bonds, bond portfolio management strategies.

UNIT IV
Derivative security analysis- Overview of derivative markets, investing with derivative
securities, forward and futures contracts, option contracts, swap contracts, convertible
securities, and other embedded derivatives.
Specification and evaluation of asset management- Professional money management
companies, investing in alternative asset classes (hedge funds), evaluation of portfolio
performance, performance measurement techniques, measures and extensions, evaluation of
bond portfolio performance, reporting investment portfolio performance.

References:
1. Alexander, G.J., Sharpe, W.F. and Bailey, J.V., Fundamentals of Investments, Prentice
Hall.
2. Bodie, Z., Kane, A., Marcus, A.J. and Mohanty, P., Investments, Tata McGraw-Hill
Publishing Company Limited.
3. Chandra, P., Investment Analysis and Portfolio Management, Tata McGraw-Hill
Publishing Company Limited.
4. Fabozzi, F.J. and Markowiz, H.M., The Theory and Practice of Investment
Management: Asset Allocation, Valuation, Portfolio Construction, and Strategies,
Wiley.
5. Mayo, H.B., Investments: An Introduction, Thomson Asia Pte. Ltd.
6. Reilly, F.K. and Brown, K.C., Investment Analysis and Portfolio Management,
SouthWestern College Publishing.
7. Mapping of Course Outcomes(COs) with Program Outcomes (POs)/ Program Specific
Outcomes (PSOs)

Page 73 of 196
 Course Program Specific Outcomes
Course Course Program Outcomes (POs)
Outcomes (PSOs)
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
CO1 3 3 3 - 2 1 - 3 - - -

MANAGEMENT
INVESTMENT
CO2 3 3 3 - 2 1 - 3 - - -
MBA624

CO3 3 3 3 - 2 1 - 3 - - -
CO4 3 3 3 - 2 1 - 3 - - -
CO5 3 3 3 3 2 3 - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 74 of 196
 MBA625: MANAGEMENT CONTROL SYSTEMS

Course Code: MBA625 Credits: 4

Course Objective:
The objective of this course is to allow students to gain knowledge, develop insight and
analytical skills related to design and implementation of management systems.

Course Outcomes:
After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)

Describe the interrelationship among strategic

planning, management control, and operational
CO1 L2: Understanding
control, emphasizing the importance of informal
management controls.

Demonstrate the management control process by

engaging in strategic planning, budget preparation,
CO2 L3: Applying
and performance measurement, integrating
interactive control for effective decision-making.

Analyse the structure of management control,

including types of responsibility centers and
CO3 L4: Analysing
methods of transfer pricing, to assess the
effectiveness of organizational delegation.

Evaluate the applications of management control

systems in various contexts, such as management
CO4 compensation, differentiated strategies, and ethical L5: Evaluating
considerations in multinational corporations and
non-profit organizations.

Synthesize the concepts of management control in

service organizations and non-profit organizations,
CO5 L6: Creating
analysing their unique challenges and strategies for
effective control implementation.

Page 75 of 196
 UNIT I
Management control system: basic concepts, boundaries, understanding strategies, behaviour
in organizations, inter-relationship among strategic planning, management control and
operational control, responsibility accounting, importance of informal management controls.

UNIT II
Structure of management control: need for delegation, types of responsibility centers,
organizational structure of responsibility centers, revenue and expense centers, profit centers,
measuring and controlling assets employed, objectives and methods of transfer pricing,
pricing corporate services and administration of transfer prices.

UNIT III
Management control process: strategic planning, analysis of new and ongoing programmes,
strategic planning process, implementing radical process and product innovation strategy,
programming and budgeting, budget preparation process, performance measurement systems,
interactive control, analyzing financial performance reports.

UNIT IV
Applications of management control systems: management compensation, controls for
differentiated strategies, control in service organizations, control in non-profit organizations,
management control in multinational and multi project corporations, management control
related ethical issues.

References:
1. Anthony, R.N. and Govindrajan, V., Management Control Systems, Tata McGraw-Hill.
2. Ghosh, N., Management Control Systems, Prentice Hall of India.
3. Merchant, K.A., Modern Management Control Systems: Text and Cases, Pearson
Education Inc.
4. Merchant, K. and Van-der-Stede, W.A., Management Control Systems: Performance,
Evaluation and Incentives, Prentice Hall.
5. Simons, R., Performance Measurement and Control Systems for Implementing Strategy
Text and Cases, Prentice Hall.

Page 76 of 196
Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
MANAGEMENT CONTROL

CO1 3 2 2 1 2 2 - 3 - - -

CO2 3 3 2 1 2 2 - 3 - - -
SYSTEM
MBA625

CO3 3 3 2 1 2 2 - 3 - - -

CO4 3 2 2 1 2 2 - 3 - - -

CO5 3 3 2 1 2 2 - 3 - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 77 of 196
 MBA626: PROJECT PLANNING, ANALYSIS AND MANAGEMENT

Course Code: MBA626 Credits: 4

Course Objective:
The objective of this course is to promote a sound understanding of the theory and practice of
project management. More specifically it introduces students to the purpose, principles,
problems and challenges, concepts, techniques, and practices of project management and its
various facets; impart skills in project planning, execution and control methods; introduce
students to project management software and applications.

Course Outcome:
After the completion of the course, students will be able to:
Course
Bloom’s Taxonomy
Outcomes Statement/Description
Level
(CO)
Understand the theory and practice of project
management, financial aspects of project financing in
CO1 L2: Understanding
India and project appraisal procedures
comprehensively.
Apply multi-faceted approaches to plan, evaluate and
manage and control capital budgeting projects,
CO2 L3:Applying
considering decision-making levels, and resource
allocation frameworks.
Analyse market and demand dynamics, conduct
CO3 technical analysis, and perform financial analysis of L4: Analysing
projects,
Evaluate risk in project management through various
techniques such as sensitivity analysis, scenario
CO4 L5: Evaluating
analysis, Monte Carlo simulation, and decision tree
analysis.
Create effective project schedules and network plans
CO5 including preparation of financial statements and cash L6: Creating
flow projections.

UNIT I
Planning and analysis overview: phases of capital budgeting, levels of decision making,
resource allocation framework, key criteria for allocation of resource, elementary investment
strategies, portfolio planning tools, strategic position and action evaluation, aspects relating to
conglomerate diversification, interface between strategic planning and capital budgeting,

Page 78 of 196
generation and screening of project ideas: generation of ideas, monitoring the environment,
regulatory framework for projects, corporate appraisal, preliminary screening, project rating
index, sources of positive NPV, qualities of a successful entrepreneur, porter model for
estimation of profit potential of industries.

UNIT II
Market and demand analysis: situational analysis and specification of objectives, collection of
secondary information, conduct of market survey, characterization of the market, demand
forecasting, market planning, technical analysis: study of material inputs and utilities,
manufacturing process and technology, product mixes, plant capacity, location and site,
machinery and equipment, structures and civil works, project charts and layouts, work
schedule.
Financial analysis: estimation of cost of project and means of financing, estimates of sales
and production, cost of production, working capital requirement and its financing, estimates
of working results, projected cash flow statement, projected balance sheet. project cash flows,
basic principles of measurement of cash flows, components of the cash flow streams, viewing
a project from different points of view, definition of cash flows by financial institutions and
planning commission, biases in cash flow estimation, appraisal criteria (net present value,
benefit cost ratio, internal rate of returns urgency, payback period, and accounting rate of
returns), investment appraisal in practice.

UNIT III
Types and measure of risk: simple estimation of risk, sensitivity analysis, scenario analysis,
Monte Carlo simulation, decision tree analysis, selection of project, risk analysis in practice,
special decision situations: choice between mutually exclusive projects of unequal life,
optimal timing decision, determination of economic life, inter-relationships between
investment and financing aspects, inflation and capital budgeting, analysis of firm and market
risk: portfolio theory and capital budgeting, capital asset pricing model, estimation of key
factors, CAPM and capital budgeting, social cost benefit analysis (SCBA): rationale for
SCBA, UNIDO and Little-Mirrlees approach to SCBA, multiple projects and constraints:
constraints, methods of ranking, mathematical programming approach, linear programming
model.

UNIT IV
Project financing in India: means of finance, norms and policies of financial institutions,
SEBI guidelines, sample financing plans, structure of financial institutions in India, schemes

Page 79 of 196
of assistance, term loans procedures, project appraisal by financial institutions, project
management: forms of project organisation, project planning, project control, human aspects
of project management, prerequisites for successful project implementation, network
techniques for project management, development of project network, time estimation,
determination of critical path, scheduling when resources are limit, PERT and CPM models,
network cost system, project review and administrative aspects: initial review, performance
evaluation, abandonment analysis, administrative aspects of capital budgeting, evaluating the
capital budgeting system of an organisation.

References:
1. Chandra, P., Project Planning: Analysis, Selection, Implementation, and Review, Tata
McGraw Hill.
2. Esty, B. C., Modern Project Finance: A Case Book, John Wiley, and Sons
3. Gatti, S., Project Finance in Theory and Practice: Designing, Structuring, and
Financing Private and Public Projects, Academic Press.
4. Little, I.M.D. and Mirrlees, J.A., Project Appraisal and Planning for Developing
Countries, Oxford, and IBH Publishing Co.
5. Nevitt, P.K. and Fabozzi, F.J., Project Financing, Euro money Books.
6. Raghuram, G., R. Jain, S. Sinha, P. Pangotra and S. Morris, Infrastructure Development
and Financing: Towards a Public-Private Partnership, Macmillan.
7. UNIDO, Guidelines for Project Evaluation, Oxford and IBH Publications.
8. Benjamin, E. C., Modern Project Finance: A Case Book, John Wiley and Sons, Inc.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 1 - - - - - 3 - - -
PROJECT PLANNING,

MANAGEMENT
ANALYSIS AND

CO2 3 2 - - - - - 3 - - -
MBA626

CO3 3 2 - - - - - 3 - - -

CO4 3 3 - - - - - 3 - - -

CO5 3 3 - - - - - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 80 of 196
 MBA627: CORPORATE TAX PLANNING

Course Code: MBA627 Credits: 4

Course Objective:
The course aims to develop an understanding of issues related to taxation for corporate
entities vis-à-vis management decision-making to facilitate constructive planning of tax
liability.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the concepts related to corporate tax,
CO1 L2: Understanding
residential status of companies and tax management.
Identify the tax management strategies in different
CO2 L3: Applying
forms of businesses.
Deconstruct tax planning strategies of companies
CO3 L4: Analysing
after restructuring.
Assess different managerial decisions in light of tax
CO4 L5:Evaluating
considerations.
Estimate the tax liabilities of companies based on tax
CO5 L6: Creating
provisions.

UNIT I
Introduction to corporate taxation-importance of tax planning as a management decision,
minimizing tax liability-tax evasion, tax avoidance and tax planning, objectives and basis of
tax planning, key terms related to tax assessment of companies-Indian Company, domestic
company, foreign company, investment company, residential status of a company, scope of
total income, carry forward and set off of losses, minimum alternative tax, provisions related
to tax assessment of companies, tax assessment rates and exemption limits for companies.

UNIT II
Tax planning for different entities-tax provisions for new businesses-export houses, industrial
undertakings and infrastructure development undertaking, SEZs, business in special category
states, hotel industry, telecom industry, entertainment industry, IT, power, shipping and
aircraft, oil and minerals, venture capital fund, mutual funds, insurance, construction, and
retail business, related tax deduction allowed to respective industries.

Page 81 of 196
 UNIT III
Tax planning vis-à-vis managerial decisions-Capital structure decisions in wake of tax
planning, provisions related to tax on dividend and deductions allowed, tax planning through
bonus shares, lease or buy decisions, make or buy decision, repair/renewal or replacement
decision, tax planning through employees’ remuneration-fringe benefit of tax, ESOPs.

UNIT IV
Emerging issues in tax planning-business restructuring and tax planning-tax and relief
provisions under merger, amalgamation, acquisition, demerger, double taxation relief
bilateral and unilateral relief, various related provisions, and provisions related to advance tax
computation and payment procedure, tax deduction at source-tax on salary, interest, dividend,
interest other than interest on securities, winning from lottery, games, etc, insurance
commission and related provisions for deductions.

References:
1. Ahuja, G., Gupta, R., Corporate Tax, Bharat Law House.
2. Lakhotia, R.N., & Lakhotia, S., Corporate Tax Planning Handbook, Vision Books.
3. Singhania, V.K., Singhania, M., Corporate Tax Planning and Business Tax Procedures,
Taxmann.
4. Ahuja, G., Gupta, R., Simplified Approach To Corporate Tax Planning & Management,
Commercial Law Publishers(India) Pvt. Ltd.
5. Bhandari, N., Ojha, A., Handbook of Corporate Taxation, Tax Publisher
6. Karayan, J., Strategic Corporate Tax Planning, Wiley Finance.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 - - - - - - 2 - - -
CORPORATE TAX
PLANNING

CO2 3 3 2 - - - - 2 - - -
MBA627

CO3 3 3 - - 2 - - 3 - - -

CO4 3 3 - - 2 - - 3 - - -

CO5 3 3 - - 3 - - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 82 of 196
 GROUP C: INFORMATION TECHNOLOGY & OPERATIONS
MANAGEMENT

MBA631: MOBILE COMMERCE

Course Code: MBA631 Credits: 4

Course Objective: To introduce students to the new technologies, applications, services and
business models of M-Commerce.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand mobile commerce and various business
CO1 L2: Understanding
models of operation in mobile commerce.
CO2 Evaluate various wireless protocols and architectures. L5: Evaluating
Analyze various security operations and features in L4: Analyzing
CO3
mobile commerce.
CO4 Evaluate various mobile commerce services L5: Evaluating
Evaluate the mobile commerce landscape and history
CO5 L5: Evaluating
within the Indian context.

UNIT I
M-commerce: introduction to m-commerce, forces behind the m-commerce revolution,
special features of m-commerce, m-commerce value chain: introduction, infrastructure
equipment vendors software vendors, content vendors-user fee business models, shopping
business models, marketing business models, improved efficiency models, advertising
business models, revenue-sharing business models, content aggregators, mobile network
operators, mobile portals, third-party billing and payment providers, mobile device
manufacturers, wireless applications service providers (WASPs)

UNIT II
Mobile communications: historical perspective, basic architecture basic multiplexing
schemes, separating uplink and downlink traffic, 2G landscape, 3G technology, transition
toward 3G-GSM migration, TDMA migration, PDC migration, CDMA one migration,
Page 83 of 196
mobile internet: introduction, TCP/IP on a mobile network, mobile IP: routing packets to
mobile nodes, TCP wireless application protocol, overview of the WAP architecture, WAP
gateway and legacy protocol stack, operating without a WAP gateway, the wireless
application environment, the WAP usability.

UNIT III
Mobile security: the role of cryptography, secret key cryptography, GSM’s sim-based
authentication, public key cryptography, digital signatures, certificate authorities, combining
public and secret key cryptography, message authentication codes, mobile payment: mobile
payment standardization efforts, different mobile payment scenarios, mobile banking.

UNIT IV
Mobile commerce services: mobile portals, voice portals, mobile information services,
mobile directory services, mobile banking and trading, mobile e-tailing and e-ticketing,
mobile entertainment, mobile business applications and services next-generation m-
commerce: next-generation m-commerce scenarios, personalization-3GPP’s personal service
environment, location-based services positioning solutions: handset-based positioning
solutions, network-based positioning solutions, fragmented landscape mobile policy: India
telecom policy, mobile policy implications, wireless spectrum auctions.

References:
1. Mennecke, B. and Strader, T., Mobile Commerce: Technology, Theory andApplications,
IGI Publishing Hershey, PA, USA.
2. Nansi, S., Mobile Commerce Applications, Idea Publishing Group.
3. Norman, S., M-Commerce: Technologies, Services, and Business Models, John Wiley
&Sons.
4. Louis, P.J., M-Commerce Crash Course: The Technology and Business of
NextGeneration Internet Services, Tata McGraw-Hill Professional.

Page 84 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)
Program Specific Outcomes
Course Program Outcomes (POs)
Course Course (PSOs)
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PO7* PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 - - - - - - - 3 - -
MOBILE COMMERCE

CO2 3 1 - - - - - - - 3 - -
MBA631

CO3 3 - - - - - - - - 3 - -

CO4 3 - - - - - - - - 3 - -

CO5 3 - - - - - - - - 3 - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 85 of 196
 MBA632: PRODUCT INNOVATION IN TECHNOLOGY BUSINESS

Course Code: MBA632 Credits: 4

Course Objective:
The primary objective of this course is to equip students with a comprehensive understanding
of manufacturing systems, production strategies, and technological innovations in the
manufacturing industry.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Analyze and apply various product innovation strategies
CO1 within the context of technology business, including L4: Analysing
design thinking, lean innovation, and open innovation.
Identify and assess current market trends and emerging
technologies relevant to the technology business sector,
CO2 L4: Analysing
enabling them to make informed decisions in the product
innovation process.
Conceptualize, design, and create prototypes for
innovative products within the technology business
CO3 L6: Creating
domain, utilizing tools and methodologies such as rapid
prototyping, 3D printing, and virtual simulations.
Understand the importance of sustainable and ethical
practices in product innovation and to be able to
CO4 incorporate environmentally friendly and socially L5:Evaluating
responsible elements into their product development
processes.
Develop the ability to work collaboratively in cross-
functional teams, understanding the diverse perspectives
CO5 and expertise needed for successful product innovation L6: Creating
in technology businesses with the emphasis on effective
communication, teamwork, and leadership skills.

UNIT I
Production function: production function & the organization, five Ps of production,
production strategy, planning & controlling the operations - product selection linking the
product with marketing, planning the operation, setting up production system, controlling the
production, manufacturing system design: organization of manufacturing operation, job batch

Page 86 of 196
and flow production methods, group technology - coding composite component, product flow
analysis, group technology and just-in-time.

UNIT II
Just-in-time manufacturing: JIT manufacturing, people involvement, total quality control,
advantage of JIT manufacturing, elements that support JIT flow, the kanban system
optimized production technology (OPT.)manufacturing & service strategies: manufacturing
as a competitive advantage, corporate strategy & manufacturing strategy, production planning
and inventory control in manufacturing strategy.

UNIT III
Theory of constraints & synchronous manufacturing: introduction, theory of constraints, the
goal of performance measures, synchronous manufacturing, speed to market, bench marking,
simultaneous engineering, reverse engineering. technology audit, strategic alliances.

UNIT IV
Technological innovation in manufacturing: automated design support, computer numerical
control (CNC) machines, computer aided manufacturing (CAM), flexible manufacturing
system (FMS), computer integrated manufacturing (CIM), artificial intelligence (AI),
automation in services.

References:
1. Dilworth, J.B., Production & Operations Management, McGraw-Hill.
2. Narasimhan, S.L., Mcleavey, D.W. and Billington, D.W., Production Planning &
Inventory Control, Prentice Hall of India.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
PRODUCT INNOVATION

CO1 3 1 1 1 2 1 - - 3 - -
IN TECHNOLOGY

CO2 3 2 3 2 3 2 - - 3 - -
BUSINESS
MBA632

CO3 3 3 2 3 2 2 - - 3 - -

CO4 2 3 3 1 2 3 - - 3 - -

CO5 3 2 1 2 3 2 - - 3 - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 87 of 196
 MBA633: BUSINESS PROCESS RE-ENGINEERING

Course Code: MBA633 Credits: 4

Course Objective:
The primary objective of this course is to provide students with a comprehensive
understanding of business process reengineering, covering its definition, key principles, and
practical application in organizational settings.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Identify and critically analyze existing business
processes within an organization and evaluate the
CO1 L3: Applying
efficiency, effectiveness, and alignment of processes with
organizational goals.
Develop and implement strategic improvements to
business processes which include the ability to redesign
CO2 L4: Analysing
workflows, streamline operations, and introduce
innovative technologies to enhance overall efficiency.
Assess the impact of business process re-engineering on
the entire organization which includes understanding
CO3 L5:Evaluating
how changes may affect various departments,
stakeholders, and the overall business ecosystem.
Acquire the knowledge and skills to leverage modern
technologies in the context of business process re-
engineering which includes identifying suitable
CO4 L5:Evaluating
technological solutions, understanding their
implementation, and maximizing their potential to
enhance business processes.
Understand the strategies for managing organizational
change associated with business process re-engineering,
CO5 and the importance of communication, stakeholder L6: Creating
engagement, and training to successfully implement and
sustain process improvements.

Page 88 of 196
 UNIT I
Definition of reengineering, time for reengineering, why business process start to fail,
explanation of change theory, reengineering mission and scope, reengineering cost, survival
and growth strategies, rethinking business processes.

UNIT II
The new world of work, the enabling role of information technology, perspectives on the
customer, understanding markets, customer research within markets, service and
specifications from the customer, insights from customer analysis.

UNIT III
Understanding the influences in the background, perspectives on the background, dynamic
nature of the industry, competitive intelligence: Bringing the background into focus, mapping
the way work gets done, identifying areas for improvement.

UNIT IV
Planning for change, refined mission and scope, design options and alternatives, filling in the
line details, mapping the new process, developing business policies, information channels and
communications, feedback for continuous improvement, implementing system and structural
changes, selecting the right frame, the horns of the downsizing dilemma, maximizing the
chances for reengineering success, resistance to change, the transition process, revitalizing
the organization for long term durable change, reengineering experience.

References:
1. Dey, B.R., Business process Reengineering & Change Management, Dreamtech Press
Edition.
2. Hammer, M. and Champy, J., Reengineering the Corporation - A manifesto for business
resolution, Nicholas Brealey Publishing Limited, London.
3. Jawadekar, W.S., Redesigning the business organization, Tata McGraw Hill Publishing
Company Limited.
4. Kerin, F.C., Father, J.J. and Lynch, R.L., Corporate Renaissance.
5. Lowenthal, J.N., Reengineering the organization McGraw-Hill Higher Education.

Page 89 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
BUSINESS PROCESS

CO1 3 2 1 1 2 1 - - 3 - -
RE-ENGINEERING

CO2 2 3 1 3 3 2 - - 3 - -
MBA633

CO3 3 2 2 3 3 1 - - 3 - -

CO4 2 3 2 1 2 2 - - 3 - -

CO5 3 2 1 2 2 3 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 90 of 196
 MBA634: SYSTEMS ANALYSIS AND DESIGN

Course Code: MBA634 Credits: 4

Course Objective:
The objective of the course is to understand the tools and techniques of data capturing,
storing and disseminating for efficient working of organization.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the uses and needs of different forms of
CO1 L2: Understanding
information in management.
CO2 Apply different forms of system design. L3: Applying
Evaluate different information-gathering systems at
CO3 various levels of management for operational, tactical, L5: Evaluating
and strategic purposes.
CO4 Evaluate various forms of database design L5: Evaluating
Analyzing various information security and audit
CO5 L4: Analyzing
systems

UNIT I
Data and information: types of information: operational, tactical, strategic and statutory : why
do we need information systems, management structure, requirements of information at
different levels of management, functional allocation of management, requirements of
information for various functions, qualities of information, small case study, systems analysis
and design life cycle: requirements determination, requirements specifications, feasibility
analysis, final specifications, hardware and software study, system design, system
implementation, system evaluation, system modification, role of systems analyst, attributes of
a systems analyst, tools used in system analysis.

UNIT II
Information gathering: strategies, methods, case study, documenting study, system
requirements specification, from narratives of requirements to classification of requirements
as strategic, tactical, operational and statutory, example case study, feasibility analysis:

Page 91 of 196
deciding project goals, examining alternative solutions, cost–benefit analysis : quantifications
of costs and benefits, payback period, system proposal preparation for managements, parts
and documentation of a proposal, tools for prototype creation, tools for systems analysts: data
flow diagrams: case study for use of DFD, good conventions: leveling of DFDs leveling
rules, logical and physical DFDs, software tools to create DFDs.

UNIT III
Structured systems analysis and design: procedure specifications in structured English:
examples and cases, decision tables for complex logical specifications, specification oriented
design vs. procedure oriented design, data oriented systems design: entity relationship model
: E-R diagrams, relationships cardinality and participation, normalizing relations, various
normal forms and their need, some examples of relational data base design.

UNIT IV
Control audit and security of information systems: audit and security of information systems,
why controls are needed, objectives of control, techniques used in control, auditing
information systems, auditing around, through and with the computer, testing information
systems, types of tests, how to generate tests, security of information systems, disaster
recovery, business process continuity, systems analysis and design in the era of electronic
commerce: B2B, B2C and C2C e-commerce, advantages and disadvantages of e-commerce,
e-commerce system architecture: physical networks, logical network, world wide web, web-
services – html, XML, electronic data interchange: EDI standards – virtual private networks –
XML and EDI, complete system analysis and design case studies.

References:
1. Dennis, A., Wixom, B.H. and Rogh, R.H., Systems Analysis & Design, John Wiley &
Sons.
2. Hoffer, J.A., Joey, F. G. and Valacich, J.S., Modern Systems Analysis and Design,
Pearson Education.
3. Kendall, K. and Kendall, J., Systems Analysis and Design, Pearson Education.
4. Valacich, J.S., Joey, F. G. and Hoffer, J.A., Essentials of Systems Analysis and Design,
Pearson Education.

Page 92 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
SYSTEMS ANALYSIS (COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 - - - - - - - 3 - -
AND DESIGN

CO2 3 - - - - - - - 3 - -
MBA634

CO3 3 2 - - - - - - 3 - -

CO4 3 1 - - - - - - 3 - -

CO5 3 1 - - - - - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 93 of 196
 MBA635: ENTERPRISE RESOURCE PLANNING

Course Code: MBA635 Credits: 4

Course Objective:
The primary objective of this course is to provide students with a holistic understanding of
Enterprise Resource Planning (ERP) systems, covering their evolution, core modules,
implementation processes, and real-world case studies.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Develop a thorough knowledge of Enterprise Resource
CO1 Planning (ERP) systems, including their architecture, L3: Applying
components, and functionalities.
Acquire practical skills in planning and executing ERP
system implementations, considering factors such as
CO2 L4: Analysing
project management, customization, and integration with
existing organizational processes.
Analyze and optimize various business processes using
ERP systems, with a focus on enhancing efficiency,
CO3 L5:Evaluating
reducing operational costs, and improving overall
organizational performance.
Utilize data generated by ERP systems for strategic
decision-making which includes interpreting reports,
CO4 L5:Evaluating
identifying trends, and leveraging ERP analytics to
inform business strategy.
Understand ERP security measures and compliance
standards, and implement and maintain security protocols
CO5 L6: Creating
to safeguard sensitive data, ensuring that ERP systems
adhere to industry regulations and organizational policies.

UNIT I
Evolution of ERP, definition and ERP packages used- integrated management information,
business process re-engineering, data warehousing, supply chain management- MRP (1),
MRP (2), DRP, JIT.

Page 94 of 196
 UNIT II
ERP modules: finance, manufacturing, materials- quality benefits of ERP, reducing lead time,
reduction in cycle time- DRP markets, going ERP way, ERP evaluation criteria.

UNIT III
ERP implementation, role of consultants, vendors and users, implementation life cycle,
project planning- team training, end user training post implementation- implementation in
large scale organization.

UNIT IV
ERP bridging business and technology baan implementation (case study) ERP ware, future
direction of ERP, new business segments RAMCO marshal world class ERP- SAP R3 (case
studies).

References:
1. Garg, V.K. and Venkitakrishnan, R.K., ERPWARE & ERP Implementation framework,
Prentice Hall Inc.
2. Leon, A., Enterprise Resource Planning, Tata McGraw-Hill
3. Sadagopan, S., ERP: A Management Perspective, Tata McGraw Hill
4. Venkitakrishnan, R.K. and Garg, V.K., Enterprise resource planning (concepts and
practices, Prentice Hall Inc.
5. Wagner, M.E., Concepts in Enterprise resource planning, Cengage Learning, Inc

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
ENTERPRISE RESOURCE

CO1 3 2 1 1 2 1 - - 3 - -

CO2 3 3 2 3 2 2 - - 3 - -
PLANNING
MBA635

CO3 3 3 2 3 2 2 - - 3 - -

CO4 2 2 1 1 3 2 - - 3 - -

CO5 3 2 1 2 2 3 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 95 of 196
 MBA636: MANAGEMENT INFORMATION SYSTEM

Course Code: MBA636 Credits: 4

Course Objective:
The course has been designed to acquaint learners about the evolution of computer-based
Information Systems, basic computer hardware, software, and data concepts, the types of
information systems that are needed to support the various levels of a business enterprise, and
the process of analyzing, designing, and developing an information system.

Course Outcomes:
After the completion of the course, students will be able to:
Course
Bloom’s Level
Outcomes Statement/Description
(CO)
Understand working of Information System and apply
CO1 L3: Applying
it to different functional perspectives.
Synthesize the concept of enterprise applications and
CO2 L5:Evaluating
analyze management opportunities and challenges.
Gain proficiency in managing security and control of
CO3 L4: Analysing
Information System.
Create a plan to redesign the organizational business
CO4 process and design a Management Information L6: Creating
System to support the change.
Understand the opportunities and trends to design
CO5 L2: Understanding
framework for international Information System.

UNIT I
Introduction: Why Information System, Elements of Information System, perspectives and
contemporary approach to Information System, uses of Information System
Information System in the enterprise- Types of Information System in organization from
functional perspective and constituency perspective, integrating business processes
in Information System
Information System, Management and Strategy- Understanding impact of Information
System on organisation and decision-making, Management opportunities, challenges and
solutions.
Ethical and social issues related to Information System in digital firm, enhancing decision
making for digital firm: decisions making and decision support system (DSS), Group
Decision Support System (GDSS), Executive support in the enterprise.

Page 96 of 196
 UNIT II
Wireless revolution: wireless computing landscape, network and internet access, M
commerce and mobile computing, wireless technology in the enterprise, management
opportunities, challenges and solutions.
Security and control- System vulnerability and abuse, business value of security and control,
establishing framework, technologies and tools for security and control, management
opportunities, challenges and solutions.

UNIT III
Enterprise application and business process integration: Enterprise systems, supply chain
management systems, customer’s relationship management system, and enterprise integration
trends.

UNIT IV
Redesigning the organisation with the Information Systems: system as planned organizational
change, business process re-engineering and process improvement, overview of system
development, alternative systems building approaches, management opportunities, challenges
and solutions.
Managing international Information System- Growth of international Information System,
organizing and managing international Information System, technology issues and
opportunities challenges and solutions.

References
1. Laudon, K. C. and Laudon, J.P., Management Information Systems: Managing the
Digital Firm, Pearson Publication.
2. Alter, S., Information Systems: A Management Perspective, Pearson Publication
3. Davis, G. and Olson, M.H., Management Information Systems: Conceptual Foundation,
Structure and Development, McGraw-Hill, New York.
4. Goyal D. P., Management Information Systems: Managerial Perspective, Macmillan
India Limited, New Delhi.
5. Kanter, J., Managing with Information, Prentice Hall of India.
6. Murdic, R.G., and Claggett, J.E., Information Systems for Modern Management,
Prentice Hall.

Page 97 of 196
 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 2 2 - - - - - - 3 - -
MANAGEMENT
INFORMATION

CO2 - 3 - - - 1 - - 3 - -
SYSTEM
MBA636

CO3 - - - 3 - - - - 3 - -

CO4 - 3 - - 3 3 - - 3 - -

CO5 - 3 3 3 3 3 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 98 of 196
MBA637: INTEGRATING E-SYSTEMS AND GLOBAL INFORMATION
SYSTEMS

Course Code: MBA637 Credits: 4

Course Objective:
This course addresses strategic, technological, and organizational connectivity issues to
support effective and meaningful integration of information and systems. The course is
especially relevant for those who wish to effectively exploit information technology and
create new business processes and opportunities.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Evaluate various strategies for intra-and-inter-
CO1 L5: Evaluating
organizational connectivity.
Understand the types of aggregators and their
CO2 L2: Understanding
operations and utility.
CO3 Analyze various emerging connectivity technologies. L4: Analyzing
CO4 Evaluate different database management systems. L5: Evaluating
Evaluate organizational connectivity and its
implications for an organization, how to implement
CO5 L5: Evaluating
organizational connectivity, and barriers in the way of
organizational connectivity.

UNIT I
Strategic Connectivity: Strategic benefits and implications of intra-and-inter-organisational
communications and connectivity and the need for information integration; Information
Technology, Corporate Strategy, Competitive Advantage and Inter-and Intra-Organisational
systems; Aggregators: the new business on the internet-development of aggregators, and
value addition through post-aggregation services; Types of aggregators: comparison and
relationship aggregators, Strategy and the Internet.

UNIT II
Physical Connectivity: basic and emerging communications technologies, such as hardware
(e.g. fibre optics, cable), software / protocols (e.g. TCP/IP, ADSL, ATM), and architectures

Page 99 of 196
(e.g. Local Area Networks, Wide Area Networks), needed to interconnect systems. Overview
of various Local Area Network (LAN) architectures; Worldwide Web and Internet
Technology, Network Protocols: Overview of communication network concepts based on the
ISO reference Model of Open System Interconnection (OSI); Emerging Technologies.

UNIT III
Logical Connectivity: New technologies to aid connectivity, and to address the syntactic and
semantic mapping requirements; Distributed Homogeneous Databases, Distributed
Heterogeneous Databases; Recent developments, particularly in the fields of heterogeneous
Distributed Database Management Systems, Web services, and the Semantic web; Integration
among Databases, Web as a Database, Semantic Integration: problem of semantic
heterogeneity; Component Architectures & Web Services.

UNIT IV
Organizational Connectivity: Organizational implications and management policy challenges
encountered in actually making effective use of systems that span normal organizational
boundaries; Theories of loosely-coupled organization, Markets and Hierarchies:
Organizational Coupling; Development of Standards; Motivating Strategic Alliances and
Organizational Transformation; Ways to increase the likelihood of success through three
techniques viz. bi-directional benefits, co-operative pay-out, and asymmetric control.

References
1. Gronwald, Klaus-Dieter, Integrated Business Information Systems-A Holistic View of
theLinked Business Process Chain ERP-SCM-CRM-BI-Big Data, Springer.
2. McGovern, J., Sims, O., Jain, A., Little, M., Enterprise Service Oriented
ArchitecturesConcepts, Challenges, Recommendations, Springer-Netherlands
3. Bertino, E., Martino, L., Paci, F., Squicciarini, A., Security for Web Services and Service
Oriented Architectures, Springer-Verlag Berlin.
4. Laudon, K. C. and Laudon, J. P., Management Information Systems: Organization and
Technology in the Network Enterprise, Prentice Hall.
5. Murdic, R.G., and Claggett, J.E., Information Systems for Modern Management,
Prentice Hall.

Page 100 of 196

 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
INTEGRATING E-SYSTEMS

INFORMATION SYSTEMS
CO1 3 1 - - - - - - 3 - -
AND GLOBAL

CO2 3 2 - - - - - - 3 - -
MBA637

CO3 3 - - - - - - - 3 - -

CO4 3 - - - - - - - 3 - -

CO5 3 1 - - - 1 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 101 of 196

 GROUP D: MARKETING

MBA641:ADVERTISING AND CONSUMER BEHAVIOUR

Course Code: MBA641 Credits: 4

Course Objective:
Purpose of the paper is to acquaint the participants with concepts, techniques and applications
for developing an effective advertising programme. Facilitate an understanding about the
consumer decision making process and its applications in marketing function of
organizations.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the theories, models/constructs of
CO1 L2: Understanding
advertising and consumer behaviour.
Apply the theories/constructs/models of advertising
and consumer behaviour to achieve the marketing
CO2 L3: Applying
goals of firms, to resolve the dilemmas faced while
marketing products.
Evaluate the consumer market of India with special
CO3 reference to economic, demographic, and L5:Evaluating
psychographic aspects.
Evaluate the specific components of advertisements,
CO4 L6: Creating
e.g. headline, logo, appeal etc.
Create an advertising plan, including setting
CO5 advertising objectives, preparing media plan and L6: Creating
deciding an advertising budget.

UNIT I
Advertising: concepts, types, forms, importance and role of advertising in the marketing
process, legal, ethical and social aspects of advertising, the advertising plan and setting of
objectives, DAGMAR approach, determination of target audience.

UNIT II
Developing advertising programmes - message, headlines, copy, logo, illustration, appeal,
layout, campaign planning; media planning, budgeting; evaluation - opinion and attitude

Page 102 of 196

tests, measurement of advertising effectiveness, advertising organisation – selection,
compensation and appraisal of an agency, role of creativity in advertising.

UNIT III
Consumer behaviour and marketing strategy; consumer involvement and decision making,
information search process, evaluative criteria and decision rules, consumer motivation,
information processing and consumer perception, Indian consumer market- economic, social,
cultural and psychographic aspects.

UNIT IV
Consumer attitudes and attitude change, influence of personality and self-concept on buying
behaviour, psychographics and lifestyle, influence of culture, subculture and social class,
reference group influence, diffusion of innovation and opinion leadership, family decision
making, industrial buying behaviour, consumer behaviour audit.

References:
1. Arens W.A., Contemporary Advertising Tata McGraw Hill, New Delhi.
2. Batra R., Myers, J. G. and Aaker D. A., Advertising Management Prentice Hall of India,
New Delhi.
3. Belch, G.E. and Belch M. A., Introduction to Advertising and Promotion Irwin
Publishers, Chicago (USA).
4. Laudon, D.L. & Bitta, A. J. D. Consumer Behaviour, Tata McGraw Hill New Delhi.
5. Sandage, C.H., Fryberger V. and Rotzoll K., Advertising, AITBS, Delhi.
6. Schiffman, L. G. and Kanuk, L. L. Consumer Behavior, Prentice Hall of India, New
Delhi.
Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

3 - - 1 1 - - - - 3 -
CO1
ADVERTISING AND

- -
BEHAVIOUR
CONSUMER

CO2 - 3 - - 1 - - - 3
MBA641

- -
CO3 3 1 - - - - - - 3

- 2 - - 1 - - - - 3 -
CO4

- 2 - - 1 - - - - 3 -
CO5
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 103 of 196

 MBA642: GLOBAL MARKETING MANAGEMENT

Course Code: MBA642 Credits: 4

Course Objective:
This course aims to present various concepts and tools for analysing international marketing
strategies, and evaluating the marketplace (competitors, external environment: cultural,
economic, technological, political/legal, marketing opportunities, etc.). Specifically, the focus
will be on developing, evaluating and implementing international marketing strategy at the
corporate, regional and local levels.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the benefits and process of expanding
CO1 L2: Understanding
business to international markets.
Analyse the impact of cultural, social, political
CO2 and economic factors on international marketing L4: Analysing
strategies.
Apply the interplay between micro and macro
environments, using various tools like PEST,
CO3 TOWS, SWOT, Porter’s five forces, etc., to L3: Applying
evaluate the strategic implications of various
aspects of global marketing.
Evaluate local and global viewpoints when
formulating marketing strategies and deciding
CO4 which elements of marketing to adapt to local L5:Evaluating
contexts and which to standardise for global
markets in crafting marketing plans.
Synthesising different aspects of international
CO5 marketing into a comprehensive approach to L6: Creating
tackle international marketing issues.

UNIT I
Introduction to global marketing: meaning, need, benefits, and challenges of international
trade, theories of international trade, process of international marketing and transition from
domestic to transnational marketing, international marketing entry strategies; segmentation,
selection of foreign markets and positioning strategies.

Page 104 of 196

 UNIT II
Product planning for global markets, standardisation vs. product adoption, new product
development and management of international brands, packing and labelling.

UNIT III
Global pricing strategies, environmental influences on pricing decisions, channel structure,
channel strategies for foreign market entry; social and cultural environment and its influence
on international marketing.
UNIT IV
Promotional strategies in international marketing, international marketing organisation and
control, emerging issues in global marketing, integrated approach to international marketing.

References:
1. Keegan, W.J., and Dutta, G., Global Marketing Management, Pearson.
2. Cateora, P. R., Graham, J. L., International Marketing, McGraw Hill.
3. Douglas, S. P., and Craig, C.S., Global Marketing Strategies, McGraw-Hill
4. Onkysist, S., and Shaw, J., International Marketing, Routledge.
5. Subhash C. J., International Marketing, Cengage Learning India Pvt Ltd.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
GLOBAL MARKETING

CO1 3 1 2 1 1 1 - - - 3 -
MANAGEMENT

CO2 3 3 3 1 2 2 - - - 3 -
MBA642

CO3 3 3 3 1 2 1 - - - 3 -

CO4 3 3 3 1 2 1 - - - 3 -

CO5 3 3 1 1 2 1 - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 105 of 196

MBA643: MARKETING RESEARCH AND PRODUCT MANAGEMENT

Course Code: MBA643 Credits: 4

Course Objective:
The course aims to develop the student’s ability to conduct, evaluate and research particularly
with respect to marketing mix elements. It also seeks to develop an understanding of the
innovation process and the methods of analysis and evaluation used in the product
development process.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Demonstrate a comprehensive understanding of
marketing research principles and techniques,
CO1 L2: Understanding
including its definition, scope, phases, and the
impact of technology on the field.
Apply various multivariate analysis techniques
such as factor analysis, cluster analysis, and
CO2 L3: Applying
conjoint analysis to analyse and interpret
marketing data effectively.
Analyse the role of product management within
the broader context of business strategy, including
CO3 product mix concepts, product life cycle L4: Analysing
management, and strategies for product
positioning and branding.
Evaluate the socio-cultural dimensions of brands,
including their symbolic meanings, emotional
CO4 L5:Evaluating
associations, and implications for brand equity and
corporate branding strategies.
Synthesize the concepts of marketing research
techniques, product management strategies, and
CO5 branding principles to formulate comprehensive L6: Creating
marketing strategies tailored to different market
contexts and consumer segments.

UNIT I
An overview of marketing research- definition and scope; phases, changes due to technology
including the internet; the marketing research industry, experimental research design,

Page 106 of 196

application of marketing research and the following techniques of multivariate analysis to
marketing mix elements viz.- factor analysis, cluster analysis, multi dimensional scaling and
conjoint analysis, product research, advertising research- setting advertising objectives,
concept testing, audience profiling, copy research, media research.

UNIT II
Pricing research including use of conjoint analysis for this purpose, package research
distribution research, research for market segmenting including the use of cluster analysis for
this purpose, scale validation- relationship of validity and reliability- their types and their
estimation, qualitative research tools including ethnography and laddering.

UNIT III
Product management: in context of business strategy, the relationship of product management
to the marketing concept, product mix concept, product classification, product planning:
marketing plan, portfolio analysis, market potential and forecasting, product market
strategies, product life cycle: stages and corresponding strategies, product evaluation, product
positioning: concept, product differentiation, positioning strategies, preference analysis,
benefit segmentation, new products: the importance of innovation, new product categories,
organization for product management, prototyping, new product development process, test
marketing.

UNIT IV
Socio cultural meaning of brands: understanding the social psychology of brands, emotions
and brands, symbolic meaning of brands, cultural meaning systems and brands, brand equity:
introduction and definition, name value, model of brand equity synthesis, auditing and
measuring brand equity managing brands, branding strategies for functional and symbolic
brands, brand stretching and retrenching, branding services and managing the corporate
brand, brands and advertising.

References
1. Churchill, Gillert, Iacobucci, Dawn, Marketing Research, Thomson
2. Elliott, R. and Percy, L., Strategic brand management, Oxford University Press.
3. Kinnear, T.C. and Taylor J. R., Marketing Research: An Applied Approach, Mc Graw
Hill Inc.

Page 107 of 196

4. Malhotra, N. K., Marketing Research: An applied orientation, Pearson Prentice Hal,
New Jersey.
5. Trott, Paul, Innovation Management and New Product Management, Prentice Hall
6. Ulrich, K.T. and S.D. Eppinger, Product Design and Development, McGraw Hill

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
MARKETING RESEARCH

CO1 3 1 2 1 1 1 - - - 3 -
MANAGEMENT
AND PRODUCT

CO2 3 3 3 1 2 2 - - - 3 -
MBA643

CO3 3 3 3 1 2 1 - - - 3 -

CO4 3 3 3 1 2 1 - - - 3 -

CO5 3 3 1 1 2 1 - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 108 of 196

 MBA644: GLOBAL SUPPLY CHAIN MANAGEMENT

Course Code: MBA644 Credits: 4

Course Objective: The Course explores the main issues in global supply chain management
(SCM) to underline their strategic importance to firms.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the significance of SCM in international
CO1 business and key operational issues involved in global L2: Understanding
supply chain management.
Apply the knowledge of managing SCM in
CO2 L3: Applying
international trade operations.
Evaluate the effectiveness of supply chain management
networks, including the importance of logistics,
CO3 L5: Evaluating
logistics providers, and inventory management, by
analyzing different case studies.
Formulate strategies with the help of EOQ (Economic
CO4 order quantity), Wilson’s formula, silver-meal method, L6: Creating
Wagner-within method and determine safety inventory.
Analyze the levels of risk, efficiency, and sustainability L4: Analyzing
CO5
of a supply chain in international business.

UNIT I
Introduction to global supply chain management: concept and role of SCM services;
international purchasing & distribution; SCM networks; inventory management and its
components as SCM system; logistics providers (3PL’s, 4PL’s); reverse logistics;
international logistics centers.

UNIT II
Transportation and its services in SCM; transportation services in international market and
different transport modes; optimization of transportation process; role of multimodal
transport in global SCM.

UNIT III
Warehousing and inventory management: role of warehousing in global SCM, functions of
warehousing, types of warehouses; lean management (manufacturing), it systems (MPS,
Page 109 of 196
MRP, MRPII, ERP, DRP), material handling; Packaging; inventory management under
conditions of certainty and uncertainty.

UNIT IV
International forwarding; material requirements planning; economic order quantity (EOQ),
Wilson’s formula, silver – meal method, Wagner – within method, determination of safety
inventory; SCM networks its features & networks owned by international corporations,
leadership network, partnership network, configuration and management of SCM networks;
green SCM, recent trends in global SCM.

References:
1. Coyle, J. J., A logistic Approach to Supply Chain Management, Cengage Learning.
2. Coyle, J. J., Bardi, E. J., and Langley, C. J., The Management of Business Logistics,
Thomson South-Western.
3. Lambert, D. M., Stock, J.R., Ellram, L.M., Fundamental of Logistics Management,
McGraw-Hill.
4. Mangan, J., Lalwani, C., and Butcher, T, Global Logistics and Supply Chain
Management, John Wiley & Sons, Ltd.
5. Mohanty, R. P., and Deshmukh, S. G., Supply Chain Management: Theory and
Practice, Britzania.
6. Pierre, D., International Logistics, Bizantra. Wisner, J. D., Leong, G.K., and Tan, K. C.,
Principles of Supply Chain Management, Cengage Learning.
7. Wood, D.F., Barone, A., Murphy, P., and Wardlow, D., International Logistics, NY:
Amcon.

Mapping of Course Outcome (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 3 3 - - - - - - 3 -
GLOBAL SUPPLY

MANAGEMENT

CO2 3 3 3 - - - - - - 3 -
MBA644

CHAIN

CO3 3 3 3 - - - - - - 3 -

CO4 3 3 3 - - - - - - 3 -

CO5 3 3 3 - - - - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 110 of 196

 MBA645: INDUSTRIAL MARKETING RETAIL MANAGEMENT

Course Code: MBA624 Credits: 4

Course Objective:
To impart the knowledge about of industrial marketing and to orient students to the realities
of rural marketing in India, its strengths, weaknesses opportunities and threats in changing
global context. To understand how marketing strategies are different in industrial markets as
compared to consumer markets.

Course Outcomes (CO):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Recognizing key elements, factors, or opportunities related
CO1 L3: Applying
to industrial marketing situation.
Analyzing data, industrial market research findings, and
CO2 L4: Analysing
competitor performance to gain insights.
Breaking down the identified elements or factors affecting
CO3 retail management into smaller parts to examine them in L5:Evaluating
detail.
Assessing the effectiveness or potential impact of different
CO4 L5:Evaluating
retail marketing strategies or actions.
Developing innovative and effective retail marketing
strategies or campaigns based on the insights gained from the
CO5 L6: Creating
identification, comprehension, analysis, and evaluation
stages.

UNIT I
Introduction to Industrial Markets: Industrial Marketing System, Concepts and
Characteristics - Types of Industrial Markets - Industrial Buyer Behaviour. Classification of
Industrial Products and Services - New Product Development and Introduction - Industrial
Product Management - Pricing Decisions in Industrial Markets. Segmentation, Targeting &
Positioning in Industrial Markets, Industrial Market Research.

UNIT II
Formulating Channel Strategies and Physical Distribution decisions – Channel Management -
Promotional Strategies for Industrial Goods/ Services. Problems of Industrial Marketing in

Page 111 of 196

India. Developing Marketing Strategies and Programs for Industrial Goods / Services. –
Formulating channel strategy – Pricing strategy- Promotional strategy – Sales force
automation.

UNIT III
The retail environment: the changing consumer, the retail response, the role of government.
Theories of retail change, Retail Strategic Planning, Customer Value: Building and
Sustaining Relationships through customer value, relationship marketing and social
marketing in retail management, the development of retail marketing: What is retail
marketing? Types of various retail formats-food and non-food, Evaluation and Identification
of Retail Customers: Consumer Behavior, Retail market segmentation & franchising, Retail
logistics: Supply chain management, theoretical perspectives, Efficient consumer response
(ECR), The Retail Supply Chain, Retailing Information Systems and Research: Retail
Information Systems, RFID, Universal Product Code (UPC), Electronic Data Interchange
(EDI), Marketing and Market Research, Gathering Information, Using Technology to Gather
Data and Information, Market Selection And Location Analysis: Deciding on a Target
Customer Group, Choosing the Right Location ,Regional Analysis, Trading Area Analysis,
Actual Site Analysis and Selection, Merchandise Buying and Handling: Inventory Planning,
The Merchandise Mix ,Vendor Interactions ,Merchandise Logistics and Logistics
Management

UNIT IV
Pricing in Retailing; Determining Pricing Objective, Determining Pricing Flexibility,
Determining Pricing Strategy and Policies, Establishing Price, Developing an Effective
Integrated Marketing Communications Mix: Retail Promotional Mix – Advertising, sales
promotions – contests, coupons, etc., personal selling, publicity, public relations, point of
purchase, Types of media used by retailers, advantages, disadvantages, Store Layout and
Design: Store image and atmospherics, Store layout and design, layout patterns – grid, free
flow, loop, boutique ,Experiential merchandising, solutions selling Space management – sales
per square foot, GMROI, planogram footfalls / computerized methods & non computerized
methods, visual / display methods, Retail security :Causes of shrinkage ,The scale of retail
crime ,Types of retail crime, Dealing with crime – India, Retail loss prevention, Managing
People, Emerging trends in retail: The internationalization of retailing, Electronic commerce
and retailing, Green Retailing.

Page 112 of 196

References:
1. Dwyer R., Tanner J. F., Business Marketing, TMH, Boston, MA USA.
2. Ghosh, P.K., Industrial Marketing, Oxford University Press.
3. Hutt, M. D., Speh, T. W., Business Marketing Management, Cengage Learning India
Pvt. Ltd.
4. Bajaj, C., Retail Management, Oxford Publication.
5. Levy & Weitz, Retail Management, Tata McGraw Hill.
6. Pradhan S., Retailing Management, Tata McGraw Hill.
7. Varley R., Retail Management, Palgrave Macmillan.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 3 1 2 2 1 - - - 3 -
MARKETING RETAIL
MANAGEMENT
INDUSTRIAL

CO2 3 2 3 3 3 2 - - - 3 -
MBA645

CO3 3 3 2 2 2 2 - - - 3 -

CO4 2 2 3 1 3 3 - - - 3 -

CO5 3 2 1 2 3 2 - - - 3 -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 113 of 196

 MBA646: DATA ANALYTICS FOR BUSINESS

Course Code: MBA646 Credits: 4

Course Objective:
The objective of this course is to inculcate the skills of data analytics among students by
exposing them to a wide range of data analytics techniques using R, an open software.
Students will be able to apply different analytics techniques on real-life business problems to
make better decisions.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand basic concepts of business analytics and
related terms, facilitating comprehension of key
CO1 L2: Understanding
principles and methodologies crucial for analyzing
business data effectively
Apply data visualization techniques specifically
tailored for business analytics, utilizing tools like
CO2 L3: Applying
the ggplot2 package to visually represent and
interpret business data insights
Implement predictive analytics methodologies
within a business context, including the
CO3 L3: Applying
development and validation of predictive models
using real-world business datasets
Analyze business challenges and opportunities
through the lens of logistic regression analysis,
CO4 leveraging model performance metrics like ROC L4: Analyzing
curve and KS statistics to make data-driven
decisions in business analytics
Interpret decision tree models in the context of
business scenarios, while also recognizing the
L2: Understanding
CO5 significance and practical applications of social
media analytics and sentiment analysis in driving
business strategy and decision-making.

UNIT I
Introduction to business analytics: significance, types, and applications in various industries.
Data analytics and business intelligence, Data analytics tools and process. Data Preparation:

Page 114 of 196

Methods of data preparation, handling missing values and outliers, transforming variables,
derived variables, use of dyplyr package. Data Visualization: Significance of data
visualization, tools of data visualization, use of ggplot2 package.

UNIT II
Predictive analytics: Training data set and validation data set, Model estimation, Model validation
and diagnostic. Logistic Regression: Assumptions and odd ratio, Model assessment and gain
table, ROC curve and KS statistics, Application in business problems. Decision Tree: meaning,
decision tree algorithm, entropy, Gini impurity index. Social Media Analytics: Significance of
Social Media Analytics, Social Media Analytics tools, Sentiment Analysis. Text analytics:
Introduction to Text Analytics, Text corpus formation.

UNIT III
Marketing Analytics: Marketing Analytics as an enabler of Marketing Strategy, Defining the
Data-Driven Marketing Strategy. Statistical Foundations of Marketing: Descriptive Statistics,
General Linear Models, Using Excel to summarize marketing data, Marketing decision making,
and Monte Carlo simulation. Product Analytics: market segmentation, collaborative filtering,
classification trees, forecasting sales of new products.

UNIT IV
Retailing Analytics: Market Basket Analysis, RFM analysis, Allocation of retail space and sales
resources, forecasting sales. Pricing Analytics: estimating demand curves, price bundling,
nonlinear pricing. Customer Analytics: understanding customer wants, customer lifetime value,
allocating market resources between acquisition and retention of customers.

References:
1. Covington, D, Analytics: Data Science, Data Analysis and Predictive Analytics for
Business, CreateSpace Independent Publishing Platform.
2. Francis, B. Data Analytics: The Complete Beginner’s Guide: the Black Book,
CreateSpace Independent Publishing. Platform.
3. Grolemund and Garrett, Shroff, Hands-On Programming with R, Shroff Publishers &
Distributers Private Limited.
4. Hemann Chuck and Ken Burbary, Digital Marketing Analytics: Making Sense of
Consumer Data in a Digital World (Que Biz-Tech), Que Publishing.

Page 115 of 196

5. Mark Jeffery, Data Driven Marketing: 15 Metrics everyone in marketing should know,
Wiley Books.
6. Siegel, E., Predictive Analytics, Wiley.
7. Stephan Sorger, Marketing Analytics: Strategic Models and Metrics.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
DATA ANALYTICS FOR

CO1 2 3 1 2 1 - - - - 3 -

CO2 2 3 1 - 1 - - - - 3 -
BUSINESS
MBA646

CO3 2 3 1 - 1 - - - - 3 -

CO4 2 3 1 - 1 - - - - 3 -

CO5 2 3 1 - - - - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 116 of 196

 MBA647: DIGITAL MARKETING

Course Code: MBA647 Credits: 4

Course Objective:
The course aims to build a conceptual foundation of digital marketing and to develop the
student’s ability to plan, implement and monitor digital marketing campaigns in a dynamic
environment.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the fundamental principles and challenges of
CO1 L2: Understanding
digital marketing
Apply website conceptualization techniques and SEO
strategies to enhance online visibility and user
CO2 L3: Applying
engagement, utilizing tools like CMS and keyword
analysis

Evaluate the effectiveness of digital marketing

campaigns, including display marketing, PPC, and
CO3 L5: Evaluating
remarketing, by analyzing performance metrics and ROI
using web analytics tools

Formulate social media marketing strategies tailored for

international business, leveraging platforms such as
CO4 L6: Creating
Facebook, LinkedIn, and Twitter, and staying informed
about emerging trends and regulatory requirements.

Analyze consumer behavior in the digital environment,

utilizing insights to optimize digital marketing strategies
CO5 L4: Analyzing
and enhance customer engagement across various online
channels.

UNIT I
Digital Marketing: Meaning, importance and challenges; digital marketing process;
traditional marketing vs. digital marketing, Digital Eco System, Digital marketing, Marketing
Mix and digital marketing, Understanding consumer behaviour in digital environment.

Page 117 of 196

 UNIT II
Website conceptualization and website planning, Developing website using CMS, keyword
planning and analysis, Keyword search tools, Concept of localization and glocalisation in
websites; Search engine optimization (SEO); Working of search engines, On-site SEO
techniques, Offsite SEO techniques, Search Engine marketing, Search engine marketing
tools, creating search campaigns, location targeting, bidding strategy, managing campaigns.
Local SEO: concept and importance, Landing pages qualities of a good landing page.

UNIT III
Display marketing: nature and importance, creating display campaigns, targeting at local
level and international level, tracking performance and conversion, Optimizing display
campaigns, Pay per click campaigns (PPCs); Remarketing: concept and significance. Web
Analytics: Importance, process, funnels and segments; Online Advertising: display and
contextual advertising, tracking and measuring ROI of online advertising, online advertising
tools.

UNIT IV
Social media marketing in global environment: need and importance, formulating social
media marketing strategy for international business; forms of social media marketing;
Facebook Marketing, Linkedin Marketing, Twitter Marketing. Overview of video Marketing,
Email marketing, and Mobile web marketing, Regulatory environment of digital marketing,
AI and Digital Marketing.

References:
1. Clay, B., 2015. Search Engine Optimization All-in-One For Dummies 3rd Edition, John
Wiley & Sons.
2. Dave Chaffey, Fiona Ellis-Chadwick, Richard Mayer, K.J., 2006. Internet Marketing
Strategy, Implementation and Practice 3rd Edition, England: Pearson Education Limited
Edinburg.
3. Zimmerman, J., 2016. Social Media Marketing All-in-One for Dummies 3rd Edition,
Wiley.
4. Mercer, D., 2011, Internet Marketing with WordPress Ist Ed., Birmingham: Packt
Publishing.

Page 118 of 196

5. Ryan, D., Understanding Digital Marketing: Marketing Strategies for Engaging the
Digital Generation 3rd Ed., Kogan Page.
6. Zimmerman, J., 2015. Web Marketing for Dummies, Wiley.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
DIGITAL MARKETING

CO1 3 3 1 2 2 - - - - 3 -

CO2 3 3 - - 1 - - - - 3 -
MBA647

CO3 3 3 - - 1 - - - - 3 -

CO4 3 3 - - 1 - - - - 3 -

CO5 3 3 - - 1 - - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 119 of 196

 GROUP E: HUMAN RESOURCE MANAGEMENT

MBA651: LABOURLEGISLATION-I

Course Code: MBA651 Credits: 4

Course Objective:
The objective of this course is to enhance the participants understanding of Indian labour
laws and environment t relating to industrial relations applicable in businesses and industries
in India. Emphasis would be given to provisions and case laws of various acts.

Course outcomes (CO):

After the completion of the course, the students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand establishing & maintaining a sound
CO1 L2: Understanding
relationship between the worker & the employer.
Understand the significance & functioning of Trade
CO2 L2: Understanding
Unions.
Identify the issues which might take the form of a
CO3 L4: Analysing
dispute in the workplace.
Examine various provisions laid down by laws to settle
CO4 L2: Understanding
disputes in the organizations.
Understand the provisions related to Contract and Inter
CO5 L2: Understanding
State Migrant workers

UNIT I
Legal regulation of employment conditions in India, law of master and servant relationship,
concept of social justice. History of labour laws in India. National Labour Commission
reports. Concept and behind introduction of New Labour Codes.

UNIT II
Introduction to Industrial Relations Code - Definition of industry, workmen, industrial
dispute, contract of service, contract for service, procedures, power and duties of authorities,
strikes and lockouts, layoffs and retrenchment. Industrial Employment (Standing Orders)
Resolution of Industrial disputes. Disciplinary Action and Procedures.

UNIT III
Evolution of Trade Unions in India, Constitutional Freedom to Form Association and Unions,
International Labour Organization on Trade Unions, Trade Union – Definition, Registration,
Page 120 of 196
Cancellation, Management of Funds, Trade Union – Recognition, Immunities.

UNIT IV
Special provisions for contract labour and Inter-state migrant worker: Contract Labour–
applicability of provisions for establishments employing contract labour, prohibition of
appointment of contract labour, responsibility for payment of wages, Inter State Migrant
workers - applicability of provisions for establishments employing Inter State migrant
workers, facilities to Inter State Migrant workers, journey allowance and benefits of PDS etc.

References:
1. Labour Law (Taxmann)
2. E-book of the Ministry of Labour and Employment - [Link]
3. Chakravarti, K.P., Labour Management and Industrial Relations, Oxford University
Press, New Delhi.
4. Kothari, G.M., Labour Demands and Their Adjudication, M.M. Triphati Pvt. Ltd.
5. Malik, P.L., Industrial Law, Eastern Book Company.
6. Malhotra, O.P., The Law of Industrial Disputes, Saujanya Books.
7. Misra,S.N., Labour and Industrial Law, Universal Law Publishing Pvt. Ltd., New Delhi.
8. Saharay, H.K., Industrial and Labour Laws of India, New Central Book Agency Pvt.
Ltd., Calcutta.
9. Srivastva, S.C., Industrial Relations and Labour Laws,Vikas Publishing House.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 3 2 3 3 2 - - - - 3
LEGISLATION-I

CO2 3 2 2 3 3 2 - - - - 3
LABOUR
MBA651

CO3 3 2 2 3 3 2 - - - - 3

CO4 3 2 2 3 1 2 - - - - 3

CO5 3 2 2 3 3 2 - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 121 of 196

 MBA652: STRATEGIC HUMAN RESOURCE MANAGEMENT

Course Code: MBA652 Credits: 4

Course Objective:
The course is aimed at understanding the strategic approach to human resources as
distinguished from the traditional functional approach, understanding the relationship of HR
strategy with overall corporate strategy, strategic role of specific HR systems and
appreciating SHRM in the context of changing form of organizations in the global
environment.

Course outcomes (CO):

After the Successful completion of the course, student would be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Explain the distinction between traditional and
strategic HRM approaches, and demonstrate
CO1 L2: Understanding
comprehension of the role of national, sectoral, and
organizational contexts in shaping HR strategies.
Apply strategic HRM concepts to analyze and solve
real-world HR challenges faced by organizations, by
CO2 L3: Applying
integrating external and internal analyses to formulate
effective HR management plans.
Break down the complexities of strategic HR systems,
CO3 such as staffing, performance management and L4: Analysing
integration with business strategy.
Assess the effectiveness of strategic HR systems and
CO4 HR management plans while identify areas for L4: Analysing
improvement.
Critically evaluate HR strategies and practices in
various contexts, including their impact on
CO5 L5:Evaluating
organizational performance, competitiveness, and the
management of workforce diversity.

UNIT I
Framework of strategic human resource management, scope and process of strategic HRM,
traditional vs. strategic HR, typology of HR activities, best fit approach vs. best practice
approach, the role of national context, Sectoral context and organizational context in HR

Page 122 of 196

strategy and practices, external and internal analysis for strategic HR management, HR
challenges.

UNIT II
Strategic role of HR systems-strategic staffing, strategic appraisal, strategic executive
appraisal, strategic design of reward system, performance management strategies, integrating
HR strategy and business strategy, HR strategies and practices in Indian industries and
service sector,

UNIT III
HR as distinctive competitive advantage, reward and compensation strategies, retrenchment
strategies, downsizing strategies, Human aspects of strategy implementation, behavioural
issues in strategic implementation- matching culture with strategy, leadership factor in
strategy and implementing strategic change,

UNIT IV
HR strategy evaluation and control, IT and future directions in HR strategy, HR strategy in
workforce diversity, employee engagement strategies, talent management and retention
strategies.

References
1. Armstrong, M. & Baron, A., Handbook of Strategic HRM-The key to Improved Business
Performance, Jaico Publishing House.
2. Becjer, B.E., The HR Scorecard, HBS Press.
3. Dreher, Dougherty, G.F. & Thomas, W., Human Resource Strategy, Tata McGraw Hill.
4. Greer, C.R., Strategic Human Resource Management: A General Managerial Approach,
Pearson Education Asia.
5. Holbeche, L., Aligning Human Resource and Business Strategy, Butterworth
Heinemann.
6. Salaman, G., Strategic Human Resource Management-Theory and Practice, Sage
publications ltd.

Page 123 of 196

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 3 - 2 - - - - 3
STRATEGIC HUMAN

MANAGEMENT

CO2 3 2 - 3 3 3 - - - - 3
RESOURCE
MBA652

CO3 3 2 2 3 3 2 - - - - 3

CO4 3 2 - 3 - 3 - - - - 3

CO5 3 2 2 3 3 2 - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 124 of 196

 MBA653: PERFORMANCE AND COMPENSATION MANAGEMENT

Course Code: MBA653 Credits: 4

Course Objective:
The objective of the course is to impart relevant knowledge required to performthe
functions of human resource planning in an organisation and equipping seekers
withcomprehensive and practical skills to manage employees’ performance effectively,
and
tounderstandthestructureandcomponentsofwagesandsalaries,andthewageadministrationin
India.

Courseoutcomes:
AftertheSuccessful completionof thecourse, studentwould beable to:
Course
Bloom’s Level
Outcomes Statement
(COs)
Explain the role of HR professionals in performance
management, and understand the ethical considerations
L2:
CO1 involved in performance management practices,
Understanding
including monitoring, implementation, and the role of
training and development.
Apply knowledge of wage and salary administration
principles in India to design and implement effective
CO2 compensation management strategies, considering L3: Applying
factors such as wage plans, differentials, state
regulations, and compensation structures.
Analyze theories of wages and salary administration,
wage differentials, and wage policies in India, as well as
CO3 the components and structure of executive L4: Analysing
compensation, evaluating their impact on organizational
performance and employee motivation.
Evaluate the effectiveness of different wage incentive
schemes and benefit programs in Indian industries and
CO4 service sectors, considering their alignment with L5: Evaluating
organizational goals, employee needs, and recent trends
in wages and salaries.
Design comprehensive compensation management
plans for multinational organizations operating in India,
CO5 L6: Creating
incorporating elements such as rewards, incentives,
benefits, and services, to attract and retain talent, align

Page 125 of 196

 with performance goals, and comply with regulatory
[Link] of Form
UNITI
Performancemanagement-
performancemanagementsystem,performancecounseling,performance planning,
performance appraisal, potential appraisal, problems and errors inperformanceappraisal.

UNITII
Performancemonitoring,performanceimplementation,roleofHRprofessionalsinperformanc
e management, performance management through training and
development,ethicsinperformance management.

UNITIII
WageandsalaryadministrationinIndia,wageadministrationrules,principlesofwagesandsalar
yadministration,theoriesofwages,wageplans,wagedifferentials,wagepolicyinIndia,
state regulation of wages, payment of wages act, minimum wages act, wage boards,
paycommissions,compensationmanagementinmulti-nationalorganisations.

UNITIV
Executivecompensation-
components,paystructureinIndia,linkingsalarywithpotentialandperformance, types of
rewards and incentives, wage incentiveschemesin India, wageincentive plans, employee
benefits and services, special features of fringe benefits, benefitprogrammes for
management and other employees, administration of benefits and
services,recenttrendsinwagesandsalariesinIndianindustriesandservicesector.

References:
1.
Goel,D.,PerformanceAppraisalandCompensationManagement:AModernAppro
ach,PrenticeHallof [Link].
2. Henderson,R.I.,CompensationManagementinaKnowledgeBasedWorld,PrenticeHall.
3.
Henderson,R.I.,CompensationManagement:RewardingPerformanceintheModernO
rganisation,RestonPublishingCo.
4. Kandula,S.R.,PerformanceManagement:Strategies,Interventions,Drivers,PHI.
5.

Page 126 of 196

 Marshall,D.R.,SuccessfulTechniquesforSolvingEmployeeCompensationProble
ms,JohnWiley&Sons.
6. Patten,T.H.,Pay-EmployeeCompensationandIncentiveplans,McGraw-Hill.
7. Rock,[Link],L.A.,CompensationHandbook:Astate-of-
theartGuideCompensationStrategyand Design,McGraw-Hill.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 3 - 2 - - - - 3
PERFORMANCE AND
COMPENSATION
MANAGEMENT

CO2 3 2 - 3 3 3 - - - - 3
MBA653

CO3 3 2 2 3 3 2 - - - - 3

CO4 3 2 - 3 - 3 - - - - 3

CO5 3 2 2 3 3 2 - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 127 of 196

 MBA654:ORGANISATION DEVELOPMENT

Course Code: MBA654 Credits: 4

Course Objective:
This course helps the students to understand how organizations have to develop themselves for
future. Various methods shall be taught to them so that they learn how to intervene in the ongoing
systems.

CourseOutcomes (COs)
AftertheSuccessful completionof thecourse, studentwould beable to:
Course
Outcomes Statement Bloom’s Level
(CO)
Explain the various interventions used in
organizational development, such as action research,
CO1 survey feedback, and structural interventions, and L2: Understanding
demonstrate understanding of their purpose and
application.
Apply knowledge of effective team-building
techniques and comprehensive OD interventions to
CO2 analyze and propose solutions for organizational L3: Applying
challenges, utilizing tools like confrontation meetings
and quality circles.
Analyze the relationship between strategic
management and OD, as well as the conditions for
CO3 success and failure in OD efforts, by examining case L4: Analysing
studies of successful OD initiatives and issues in
client-consultant relationships.

Evaluate the effectiveness of different OD

interventions in addressing organizational issues,
CO4 L5: Evaluating
considering factors such as power dynamics, politics,
and the quality of client-consultant relationships.

Design innovative OD strategies tailored to specific

organizational contexts, integrating various
interventions such as work redesign, quality of work-
CO5 L6: Creating
life initiatives, and coaching and mentoring programs
to drive positive organizational change and achieve
long-term success.

Page 128 of 196

 UNIT I
Definition, need and importance of organizational development (OD), values,
assumptions and beliefs in OD, foundations of OD, OD process, action research,
overview of OD interventions.

UNIT II
Effective team building, comprehensive interventions-confrontation meeting, survey
feedback, grid OD program.

UNIT III
Structural interventions-work redesign, quality of work-life, quality circles, strategic
management and OD, collective management by objectives, parallel learning structures,
sensitivity training, life goal exercises, coaching and mentoring.

UNIT IV
Study of few successful OD efforts made in organizations, issues in client consultant
relationships, power, politics & OD, conditions for success and failure of OD, future of
OD.

References
1. Beckard,R.,OrganizationDevelopment,AddisonWesley.
2. Brown,[Link],D.,AnexperientialapproachtoOD,PearsonEducationInc.
3. Cummings,[Link],C.,Organizational
DevelopmentandChange,ThomsonPress.
4. French,W.,Bell,[Link],V.,OrganizationDevelopment-
BehavioralScienceInterventionsforOrganizationImprovement,PearsonEducationInc.
5. French,W.,Bell,[Link],OrganizationDevelopmentandTransformation-
ManagingEffectiveChange,TataMcGraw-HillPublishingcompanyLtd.
6. Huse,E.F.,OrganizationDevelopmentandchange,[Link].

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Page 129 of 196

 Course Program Outcomes (POs) Program Specific Outcomes (PSOs)
Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 3 - 2 - - - - 3
ORGANISATION
DEVELOPMENT CO2 3 2 - 3 3 3 - - - - 3
MBA654

CO3 3 2 2 3 3 2 - - - - 3

CO4 3 2 - 3 - 3 - - - - 3

CO5 3 2 2 3 3 2 - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 130 of 196

 MBA655: TRAINING AND DEVELOPMENT

Course Code: MBA655 Credits: 4

Course Objective:
This course helps in understanding importance of human resource development in the
organizations. Preparation of HRD plans as well as techniques and methods used in
developing people shall be taught.

Course outcomes(COs):
After the Successful completion of the course, student would be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the learning process and methods of training
needs assessment, as well as the development objectives
CO1 and policies, issues in training and development, and L2: Understanding
techniques for preparing training and development
plans.
Apply knowledge of various training and development
methods and techniques to design effective training
CO2 programs for different categories of employees in L3: Applying
manufacturing and service organizations, considering
factors such as location, duration, and evaluation.
Analyze the effectiveness of training and development
programs, including their impact on employee
CO3 performance and organizational objectives, and evaluate L4: Analysing
issues such as location, duration, and techniques of
training and development.
Evaluate the effectiveness of development programs for
different categories of managers, and assess methods for
determining development effectiveness in organizations,
CO4 L5:Evaluating
considering the significance of training and development
in HR functions like compensation, appraisal, and
succession planning.
Design comprehensive training and development
policies and programs aligned with organizational
strategies, incorporating methods and techniques tailored
CO5 to the needs of various employee categories in L6: Creating
manufacturing and service organizations, and
establishing processes for evaluating and improving
program effectiveness.

Page 131 of 196

 UNIT I
Concept of training and development, difference between training and development,
significance of training and development, training objectives, evolving training
policy,aligning training and development policies with corporate strategies, learning process
and pedagogies, training needs assessment.

UNIT II
Development of training plans, various training methods and techniques, issues in training-
location, duration, techniques, preparing training programs for managerial and non-
managerial employees in different manufacturing and service organizations, evaluation of
training programs, training effectiveness.

UNIT III
Development objectives, evolving development policy, development needs assessment,
preparing development plans, methods and techniques of development, issues in
development-location, duration, techniques.

UNIT IV
Preparing development programs for different categories of managers-top, middle level and
lower level in different manufacturing and service organizations, evaluation of development
programs, ways of determining development effectiveness in the organizations, significance
of training and development in human resources functions like compensation, appraisal and
succession.

References:
1. Goldstein, I.L. & Kevin, J., Training in Organizations, Needs Assessment, Development
and Evaluation, Cengage Learning.
2. Kirkpatrick, D.L., Evaluating Training Programs: the four levels, San Francisco,
Berrett-Koehler.
3. Pareek, U. and Sisodia, V., HRD in the New Millennium, Tata McGraw Hill Publishing
Company Limited.
4. Rao, P.L., Enriching Human Capital through Training and Development, Excel Books.

Page 132 of 196

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 3 - 2 - - - - 3
DEVELOPMENT
TRAINING AND

CO2 3 2 - 3 3 3 - - - - 3
MBA655

CO3 3 2 2 3 3 2 - - - - 3

CO4 3 2 - 3 - 3 - - - - 3

CO5 3 2 2 3 3 2 - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 133 of 196

 MBA656: COMPARATIVE INDUSTRIAL RELATIONS

Course Code: MBA656 Credits: 4

Course objective:
The course aims at providing the participants an international perspective of industrial
relations and an awareness of industrial relations, policies and practices in other countries to
help them to explore their relevance to India.

Course outcomes (COs):

After the Successful completion of the course, student would be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Competences to address, from a legal perspective,
CO1 the main problems of contemporary industrial L2: Understanding
relations at both national and international level.
In depth knowledge of legal comparison in the field
CO2 of industrial relations. L3: Applying

To be acquainted with the concept and object of

International and Comparative Labour law, features
CO3 of legal regulation methods in different countries of L4: Analysing
the world, social functions of Labour law, role and
significance of Labour law in modern conditions.
To orient themselves in the current labor market,
CO4 L4: Analysing
either as an employee or as an employer.
To evaluate own rights and duties as an employee
and ability to benefit from the opportunities in
CO5 L5:Evaluating
labour management and awareness of the limits set
by the legal framework.

UNIT I
Comparative industrial relations theory, objective and significance, historic background of
the growth of modern industrial relations, comparative approaches.

UNIT II
Trade unions and collective bargaining-a comparative study, types and structure of Trade
unions at international level, industrial relations in multinational enterprises. Collective

Page 134 of 196

bargaining, levels, effectiveness and relationship with law and individual contract, role of
state.

UNIT III
International Labor Law, Comparative view of the role of state and worker’s participation in
decision making in U.K., U.S.A., Japan, Germany, Russia and developing country-
Bangladesh, Pakistan, Korea and India.

UNIT IV
Comparative industrial relations and policy inU.K., U.S.A., Japan, Germany, Russiaand
developing countries, industrial relations in the world inf uture, The Role of the International
Labour organization in the System of Labour Relations’ International Legal Protection.

References:
1. Bean, R., Comparative Industrial Relations, Routledge.
2. Dunlop, J.T., Industrial Relation System, Harvard Business Press, Cambridge.
3. Johanes, Negotiating Development–Labou Relations in Southern Asia, International
Labour Office.
4. Niland, J.R., The future of Industrial Relations, Sage Publications.
5 Richardson, J.H., An introduction to study of Industrial Relations, Routledge.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 2 3 2 2 2 2 - - - - 3
COMPARATIVE
INDUSTRIAL
RELATIONS

CO2 3 2 2 2 2 2 - - - - 3
MBA656

CO3 2 3 2 2 3 2 - - - - 3

CO4 2 2 3 3 3 3 - - - - 3

CO5 2 2 3 3 3 3 - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 135 of 196

 MBA657: MANAGING CORPORATE SOCIAL RESPONSIBILITY

Course Code: MBA657 Credits: 4

Course Objective:
This course examines the historic and current context, drivers, and ways that Corporate
Social Responsibility (CSR) law, self-regulation, and ethical norms and initiatives are
adapting to the increasing power and impact of businesses. The course discusses key issues in
sustainability and corporate social responsibility especially in the context of India.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Bloom’s Level
Outcomes Statement
(CO)
Comprehend concepts like charity, corporate
philanthropy, and corporate citizenship
CO1 L2: Understanding
and understand the concept of sustainability and
stakeholder management in CSR.
Apply CSR principles to real-world business
CO2 L4: Analysing
scenarios.
Analyze the relationship between CSR and corporate
CO3 L4: Analysing
governance.
Evaluate the effectiveness of CSR initiatives in
CO4 L4: Analysing
achieving sustainability goals.
CO5 Create innovative CSR strategies and programs. L6: Creating

UNIT I
Introduction to Corporate Social Responsibility: Meaning & Definition of Corporate Social
Responsibility, History & Evolution of CSR, Concept of charity, Corporate Philanthropy,
Corporate Citizenship, Concept of Sustainability and Stakeholder Management. Corporate
Social Responsibility through Triple Bottom Line and Sustainable Business; Relation
between Corporate Social Responsibility and Corporate Governance, Environmental Aspect
of Corporate Social Responsibility, Evolution of CSR in India; Models of Corporate Social
Responsibility in India, Carroll’s Model; Drivers of Corporate Social Responsibility; Major
Codes on Corporate Social Responsibility; Initiatives in India.

Page 136 of 196

 UNIT II
International Framework for Corporate Social Responsibility, Millenium Development Goals,
Sustainable Development Goals, Relationship between Corporate Social Responsibility and
Millennium Development Goals, United Nations Global Compact 2011, Guiding Principles
on Business and Human Rights, OECD Corporate Social Responsibility Policy Tool, ILO
Tripartite Declaration of principles on Multinational Enterprises and Social Policy. Corporate
Governance & Corporate Social Responsibility, Sustainability of Non-profit Sectors,
Corporate Social Responsibility as an instrument of funding for the further Non- Profit
Sectors, Innovative Approach and Interventions by Non-profit Entities.

UNIT III
Corporate Social Responsibility-Legislation in India & the world, Section 135 of Companies
Act, 2013. Scope for Corporate Social Responsibility Activities under Schedule VII,
Appointment of Independent Directors on the Board, and Computation of Net Profit’s
Implementation Process in India. Role of Public Sector in Corporate, Government programs
that encourage voluntary responsible action of corporations. Role of Non-profit and Local
Self governance in implementing Corporate Social Responsibility; Contemporary issues in
Corporate Social Responsibility in Millennium Development Goals, Global Compact Self
assessment tool, national Voluntary guidelines by the Government of India, Understanding
roles and responsibilities of Corporate foundations.

UNIT IV
The Drivers of Corporate Social Responsibility in India, Market based pressure and
incentives, Civil Society Pressure, The Regulatory Environment in India, Performance in
major business and programs. Corporate Social Responsibility as a strategic business tool for
sustainable development, Review of successful corporate initiatives & challenges of
corporate social responsibility, Case studies of major corporate social responsibility
initiatives. Social entrepreneurship and intrapreneurship. Supply chain management and
corporate social responsibility.

References:
1. Mark S. Schwartz, Corporate Social Responsibility: An Ethical approach.
2. Wayne Visser & Nick Tolhurst, The World Guide to Corporate Social Responsibility.
3. Blowfield, Michael & Alan Murray, Corporate Social Responsibility, OxfordUniversity
Press
Page 137 of 196
Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
MANAGING CORPORATE SOCIAL

CO1 3 2 3 1 2 3 - - - - 3

CO2 3 3 1 2 2 2 - - - - 3
RESPONSIBILITY
MBA657

CO3 2 1 2 3 3 3 - - - - 3

CO4 3 2 1 2 3 2 - - - - 3

CO5 3 2 2 1 3 3 - - - - 3

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 138 of 196

 SEMESTER - IV

MBA661: HUMAN VALUES AND BUSINESS ETHICS

Course Code: MBA661 Credits: 4

Course Objective:
To sensitize students regarding the importance of human values and ethics in business.
Through comprehensive examination of ethical theories, moral dilemmas, and corporate
ethical policies, students will develop a profound understanding of the role of ethics in
organizational governance, leadership, and social responsibility, preparing them to navigate
complex ethical challenges in real-world business environments.

Course Outcomes (COs):

After completion of the course, the students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the significance of human values in the
context of business ethics, including their sources, types,
CO1 L2: Understanding
and frameworks, and analyse their relationship with
ethical decision-making in organizational settings.
Apply the ethical theories and approaches, including the
Gandhian philosophy of wealth management and
CO2 L3: Applying
trusteeship, to address ethical challenges and dilemmas
encountered in business practices.
Analyse the Indian value system and ethos in
management, and assess their influence on creating
CO3 L4: Analysing
ethical corporate structures, fostering ethical leadership,
and managing ethical issues in diverse cultural contexts.
Critically examine the ethical implications and
responsibilities in various business disciplines and
CO4 L4: Analysing
propose strategies to address ethical concerns and
promote ethical behavior within these areas.
Develop ethical reasoning skills and ethical decision-
making capabilities necessary for navigating complex
CO5 ethical dilemmas in business contexts, and design L6: Creating
proactive measures to promote ethical conduct and
corporate social responsibility within organizations.

Page 139 of 196

 UNIT I
Human Values: importance, sources, types, frameworks. Relationship of values with ethics.
Prominent human values-based teachings of Vedas, Gita, Guru Granth Sahib, Bible, Quran.
Value-based management. Spirituality and the corporation. Moral muteness. Philosophers:
Vidur, Plato, Aristotle, Chanakya.

UNIT II
Business Ethics: nature, characteristics and need. Ethical theories and approaches: traditional,
deontological and teleological theories, Gandhian philosophy of wealth management,
philosophy of trusteeship.

UNIT III
Indian value system and values, Indian ethos in management, creating ethical corporate
structures, ethical leadership, law and ethics, work ethics: nature and scope, ethical issues at
workplace, cross cultural ethics, ethical dilemmas.

UNIT IV
Ethics in business disciplines: HRM (downsizing, balance of power, compensation,
conflicts), marketing (commodity culture, pricing, advertising), finance and accounting (stock
market, financial reporting, insider trading), technology (privacy at workplace, genetically
modified foods).

References:
1. Chakraborty, Managerial Transformation by Values, Sage, New Delhi.
2. Hartman, Business Ethics, Tata McGraw-Hill, New Delhi.
3. Hartman and Chatterjee, Business Ethics, Tata McGraw-Hill, New Delhi.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
HUMAN VALUES AND

CO1 3 2 - 3 - - - - - - -
BUSINESS ETHICS

CO2 3 2 - 3 - - - - - - -
MBA661

CO3 3 2 - 3 - - - - - - -

CO4 3 3 - 3 - - - - - - -

CO5 3 3 - 3 - - - - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 140 of 196

 GROUP A: ENTREPRENEURSHIP AND GENERAL MANAGEMENT

MBA666:MANAGINGSTRATEGICIMPLEMENTATION
ANDBUSINESSTRANSFORMATION

Course Code: MBA666 Credits: 4

Course Objective:The objective of this course is to expose students to the sweeping

changes in thenature of work, changes occurring in business organizations as well as changes
in
relationsamonginstitutionsthatinteractwithwork,particularlylabourmarket,communityandfamil
y-centeredgroupsandorganizations,aswellasgovernment.

Course Outcomes (COs):

After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
CO1 Understand the dynamics of labor-management
strategic partnerships, the role of knowledge in the
L2: Understanding
economy, and the interdependency between social and
technical systems in implementing change.
CO2 Apply principles of strategic partnerships to analyze
and develop cross-firm and labor-management
partnerships and utilize organizational strategies for L3: Applying
knowledge management and implementing technical
and social systems change.
CO3 Analyze the tensions underlying the principles of
partnership in labor-management relationships, the
implications of changes in the workforce for work- L4: Analysing
family integration, and the challenges and best practices
in managing change in government organizations.
CO4 Analyze the tensions underlying the principles of
partnership in labor-management relationships, the
implications of changes in the workforce for work- L5: Evaluating
family integration, and the challenges and best practices
in managing change in government organizations.
CO5 Design leadership development programs focused on
core leadership capabilities for the 21st century, and
L6: Creating
develop strategies for transforming regional, national,
and international institutions to meet the challenges of

Page 141 of 196

 the modern workforce and changing nature of work.

UNITI
Managing the changing workforce and changing nature of work: work in historical
context,moral foundations of work, relation of work to personal/family life, models of
employmentrelations, workforce expectations, sustainable business: tradeoff between
environmental andbusinessobjectives,corporatecitizenshiproadmap–
businessprinciples,transparencyengagement,accountability,triplebottomlineassessment,sustain
ablestrategies,performanceandindicators.

UNITII
Managinglabor-managementstrategicpartnerships: dynamicsofstrategicpartnerships-cross-
firmpartnership,cross-institutionpartnership,labour-managementpartnership;principles of
partnership, tensions underlying the principles of partnership, historical Indianlabour
relations,implications for work-family integration: strategy towards integrating
workandfamily life,holisticapproach to work,changesin the workforceand
relatedproblems,roleofemployers,unions,professionalassociations,andgovernment,bestpractic
esinIndia.

UNITIII
Knowledge work and knowledge management: role of knowledge in the economy and
firms,typesofknowledgecriticaltosuccess,roleofinformationtechnologyinknowledgemanageme
nt, organizational strategiesforusing, capturing andsharingknowledge,role
ofknowledgemanager,implementing technicalandsocial systems change:awareness of
shiftsinsocialandtechnicalsystemsovertime,understandingoftheinterdependencybetween
socialandtechnicalsystems,identificationofpotentialguidingprinciplesfordesigning,implementi
ng,andsustainingchangeinsocialandtechnicalaspectsofnewworksystems.

UNITIV
Leadership skills for the 21st century: core leadership capabilities, modes of learning
aboutleadership, leading edge research and practice on leadership, transforming regional,
national,and international institutions: placing public service in historical perspective, new
roles forgovernment agencies, challenges in managing change in government organizations,

Page 142 of 196

strategiesformakingpublicserviceanattractivecareeroption,roleofcustomersaspartnersintransfor
minggovernmentorganizations.

References:
1.
Drucker,P.F.,[Link],[Link],[Link]
ement,HarvardBusinessSchoolPress.
2. Flood,P.,[Link],[Link],Wiley-
Blackwell.
3.
Kochan,[Link]:PossibilitiesforCorporateGoverna
nceandEmployeeRelations,ILRPress,IthacaandLondon.
4. Luecke,R.,ManagingChangeandTransition,HarvardBusinessSchoolPress.
5.
Macmillan,[Link].,StrategicManagement:Process,ContentandImplement
ation,OxfordUniversityPress.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
BUSINESS TRANSFORMATION

CO1 3 2 2 3 - 2 3 - - - -
IMPLEMENTATION AND
MANAGING STRATEGIC

CO2 3 2 - 3 3 3 3 - - - -
MBA666

CO3 3 2 - 3 - 3 3 - - - -

CO4 3 2 3 3 3 3 3 - - - -

CO5 3 3 3 3 3 3 3 - - - -

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 143 of 196

 MBA667: MANAGING TEAMS

Course Code: MBA667 Credits: 4

Course Objective:
In this course effort shall be to make individuals effective team members and also how they can
build effective teams in their respective organizations.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Analyze the types and value of teams, including the
characteristics that contribute to their effectiveness,
CO1 L2: Understanding
and identify common areas in which teams fail and the
reasons for their failure.
Apply formal team diagnostic and team building
techniques during simulated scenarios, demonstrating
CO2 L3: Applying
the ability to facilitate productive team interactions and
address identified issues.
Evaluate the effectiveness of various techniques and
exercises used for building effective teams, such as
L4: Analyzing
CO3 role analysis, interdependency exercises, and force
field analysis, in addressing team dynamics and
enhancing team performance.
Critically assess the effectiveness of intergroup team
building interventions proposed by Blake, Mouton, and
Shepard, organization mirroring interventions, and
CO4 L5: Evaluating
third-party peacemaking interventions, using case
studies to analyze their impact on team cohesion and
performance.
Design comprehensive intergroup team building
interventions tailored to specific organizational
contexts, incorporating elements such as role
CO5 L6: Creating
clarification, conflict resolution strategies, and
partnership development, to foster collaborative
relationships and achieve shared goals.

Page 144 of 196

 UNIT I
Definition of teams,types andvalueof teams,characteristics of effective
teams,areasinwhichteamfails,reasonsfortheirfailure.

UNITII
Formal team diagnostic meeting, formal team building meeting, process
consultationinteractions.

UNIT III
Techniques and exercises usedfor building effective teams – role analysis technique,
rolenegotiationtechnique,interdependencyexercise,responsibilitycharting,forcefieldanalysis.

UNIT IV
Inter group team building interventions as given as Blake, mouton and Shepard,
organizationmirroringinterventions,thirdpartypeacemakinginterventions,partneringcasestudies
inteambuilding.

References:
1. Aravindan,P.,TeamEngineeringandWorldClassManagement,Wheelerpublishing.
2. Brown,[Link],D.,AnExperientialApproachtoOD,PearsonEducationInc.
3. Cummings,[Link],C.,OrganizationalDevelopmentandChange,ThomsonLearning
(South Western).
4. French,W.,Bell,[Link],V.,OrganizationDevelopment-
BehavioralScienceInterventionsforOrganizationImprovement,PearsonEducationInc.
5. French,W.,Bell,C.,andZawacki,OrganizationDevelopmentandTransformation-
ManagingEffectiveChange,TataMcGrawHill PublishingcompanyLtd.
6. Hartzler, [Link], J., Team Fitness-A How to Manual for Building a
WinningWorkTeam, TataMcGrawHillPublishingCompanyLtd.
7. Schein,E.,OrganizationPsychology,PrenticeHall.
8. Walton,R.E.,Inter-
personalPeacemaking:ConfrontationsandThirdPartyConsultationReadingMA,Addison
WesleyPublishingCompany.
Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Page 145 of 196

 Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

MANAGING TEAMS CO1 3 2 3 3 - 2 3 - - - -

CO2 3 2 - 3 3 3 3 - - - -
MBA667

CO3 3 2 - 3 - 3 3 - - - -

CO4 3 2 3 3 3 3 3 - - - -

CO5 3 3 3 3 3 3 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 146 of 196

 MBA668: MANAGING GLOBAL ENTERPRISE

Course Code: MBA668 Credits: 4

Course Objective:
The objective of this course is to acquaint the students with the concept of multinational
enterprise and also the environment affecting the working of MNE’s.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the nature, definition, significance factors
CO1 influencing MNEs in the international business L3: Applying
environment while applying different models (EPRG).
Analyze and apply the concepts of international
financial management and marketing management to L4: Analyzing
CO2
make strategic financial decisions for MNEs in in a
global context.
Analyze the impact of regulations on international
business operations, organizational structure and role L4: Analyzing
CO3
of technology transfer in MNEs for effectiveness in
managing global operations.
Evaluate the effectiveness of tax considerations,
corporate governance, and social responsibility
CO4 L5: Evaluating
practices of MNEs and their alignment with global
standards.
Develop comprehensive international business plans
CO5 and create strategies for MNEs to enhance global L6: Creating
operations and ensure compliance with regulations.

UNIT I
Definition of multinational enterprise, nature of multinational enterprise, reasons for going
global; role of MNEs in world economy, EPRG model, the environment of international
business – geopolitical, economic, cultural, social, legal, PEST analysis.

UNIT II
Multinational Corporations: Conceptual framework of MNCs; Regulation of international
business – home country, host country and MNE’s response to regulation, technology transfer

Page 147 of 196

– methods and debate on technology transfer, social responsibility and MNE’s, organisation
structure of MNEs.

UNIT III
International financial management – concept, tax considerations, tax havens, international
marketing management – concepts, transfer pricing, corporate governance – international
perspective. Foreign Investment: Capital flows – types and theories of foreign investment;
Foreign Direct Investment (FDI)-foreign investment flows and barriers.

UNIT IV
International Human Resource Management – staffing of MNE’s; International Supply Chain
Management – Global Production, Outsourcing, and Logistics

References:
1. Bennett Roger, International Business, Pitman Publishing.
2. Kolde, E.J., International Business Enterprise, Wiley Periodicals, Inc.
3. Matinussan John, Transnational Corporations in a Developing Economy: The Indian
Experience, Sage Publications, New Delhi.
4. Mellahi, K., Frynas, J. George and Finlay Paul,Global Strategic Management, Oxford
University Press
5. Peng Mike W., Global Strategy, Cengage Learning.
6. Rugman, Alan M, Hodgetts, Richard M., International Business – strategic
Management Approach, McGraw-Hill.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
MANAGING GLOBAL

CO1 3 2 2 1 2 1 3 - - - -
ENTERPRISES

CO2 2 3 1 2 2 2 3 - - - -
MBA668

CO3 2 3 2 3 3 3 3 - - - -

CO4 3 2 3 3 3 2 3 - - - -

CO5 3 2 3 2 3 2 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 148 of 196

 MBA669: ORGANISATION STRUCTURE AND DESIGN

Course Code: MBA669 Credits: 4

Course Objective:
Understanding organisations is essential to becoming more effective analysts, managers,
and leaders. This course aims to develop an understanding among management students
of the ways to promote organisational effectiveness through internal structures and
processes.

Course Outcomes (COs):

After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
Analyze various organization theories and their
CO1 evolution, including perspectives on organizational L2: Understanding
structure and design.
Apply knowledge of organizational purpose, structural
CO2 dimensions, and contextual factors to evaluate different L3: Applying
approaches to organizational effectiveness and design.
Evaluate the impact of external environmental factors
and inter-organizational relationships on organizational
L4: Analyzing
CO3 design, considering strategies for designing
organizations to operate effectively in the international
environment.
Critically assess the role of organizational culture,
ethical values, and innovative processes in managing
CO4 L5: Evaluating
dynamic organizational processes, including decision-
making, conflict resolution, and power dynamics.
Design comprehensive strategies for managing
organizational change and innovation, incorporating
CO5 elements such as environmental management, cultural L6: Creating
alignment, and ethical leadership, to promote
organizational success and sustainability.

UNIT I
Introductiontoorganisations:definition,types,importanceoforganisations,organisationtheories:
an overview,theevolution oforganisation theory anddesign,perspectivesonorganisations.

Page 149 of 196

 UNITII
Organisational design: organisational purpose, structural and contextual dimensions,
performance and effectiveness outcomes, approaches to organisational effectiveness,
integrated effectiveness model, role of strategic direction in organisational design,
efficient versus learning organisation.

UNIT III
Opensystemdesignelements:theexternalenvironment,inter-
organisationalrelationships,designingorganisationsfortheinternationalenvironment,internaldes
ignelements:manufacturingandservicetechnologies,informationtechnologyandcontrol,organisa
tionsize,lifecycleanddecline.

UNIT IV
Managingdynamicprocesses:managingtheenvironment,organisationalcultureandethicalvalues,
innovationandchange,decisionmakingprocesses,conflict,power,andpolitics.

References:
1. Daft,R.L.,OrganisationalTheory,Change,andDesign,CengageLearning,NewDelhi.
2. Robbins,S.P.&Mathew,M.,OrganisationTheory:Structure,Design,andApplications
PearsonEducation,NewDelhi.
3. Srivastava,B.,OrganisationDesign&Development,Bizantra,NewDelhi.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)
Program Specific Outcomes
Course Program Outcomes (POs)
Course Course (PSOs)
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PO7* PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 3 3 - 2 - 3 - - - -
STRUCTURE AND
ORGANISATION

CO2 3 2 - 3 3 3 - 3 - - - -
MBA669

DESIGN

CO3 3 2 - 3 - 3 - 3 - - - -

CO4 3 2 3 3 3 3 - 3 - - - -

CO5 3 3 3 3 3 3 - 3 - - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

GROUP B: FINANCE

MBA671: STRATEGIC COST MANAGEMENT

Page 150 of 196
Course Code: MBA671 Credits: 4

Course Objective:
To understand how to use different techniques of cost management with a strategic
perspective.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the fundamental concepts and nature of
CO1 costs, including traditional and contemporary cost L2: Understanding
classifications.
Apply knowledge of strategic cost management and
CO2 L3: Applying
its techniques.
CO3 Effectively analyze costs. L4: Analyzing
Evaluate the role of environmental costs, Total
CO4 L5: Evaluating
Quality Management, and Quality Costing.
Improve business performance by using different
CO5 L6: Creating
tools.

UNIT I
Costs: Concept, nature of costs, traditional and contemporary cost classification, cost
measurement systems: manufacturing overhead allocation methods, traditional versus
contemporary approaches, Strategy and cost management: Concept of strategy, strategic
management, strategic cost management, Contemporary management techniques.

UNIT II
Measuring and managing environmental costs, Total Quality Management, Quality Costing:
measuring and managing quality costs: financial measures, non-financial indicators, the
balanced scorecard, Kaizen costing, Lean accounting.

UNIT III

Page 151 of 196

Activity Based Costing, Activity-based management and budgeting: strategy and annual
budgeting, setting budget context, budget preparation, strategic value of standard costing-
variance analysis, behavioural aspects, Resource Consumption Accounting, Just in time,
Back flush costing.
UNIT IV
Life cycle costing, Target costing, Theory of constraints and throughput accounting, Value
chain analysis, Customer profitability analysis, Business process reengineering,
Benchmarking.

References:
1. Blocheret. al., Cost Management: A Strategic Emphasis, McGraw-Hill/Irwin.
2. Hansen, D.R. and Mowan, M.M., Cost Management: Accounting and Control, Thomson
South Western.
3. Horngren, C. T., Datar, S. M., & Foster, G. (1994). Cost accounting: a managerial
emphasis. Prentice-Hall International.
4. Shank, Govindarajan, Strategic Cost Management, Free Press.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 3 - - - - - 3 - - -
STRATEGIC COST
MANAGEMENT

CO2 3 3 - - - - - 3 - - -
MBA671

CO3 3 3 - - - - - 3 - - -

CO4 3 3 - - - - - 3 - - -

CO5 3 3 - - - - - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 152 of 196

 MBA672: INTERNATIONAL FINANCIAL MANAGEMENT

Course Code: MBA672 Credits: 4

Course Objective:
The objective of this course is to highlight the opportunities and challenges of financial
management in open economies characterized by large volumes of international trade and
high international mobility of factors of production. In particular, the course will highlight the
complications caused by the process of international investment decision-making as well as
the development of investment and hedging strategies on a multinational level.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understanding the emergence of international finance
CO1 L2: Understanding
and the international business environment.
Understanding the monetary, tax and corporate
CO2 L2: Understanding
governance regime across the globe.
Identifying the different avenues for sourcing of
CO3 L3: Applying
finance in international business.
Analysing decisions pertaining to international capital L4: Analyzing
CO4
budgeting, working capital and cash management.
Evaluate various risks and exposures involved in
CO5 international business and explore various available L5: Evaluating
risk management mechanisms.

UNIT I
Foundations of international financial management: globalization and multinational firm; the
importance, rewards, and risk of international finance; goals for international financial
management; exposure to international risk; international monetary system; balance of
payments; international parity relationships; international tax environment; corporate
governance around the world.

UNIT II
International financial markets and institutions: international banking and money market;
international bond market; international equity markets; foreign exchange markets: nature,

Page 153 of 196

structure, types of transactions, forecasting foreign exchange rates; futures and options on
foreign exchange; currency and interest rate swaps.

UNIT III
Foreign exchange exposure and risk management: management of economic exposure;
management of transaction exposure; management of translation exposure; management of
political exposure; management of interest rate exposure; hedging against foreign exchange
exposure; hedging through mixed currency invoicing; country risk analysis; role of stock
exchange regulators and federal banks.

UNIT IV
Financial management of multinational firms: foreign portfolio investment; foreign direct
investment and cross-border acquisitions, international capital structure and the cost of
capital; international capital budgeting; multinational working capital policy and cash
management; exports and imports.

References:
1. Apte, P.G., International Financial Management, Tata McGraw Hill Publishing
Company Ltd.
2. Bekaert, G. and R.J. Hodrick, International Financial Management, Prentice Hall.
3. Eiteman, D.K., Stonehill, A.I. and Moffett, M.H., Multinational Business Finance,
Pearson Education.
4. Eun, C. and Resnick, B., International Financial Management, McGraw-Hill/Irwin.
5. Madura, J., International Corporate Finance, Thomson South-Western.
6. Shapiro, A.C., Multinational Financial Management, John Wiley & Sons, Inc.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 - 3 - - - - 2 - - -
INTERNATIONAL

MANAGEMENT
FINANCIAL

CO2 3 - 3 - - - - 2 - - -
MBA672

CO3 3 2 3 - - - - 3 - - -

CO4 3 3 3 - - - - 3 - - -

CO5 3 3 3 - - - - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 154 of 196

 MBA673: BEHAVIOURAL FINANCE

Course Code: MBA673 Credits: 4

Course Objective:
This course aims to introduce the student to the new field of behavioural finance. The field
focuses on how psychological factors affect the decision-making of individual investors and
how these factors affect the financial markets. It questions the common assumption of
efficient markets within the traditional neoclassical economic theory.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Apply the interplay between conventional and
CO1 behavioural finance for evaluating the decision-making L3: Applying
processes in financial contexts.
Analyse the implications of heuristics, biases, and
CO2 L4: Analyzing
overconfidence on financial decision-making processes.
Evaluate the impact of social forces on market outcomes
CO3 L5: Evaluating
and the behavioural explanations of market anomalies.
Assess the behavioural factors influencing managerial
CO4 decision-making in corporate finance, including capital L5: Evaluating
budgeting, dividend policy, and corporate governance.
Synthesize the concepts of neurofinance and the
CO5 psychology of traders' decision-making to understand L6: Creating
behavioural aspects in money management.

UNIT I
Conventional finance, prospect theory, and market efficiency: traditional versus behavioural
finance, neoclassical Economics, expected utility theory, risk attitude, Allais paradox, asset
pricing, the pricing of risk, market efficiency, agency theory, prospect theory and extensions,
framing, and mental accounting, challenges to market efficiency, some key anomalies, noise
trading and limits to arbitrage.

UNIT II
Behavioural science foundations and investor behaviour: heuristics and biases,
overconfidence, emotional foundations, implications of heuristics and biases for financial

Page 155 of 196

decision-making, implications of overconfidence for financial decision-making, individual
investors and the forces of emotions.

UNIT III
Social forces and market outcomes: social interactions and investments, empirical evidence
of social forces at work, behavioural explanations of market anomalies, behavioural factors,
and stock market puzzles- the equity premium puzzle, real-world bubbles, experimental
bubbles market, behavioural finance and market valuations, excessive volatility.

UNIT IV
Behavioural corporate finance and money management: managerial decision-making,
financial decisions, capital budgeting, and other investment decisions; dividend policy
decisions; loyalty, agency conflicts; and corporate governance; initial public offers, mergers
and acquisitions, neurofinance; and the traders’ brain.

References:

1. Ackert, L. and Deaves, R., Behavioral Finance: Psychology, Decision-Making, and

Markets, South-Western Cengage Learning.

2. Forbes, W., Behavioral Finance, John Wiley & Sons Ltd.

3. Montier, J., Behavioral Finance: Insights into Irrational Minds and Markets, John
Wiley & Sons Ltd.

4. Pompian, M.M., Behavioral Finance and Wealth Management: How to Build Optimal
Portfolios That Account for Investor Biases, John Wiley & Sons Ltd.

5. Baker, H.K., and Nofsinger, J.R., Behavioral Finance: Investors, Corporations, and
Markets, John Wiley & Sons Ltd.

6. Thaler, R.H., Advances in Behavioural Finance, Russell Sage Foundation.

7. Shleifer, A., Inefficient Markets: An Introduction to Behavioural Finance, Oxford

University Press.

8. Shefrin H., Beyond Greed and Fear: Understanding Behavioural Finance and the
Psychology of Investing, Oxford University Press.

9. Shiller, R.J., Irrational Exuberance, Princeton University Press.

10. Parikh, P., Value Investing and Behavioural Finance, Tata McGraw Hill Ltd.

Page 156 of 196

 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 1 1 2 1 - 3 - - -
BEHAVIOURAL

CO2 3 3 1 2 2 2 - 3 - - -
FINANCE
MBA673

CO3 3 3 2 3 2 3 - 3 - - -

CO4 3 3 1 1 2 2 - 3 - - -

CO5 3 2 1 2 2 3 - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 157 of 196

 MBA674: CORPORATE GOVERNANCE

Course Code: MBA674 Credits: 4

Course Objective:
The objective of this course is to explore the business, financial, political, and legal issues
affecting systems by which corporations are directed and controlled both in industrialized and
developing countries.

Course Outcomes (COs):

After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
CO1 Discern the key characteristics of corporations from
other business entities while grasping the
L2: Understanding
significance of corporate governance and agency
problems.
CO2 Analyze the internal institutions of corporate
governance, such as directors, managers, and L4: Analyzing
shareholders, and assess the choices available within
legal constraints for effective governance.
CO3 Evaluate the purpose of corporations and the various
stakeholders involved, including shareholders,
L5: Evaluating
stakeholders, the community, and the state, in the
context of corporate social responsibility.
CO4 Assess the mechanisms of accountability for
managers and stockholders, including voting
processes, derivative actions, and market forces, as L5: Evaluating
well as the roles of regulators and gatekeepers in
ensuring accountability.
CO5 Examine the relationship between insolvency
regimes, corporate governance, foreign investment,
L5: Evaluating
and privatization, and evaluate their impact on
corporate governance practices.

UNIT I
Introduction to the corporation and corporate governance: The nature, significance, formation
and historical development of the corporation, significant characteristics of the corporation
(legal personality, indefinite life, ‘joint-stock’ aggregation of risk capital, limited liability,

Page 158 of 196

transferability of shares), the corporation as distinguished from other business entities (sole
proprietorship, partnership, limited partnership), introduction to agency concepts (board and
managers/stockholders, majority and minority stockholders) and to ‘agency problem’,
earnings and significance of corporate governance.

UNIT II
The Internal and external institutions of the corporate governance-the purpose of the
corporation, for whom does the corporation exist (shareholders, stakeholders, the community,
and the state), the concept of corporate social responsibility, the internal institutions of
corporate governance (Directors, managers, and shareholders), choices within legal
constraints, e.g., mitigation and indemnification.

UNIT III
Accountability of managers and stockholders- defining and enforcing managers’ duties,
mechanisms of stockholders’ accountability (through voting and proxy contests, derivative
and class actions, takeovers, anti-takeover defences; tender offers, and markets for corporate
control), outside forces (regulators, government enforcement), legislative (introduction to
Indian and foreign initiatives); gatekeepers and access to capital (auditors, investment
bankers, rating agencies, exchanges, the financial press).

UNIT IV
The significance of insolvency regimes: corporate governance and foreign investment,
corporate governance and privatization, insolvency regimes and their effect on corporate
governance.

References:
1. Fernando. A.C., Corporate Governance: Principles, Policies and Practices, Pearson
Education.
2. Hansmann, H., The Ownership of Enterprises, The Belknap Press of Harvard
University.
3. Harvard Business Review, Harvard Business Review on Corporate Governance,
Harvard Business Press.
4. Lipman, F.D. and Lipman, L.K., Corporate Governance Best Practices: Strategies
forPublic, Private, and Not-for-Profit Organizations, Wiley & Sons.

Page 159 of 196

5. Mathur, U.C., Corporate Governance and Business Ethics: Texts and Cases, Macmillan
Publishers Ltd.
6. Monks, Robert A.G. and Minow, N., Corporate Governance, Wiley- Blackwell.
7. Salmon, W.J., J.W. Lorsch, G. Donaldson, J. Pound, J.A. Conger, and D. Finegold,
Harvard Business Review on Corporate Governance, Harvard University Press.
8. Tricker, B., Corporate Governance: Principles, Policies, and Practices, Oxford
University Press.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 3 2 3 2 3 - 2 - - -
GOVERNANCE
CORPORATE

CO2 3 2 3 3 2 2 - 2 - - -
MBA674

CO3 3 3 2 3 2 3 - 2 - - -

CO4 3 3 2 3 2 3 - 2 - - -

CO5 3 3 3 3 2 3 - 3 - - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 160 of 196

 GROUP C: INFORMATION TECHNOLOGY AND OPERATIONS
MANAGEMENT

MBA676: KNOWLEDGE MANAGEMENT

Course Code: MBA676 Credits: 4

Course Objective:
The primary objective of this course is to equip students with a comprehensive understanding
of Knowledge Management (KM), covering its definition, evolution, essential components,
and practical implementation strategies in organizational settings.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Define and explain the basic concepts, principles, and
theories of knowledge management, and identify the
CO1 various components of knowledge management L3: Applying
systems, including knowledge creation, storage,
retrieval, and dissemination.
Formulate and implement strategies to foster a culture
of knowledge sharing within an organization, and
L4: Analyzing
CO2 analyze and apply different knowledge sharing tools
and techniques, such as communities of practice,
social networks, and collaborative platforms.
Evaluate different knowledge management
technologies and tools available in the market, and
CO3 develop the skills to design, implement, and optimize L5: Evaluating
knowledge management systems tailored to specific
organizational needs and goals.
Define key performance indicators (KPIs) for
evaluating the success and impact of knowledge
management initiatives, and develop methods to assess
CO4 L5: Evaluating
the effectiveness of knowledge management systems
in enhancing organizational learning, innovation, and
decision-making.
Identify common challenges and risks associated with
knowledge management and formulate strategies to
CO5 mitigate these challenges, ensuring the sustainability L6: Creating
and resilience of knowledge management initiatives in
dynamic organizational environments.

Page 161 of 196

 UNIT I
Introduction: definition, evolution, need, drivers, scope, approaches in organizations,
strategies in organizations, components and functions, understanding knowledge; Learning
organization: five components of learning organization, knowledge sources, and
documentation.

UNIT II
Essentials of Knowledge Management, knowledge creation process, knowledge management
techniques, Knowledge creation process, systems and tools, organizational knowledge
management architecture and implementation strategies, building the knowledge corporation
and implementing knowledge management in organization.

UNIT III
Knowledge management system life cycle, managing knowledge workers - knowledge audit,
and knowledge management practices in organizations, few case studies.

UNIT IV
Futuristic KM: Knowledge Engineering, Theory of Computation, Data Structure.

References:
1. Awad, E.M. and Ghazri, M., Knowledge Management, Pearson Education.
2. Thohothathri, A.R., Knowledge Management – a resource book, Excel Books.
3. Tiwana, A., The KM Toolkit – Orchestrating IT, Strategy & Knowledge Platforms,
Pearson education.
4. Rao, M., Leading with Knowledge, Tata Mc-Graw Hill.
5. Senge, P., The Fifth Discipline Field Book – Strategies & Tools for Building a learning
Organization, Nicholas Brealey.
6. Warier, S., Knowledge Management, Vikas publications.

Page 162 of 196

 Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 1 1 1 1 - - 3 - -
MANAGEMENT
KNOWLEDGE

CO2 3 3 2 2 2 2 - - 3 - -
MBA676

CO3 3 3 2 3 2 3 - - 3 - -

CO4 3 3 1 2 3 1 - - 3 - -

CO5 2 3 3 2 2 3 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 163 of 196

 MBA677: MANAGEMENT OF TECHNOLOGY

Course Code: MBA677 Credits: 4

Course Objective:
The primary objective of this course is to equip students with a comprehensive understanding
of the management of technology. The course covers various aspects, issues, and strategic
considerations related to technology management, including the impact of technological
change on employment, productivity, and society. Additionally, it explores legal aspects,
intellectual property rights, and the technological environment in India.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand and apply strategic management
principles to develop effective plans for integrating
CO1 and leveraging technology within an organization, L3: Applying
ensuring alignment with overall business
objectives.
Evaluate emerging technologies and assess their
potential impact on business operations and
L4: Analyzing
CO2 develop strategies for successful adoption and
implementation of innovative technologies to
enhance organizational competitiveness.
Identify and analyze potential risks associated with
technology initiatives and develop and implement
CO3 risk mitigation strategies to ensure the successful L5: Evaluating
execution of technology projects, considering both
technical and business-related risks.
Develop a comprehensive understanding of
technology governance frameworks and regulatory
CO4 compliance requirements and implement effective L5: Evaluating
governance structures to ensure ethical and legal
use of technology within an organization.
Develop skills in managing organizational change
resulting from the implementation of new
technologies and design and implement change
CO5 L6: Creating
management strategies to facilitate smooth
transitions and maximize employee engagement
during technological transformations.

Page 164 of 196

 UNIT I
Management of technology: various aspects and issues, strategic considerations,
technological change and innovation, impact of technological change on employment and
productivity, social consequences.

UNIT II
Technology forecasting, technology development, technology acquisition and transfer;
Technology absorption and diffusion, evaluation/assessment of competing technologies,
foreign diffusion, collaboration and strategic technological alliances

UNIT III
Law regarding protection of trade intellectual property rights, patents, trademarks, TRIPS and
W.T.O. - its impact on Indian economy.

UNIT IV
Technological environment in India - technology policy, role of various government
organisations such as DST, CSIR in development and dissemination of technology,
technology development at organisation level, role of information system, quality systems
and market feedback.

References:
1. Fredruck Betz, Managing Technology, Prentice Hall.
2. MaukDudgson, Technology Strategy and the Firm, Longman Publications.
3. Sharif Nawaz, Management of Technology Transfer and Technology, APCTT
Bangalore.
4. UN-ESCAP: Technology for Development, ESCAP Secretariat.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
MANAGEMENT OF

CO1 2 2 1 2 2 1 - - 3 - -
TECHNOLOGY

CO2 3 3 1 2 3 2 - - 3 - -
MBA677

CO3 3 3 2 3 2 3 - - 3 - -
CO4 3 2 2 1 3 2 - - 3 - -
CO5 3 2 3 2 2 2 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 165 of 196

 MBA678: BUSINESS INTELLIGENCE

Course Code: MBA678 Credits: 4

Course Objective:
To develop a critical awareness of the range of tools being marketed under the label
"Decision Support" or more generally "Business Intelligence (BI)" and consequently provide
an understanding of the key algorithms and techniques which are embodied in business
intelligence products.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the basic concepts of business
CO1 L2: Understanding
intelligence and its application.
Implement Data Warehouse methodology, data
CO2 mining techniques and OLAP in real world L3: Applying
applications
Critically evaluate use of BI for supporting decision
CO3 L5: Evaluating
making in an organisation.
Develop proficiency in BI software such as SAS
CO4 L6: Creating
Enterprise Miner and artificial neural networks.
Design an enterprise dashboard as the key
CO5 L6: Creating
performance indicators to help in decision making.

UNIT I
Introduction to BI, the need for business intelligence, business intelligence terminology and
key concepts, deduction, induction, machine learning and neural networks.

UNIT II
Business intelligence techniques, data warehousing, data mining and techniques, OLAP,
business intelligence system & software.

UNIT III
SAS programming, logistic regression, exercises on LR, decision trees (DT) (enterprise
miner), exercise on DT, time series forecasting (TSFS), exercise on TSFS.

Page 166 of 196

 UNIT IV
Artificial neural networks (ANN), exercise on ANN, association rules, exercise on
association rules, real life application of BI.

References:
1. Berry and Linoff, Data Mining Techniques, Wiley Computer Publishing.
2. Berson A. and Smith, S. J., Data Warehousing, Data Mining, & OLAP, McGraw Hill.
3. Biere M., Business Intelligence for the Enterprise, Prentice Hall.
4. Gonzales M. L., IBM Data Warehousing: with IBM Business Intelligence Tools, Wiley.
5. Marakas G., Decision Support Systems, Prentice-Hall.
6. Moss L. T. and ShakuAtre, Business Intelligence Roadmap, Addison-Wesley.
7. Turban E. and Aronson J., Decision Support Systems and Intelligent Systems,
PrenticeHall.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 1 1 2 1 - - 3 - -
INTELLIGENCE

CO2 3 3 1 2 2 2 - - 3 - -
BUSINESS
MBA678

CO3 2 3 2 3 3 3 - - 3 - -

CO4 3 2 1 2 3 2 - - 3 - -

CO5 3 2 2 2 2 2 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 167 of 196

 MBA679: TOTAL QUALITY MANAGEMENT

Course Code: MBA679 Credits: 4

Course Objective:
The primary objective of this course is to provide students with a comprehensive
understanding of Total Quality Management (TQM). The course covers the historical
background, principles, and various tools and techniques associated with TQM. Students will
also explore its applications across different business functions.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the key principles, concepts, and philosophies
that form the foundation of Total Quality Management,
CO1 L3: Applying
including continuous improvement, customer focus, and
employee involvement.
Acquire practical skills in applying various TQM tools and
techniques such as Six Sigma, statistical process control,
CO2 L4: Analysing
and quality function deployment to enhance organizational
processes and decision-making.
Learn to design and implement effective quality
measurement systems to monitor and evaluate
CO3 L5: Evaluating
organizational performance, ensuring alignment with
strategic objectives and customer expectations.
Explore strategies to foster a culture of continuous
improvement within an organization, emphasizing the
CO4 importance of employee engagement, innovation, and L5: Evaluating
learning to drive ongoing enhancement of products,
services, and processes.
Understand how TQM principles can be integrated into
leadership practices, enabling effective decision-making,
CO5 L6: Creating
strategic planning, and resource allocation to promote a
culture of quality throughout the organization.

UNIT I
Introduction to TQM: history, aims, objectives, benefits, gurus and their principles, TQM.
Reasons for use of TQM, proven examples and benefits, methods to assist the progress of
TQM, introduction to tools and techniques: brainstorming, affinity diagram, benchmarking,

Page 168 of 196

fishbone diagram, check sheet, flow chart, line graph, run chart, histogram, Pareto diagram,
FMEA, scatter diagram, control chart, QFD, tree diagram, force field analysis, seven w. and
is/is-not questions, why-why diagrams, total quality control, quality assurance: practices and
techniques, TQM and management : new management challenges, trends and contribution of
TQM.

UNIT II
Customer focus: defining external and internal customers, steps in customer analysis,
methods of getting customer inputs, methods of measuring customer satisfaction, continuous
improvement process: what is continuous improvement, the importance of continuous
improvement, and principles of continuous improvement, processes, how to manage
processes, role of TQM’s control and improvement process, designing for quality:
opportunities for improvement in product design, early warning, concept and design
assurance, designing for basic functional requirements, reliability, availability, safety,
manufacturability, cost and product performance, workforce teams: team work for quality,
types of teams and tasks involved, characteristics of successful and unsuccessful teams,
barriers to team work, benchmarking: defining, importance and benefits, types, basic steps,
pitfalls, JIT: definitions, benefits, JIT cause and effects, JIT implementation in
manufacturing.

UNIT III
TQM for Marketing Function: quality in marketing and sales, factors for excellence, BPR and
IT: business process management, quality control SQC/SPC: statistical process control,
change management, technology and product quality, quality of after sales services: quality
measurement in customer service, organization for quality: quality circles, self managing
teams, quality director, reliability of quality characteristics, quality leadership: developing a
quality culture, technology and culture, motivation quality linked productivity.

UNIT IV
Total employee involvement: awareness of quality, recognition and rewards, empowerment
and self-development, education and training, cost of quality: cost of poor quality, categories
of quality cost, analysis of quality costs, benefits of costs of quality control, supporting
technologies: overview of supplier quality assurance system, TQM implementations &
barriers to implementation, ISO 9000 series of standards: concept, relevance, benefits,

Page 169 of 196

elements of ISO 9001: 2000, six sigma: history, structure, application, keys to success and
failure.

References:
1. Arora, K.C., TQM and ISO 14000, S.K. Kataria & Sons, New Delhi.
2. Hurbert K. Rampersad, Managing Total Quality, Tata McGraw Hill Publishing
Company Ltd., New Delhi.
3. Juran, J.M. & Gryna, Frank M., Quality Planning and Analysis, Tata McGraw Hill,
New Delhi.
4. Neil Huxtable, Small Business Total Quality, Chapman & Hall.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 1 1 2 1 - - 3 - -
TOTAL QUALITY
MANAGEMENT

CO2 3 3 1 2 2 2 - - 3 - -
MBA679

CO3 2 3 2 3 3 3 - - 3 - -

CO4 3 2 1 2 3 2 - - 3 - -

CO5 3 2 2 2 2 2 - - 3 - -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 170 of 196

 GROUP D: MARKETING

MBA681: MARKETING OF SERVICES

Course Code: MBA681 Credits: 4

Course Objective:
This course main objective is to help students understand the practical implications of the
unique characteristics of services and service provision and to help them cope with the
challenges of marketing and managing a service. The course brings out the emerging service
environment in India and the world.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Analyse the interplay between different market
CO1 forces influencing services to evaluate the strategic L3: Applying
options.
Analyse the implications of GAP model of service
CO2 L4: Analysing
quality on marketing of services designing process.
Evaluate the services design and its impact on
CO3 L5: Evaluating
service failure and recovery strategies.
Assess the employee behavioural factors
CO4 influencing the decision making in marketing of L5: Evaluating
services and resulting customer perception.
Synthesising the concepts of marketing of services
like the flower model, zone of tolerance, gap
CO5 L6: Creating
model in order to understand different aspects of
marketing of services.

UNIT I
Introduction to services: concepts of services marketing triangle, service marketing mix, GAP
models of service quality, consumer behaviour in services, zone of tolerance, factors that
influence customer perception of service, service encounters, customer satisfaction, service
quality.

Page 171 of 196

 UNIT II
Understanding customer expectation through market research: types of service research,
building customer relationship through retention strategies, market segmentation, 3 levels of
retention strategies, customer defined service standards, service quality as profit strategy, role
of service quality in offensive and defensive marketing service design and positioning, new
service development- types, stages, service blue printing-using and reading blue print, service
positioning: positioning on the five dimensions of service quality, positing on service
evidence.

UNIT III
Employee role in service designing, importance of service employee, emotional labour,
source of conflicts, strategies for closing GAP-3 customer role in service delivery, strategies
for enhancing, customer participation, delivery through intermediaries, managing demand
and capacity, lack of inventory capability, understanding demand patterns, strategies for
matching capacity and demand, waiting line strategies.

UNIT IV
Role of marketing communication: key reasons for GAP-4 involving communication, role of
price and value in provider GAP-4, role of non-monetary cost, price as an indicator of service
quality, physical evidence in services: types of service scapes, role of service GAPs,
framework for understanding service GAPs and its effect on behaviour, marketing of services
in selected industries: banking, insurance, tourism, transportation, educational services,
advertising and real estate.

References:
1. Bhattacharjee, C., Services Marketing, Excel books
2. Jha, S.M., Services Marketing, Himalaya Publishing House
3. Lovelock, C., Services Marketing, Pearson Education.
4. Mudie,P. and Pirrie, A., Services Marketing, Elsevier/Butterworth-Heinemann
5. Nargundkar, R., Services Marketing, Tata McGraw Hill International.
6. Swartz and Lacobucci, Handbook of services marketing and management,
Sagepublication.
7. Zeithaml, V.A. and Bitner, M.J., Services Marketing, Tata McGraw Hill International.

Page 172 of 196

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 1 2 1 1 1 - - - 3 -
MARKETING OF

CO2 3 3 3 1 2 2 - - - 3 -
SERVICES
MBA681

CO3 3 3 3 1 2 1 - - - 3 -

CO4 3 3 3 1 2 1 - - - 3 -

CO5 3 3 1 1 2 1 - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 173 of 196

 MBA682: FOREIGN TRADE DOCUMENTATION AND TRADE
FINANCE

Course Code: MBA682 Credits: 4

Course Objective:
The course aims at providing and understanding of foreign exchange, export financing,
export-import procedures and the various operations involved. The main emphasis is laid on
developing a systematic approach to handling foreign trade transactions and the
documentation thereto.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Interpret different types of trade documents and their
implications and summarise the steps involved in the
L2: Understanding
CO1 trade finance process while explaining the processes
involved in various trade finance instruments and
documentation procedures.
Apply knowledge of trade finance instruments in
solving practical problems and communicate with the
stakeholders within and outside country i.e. Exporter, L3: Applying
CO2
Importer, Customs authorities, Banks, Insurance
companies, Shipping companies, DGFT, Export
Promotion councils etc..
Analyse the risks and benefits associated with
CO3 L4: Analysing
different trade finance instruments
Evaluate the compliance of trade documentation with
international standards and the effectiveness of trade
CO4 L5: Evaluating
finance documentation processes and identifying areas
for improvement
Develop comprehensive trade documentation for
complex international transaction and innovation
CO5 L6: Creating
strategies for optimizing trade finance operations and
enhancing efficiency in documentation processing.

Page 174 of 196

 UNIT I
Documents for starting up a new export venture; aligned documentation system: meaning,
rationale, various documents, EDI initiative; methods of payment: advance payment, open
account, consignment sales, documents against acceptance (D/A), documents against
payment (D/P), letter of credit, UCP -600; pre shipment credit: meaning, procedure, rates,
documents needed; post shipment credit: meaning, procedure, types and documents needed.

UNIT II
(ECGC): export credit insurance, policies, role of ECGC; theories and practice of foreign
exchange rate determination, floating and fixed exchange rates; exchange control regulations
and procedures in India, FEMA.

UNIT III
Processing of an export order: stages in implementing export transaction; procedures and
documents related to quality control – ISO 9000, ISO 14000; marine insurance: types of
marine insurance, marine losses, procedure and documents needed for claim.

UNIT IV
Customs and port clearance of imports and exports, Import procedures and documents,
Incoterms 2020.

References:
1. Current Foreign Trade Policy
2. Handbook of procedures Volume I & II.
3. Jain, S.C., Export Procedures and Documents
4. Kumar, A., Export and Import Management, Excel Books.
5. Lall, G. S., Finance of Foreign Trade and Foreign Exchange, H. P. J. Kapoor.
6. Manual on Export Documentation, Nabhi publication.
7. Ram, P., Export, What, Where and How, Anupam Publishers.
8. Varshney, R.L. and Bhattacharya, B., International Marketing Management, S. Chand.

Page 175 of 196

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
AND TRADE FINANCE
CO1 3 3 3 3 3 3 - - - 3 -
DOCUMENTATION
FOREIGN TRADE

CO2 3 3 3 3 3 3 - - - 3 -
MBA682

CO3 3 3 3 3 3 3 - - - 3 -

CO4 3 3 3 3 3 3 - - - 3 -

CO5 3 - 3 3 3 3 - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 176 of 196

MBA683: CUSTOMER RELATIONSHIP MANAGEMENT AND SALES
MANAGEMENT

Course Code: MBA683 Credits: 4

Course Objective:
The course aims to develop in the students an understanding of the concepts, importance,
benefits and principles of customer relationship management within the context of marketing
strategy. It also aims to familiarize the students with the fundamentals of sales management
so as to enable the students to effectively manage a sales force.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the basics of CRM, the nature and scope
of personal selling, the relationship of Sales
CO1 L2: Understanding
department and other departments, the ethical and
legal issues involved in personal selling.
Apply the principles of designing a sales organisation
CO2 structure, criteria for selection of sales force L3: Applying
considerations in designing sales force compensation.
Evaluate the output from various metrics used in
CRM, different negotiation approaches and tactics
CO3 used in personal selling as well as the appropriateness L5: Evaluating
of different motivation theories and tools used on
different types of sales personnel.
Assess the profitability of different customers as well
as the plans for managing customer defection such as
CO4 L5: Evaluating
the adequacy of Sales budget, the appropriateness of
Sales quotas and sales force performance.
Formulate CRM strategy including the E-CRM
CO5 program and design sales training programs of L6: Creating
different durations.

UNIT I
Introduction to CRM: definition, components, scope, evolution, importance and
transformation of customers, touch point analysis, customer value, customer relationship
styles, types of customers and customer value , customer lifetime value, customer value and

Page 177 of 196

customer satisfaction as precursors to CRM, value co-creation, customer value management,
analysing profitability of customers: value chain analysis, customer defection, closed loop
marketing, customer retention: importance, stages, measurement of customer expectations:
managing and delivering, consumer research, CRM measurement, e-CRM: basic concepts,
importance, benefits, steps and success factors in e-CRM, merging CRM and the internet, and
barriers to internet adoption.

UNIT II
Developing and deploying CRM strategy: CRM program life-cycle, building blocks of CRM,
components of CRM infrastructure: information, process, technology and people and their
integration, technology for customer relationship, delivering the customer offer, issues in
customer privacy, CRM measurement, Analysis of CRM strategies and approaches practised
by successful business houses in India and abroad, emerging trends in CRM.

UNIT III
Introduction to sales management: nature, scope & its evolution, relationship between selling
& marketing, selling strategies, selling & buying styles, selling skills, sales in the era of
CRM, sales related marketing policies: product, distribution, pricing & personal selling
policies, negotiation strategies.

UNIT IV
Sales organization: types of sales structure, management of sales territory, sales quotas, sales
budget, sales control & cost analysis, organizing & staffing sales force: selection & 64
recruitment of sales force, sales training, motivation & compensation, strategic role of
information in sales management, ethical & legal issues in sales, evaluating of sales force
performance.

References:
1. Baran, R.J., Galka, R.J., & Strunk, D.P., Customer Relationship Management,
CengageLearning, New Delhi.
2. Churchill, Ford, Walker, Sales Force Management, McGraw Hill.
3. Johnson & Marshall, Sales Force Management, McGraw Hill.
4. Lancaster & Jobber, Selling & Sales Management, Pearson Education.
5. Manning & Recce, Selling Today: Building Quality Partnerships, Pearson Education.

Page 178 of 196

6. Mukerjee. K, Customer Relationship Management- A Strategic Approach to
Marketing,Prentice Hall of India, New Delhi.
7. Shainesh, G. & Sheth, J.N., Customer Relationship Management, Macmillan
Publications.
8. Still, Cundiff & Govani, Sales Management, Pearson edition.

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
SALES MANAGEMENT

CO1 3 - - 1 - - - - - 3 -
MANAGEMENT AND
RELATIONSHIP
CUSTOMER

CO2 3 - - - - 1 - - - 3 -
MBA683

CO3 3 - - - 1 1 - - - 3 -

CO4 3 - - - - - - - - 3 -

CO5 3 3 - - - - - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 179 of 196

 MBA684: ARTIFICIAL INTELLIGENCE-DRIVEN SOCIAL MEDIA
MARKETING

Course Code: MBA684 Credits: 4

Course Objective:
The course aims to deepen understanding of AI's role in social media marketing and develop
practical skills in implementing AI-driven strategies for effective online engagement.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Understand the role and significance of Artificial
CO1 L2: Understanding
Intelligence in the realm of Social Media Marketing
Create compelling and strategic content for social
CO2 L6: Creating
media by leveraging advanced AI tools
Design and monitoring of Social Media Marketing
CO3 L6: Creating
campaigns, employing AI-driven strategies
Create a Social Media Marketing Strategy harnessing
CO4 L4: Analyzing
the power of AI using tools like Social Mention
Design and deploy chatbots for social media
CO5 marketing, considering various types and design L6: Creating
principles with ethical considerations

UNIT I
Introduction to AI: History, evolution, and current state of AI technologies. Natural Language
Processing (NLP): Understanding text and voice-based user interactions. Social Media
Marketing: Introduction, Overview of major social media platforms. Social Media Marketing
Strategy; Meaning and Process. AI and Social Media Marketing Integration.

UNIT II
Introduction to Text Generation AI: Overview of technologies like GPT (Generative Pre-
trained Transformer) and their capabilities. Applications in Social Media Posts: Crafting
engaging posts, generating creative copy for ads, and automating responses to user
comments. AI in Graphic Design: Generating custom images and graphics based on textual

Page 180 of 196

descriptions. Text-to-Video: Technologies that convert textual descriptions into video
content, including scene creation, character animations, and voiceovers

UNIT III
Integration of AI in creating Social Presence: Social Media Pages, Groups and Channels.
Social Media Campaigns: Design and execution of Facebook, Instagram, and LinkedIn
marketing Campaigns. Integration of AI in campaign designing: Audience Targeting and
Personalization, Campaign Execution, Performance Analysis and Optimization. Landing
Pages and AI

UNIT IV
Introduction to Chatbots: types of chatbots (rule-based vs. AI-powered), and their roles in
social media marketing, Chatbot Design Principles, and Integration with Social Media
Platforms. Introduction to Sentiment Analysis: definition and types, Brand Monitoring, AI in
Sentiment Analysis. Ethical and Legal Considerations: Data Privacy, AI Transparency,
Avoiding Bias.

References:
1. Barker.M.S., Barker. D.I., Bormann. N.F, and Neher.K.E, Social Media Marketing: A
Strategic Approach,Cengage Learning.
2. Sterne. J., Artificial Intelligence for Marketing: Practical Applications, Wiley
Publications.
3. Cancel.D., and Gerhardt. D., Conversational Marketing & Sales: How to Grow Leads,
Shorten Sales Cycles, and Improve Your Customers' Experience with Real-Time
Conversations, Wiley Publications.
4. Castrounis, A., AI for People and Business: A Framework for Better Human
Experiences and Business Success, O'Reilly Media
5. Liu.B Sentiment Analysis: Mining Opinions, Sentiments, and Emotions, Cambridge
University Press
6. Szabo.G and Polatkan.G, Social Media Data Mining and Analytics, Wiley Publications.
7. Shevat.A Designing Bots: Creating Conversational Experiences, O'Reilly Media.

Page 181 of 196

Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
INTELLIGENCE-DRIVEN

CO1 2 3 1 - 2 - - - - 3 -
SOCIAL MEDIA
MARKETING
ARTIFICIAL

CO2 2 3 1 - 2 - - - - 3 -
MBA684

CO3 2 3 1 - 2 - - - - 3 -

CO4 2 3 1 - 2 - - - - 3 -

CO5 2 3 1 1 2 - - - - 3 -
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 182 of 196

 GROUP E: HUMAN RESOURCE

MBA686: HUMAN RESOURCE INFORMATION SYSTEM

Course Code: MBA686 Credits: 4

Course Objective:
The Course gives an insight into the application of human resource
informationsystemsinorganizationstosupportorganizationalstrategy,improveefficiencyandflexi
bility,[Link]
ategichumanresourcemanagementperspective.

Course Outcomes (COs):

After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
Understand the data and information needs of HR
managers, including the sources of data and the role of
Information Technology Enabled Services (ITES) in
Human Resource Management (HRM), and explain the
CO1 L2: Understanding
concept, structure, and mechanics of Human Resource
Information Systems (HRIS), including relevant software
packages such as SAP, Oracle Financials, and Ramco's
Marshal.
Apply knowledge of data management principles to
design and implement effective HRIS, including data
CO2 formats, entry procedures, data storage, retrieval, and L3: Applying
transaction processing, and evaluate the relevance of
decision-making concepts for designing HRIS.
Evaluate the HR management process and the role of
HRIS modules, such as Recruitment, Selection,
Performance Appraisal, Training & Development, and L4: Analyzing
CO3
Payroll, in supporting planning, control, and
organizational processes, including capturing data for
monitoring, review, and decision-making.
Critically evaluate the security, size, and style
considerations of organizations in relation to HRIS,
CO4 including data security measures, common challenges L5: Evaluating
during IT adoption efforts, and strategies for overcoming
them, and assess opportunities for integrating HRM and

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 Course
Outcomes Statement Bloom’s Level
(CO)
ITES personnel to optimize HRIS effectiveness.
Design comprehensive orientation and training modules
for HR and other functionaries to effectively utilize
HRIS, considering employee legislation and an
CO5 L6: Creating
integrated view of HRIS, and develop strategies for
combining HRM and ITES resources to maximize
organizational efficiency and compliance.

UNITI
Introduction: data& information needs forHRmanager,sources of data,roleof
ITESinHRM,ITforHRmanagers,concept,structure,&mechanicsofHRIS,programmingdimensio
ns&HRmanager,softwarepackagesforhumanresourceinformationsystem including ERP
software such as SAP(SystemApplications andProducts), oracles
financialsandRamco’smarshaletc.

UNITII
DatamanagementforHRIS:dataformats,entryprocedure&process,datastorage&retrieval,transac
tionprocessing,officeautomationandinformationprocessing&controlfunctions, design of
HRIS: Relevance of Decision Making Concepts for Information SystemDesign,HRM Needs
Analysis – Concept & Mechanics, Standard Software and CustomizedSoftware.

UNITIII
HRmanagementprocess&HRIS:modulesonMPP(Massively Parallel Processor),Recruitment,
selection, placement, module on PA System, T & D module, module on pay &related
dimensions, planning & control, information systems support for planning &
control,organization structure & related management processes including authority &
responsibilityflows, organization culture and power – data capturing for monitoring &
review,
behaviouralpatternsofHR&othermanagersandtheirplaceininformationprocessingfordecisionm
aking.

UNITIV
Security,size& styleof organizations &HRIS: security of data andoperations of
HRISmodules,commonproblemsduringITadoptioneffortsandprocessestoovercome,orientation
Page 184 of 196
& training modulesfor HR& otherfunctionaries,opportunitiesfor
combinationofHRM&ITESpersonnel,HRIS& employeelegislation,anintegratedviewofHRIS.

References:
1.
ArmstrongMichael,AHandbookofHumanResourceManagementPractice,KoganPag
[Link].
2. Beutell,N.J.,PCProjectsforHumanResourceManagement,WestPublishingCompany
NewYork.
3. DonaldMyers,HumanResourceManagement:PrinciplesandPractice,CommerceClearing
[Link].
4.
HammerMichael,TheAgenda:WhatEveryBusinessMustDotoDominatetheDecade,H
ammerandCompany,Cambridge,MA.
5. Hansen,G.,andHansen,J.,DatabaseManagementandDesign,PrenticeHallofIndia.
6.
Houldsworth,ElizabethandDilumJirasinghe,ManagingandMeasuringEmployeePerf
ormance -UnderstandingPractice,KoganPageLtd.
7.
Kavanagh,M.,Gueutal,H.,andTannenbaum,S.,HumanResourceInformationSystems:
DesignandApplications, PWS/KentPublishing.
8.
Phillips,JackJ.,AccountabilityinHumanResourceManagement,GulfProfessionalPubl
ishing,Houston.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5
INFORMATION

CO1 3 2 2 3 - 2 - - - - 3
RESOURCE

SYSTEM
HUMAN
MBA686

CO2 3 2 - 3 3 3 - - - - 3

CO3 3 3 - - 1 - - - - - 3

CO4 3 2 - 3 - 3 - - - - 3

Page 185 of 196

 CO5 3 3 - - 1 - - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 186 of 196

 MBA687: MANAGEMENT OF CHANGE AND LEADERSHIP

Course Code: MBA687 Credits: 4

Course Objective:
The course aims at appreciating the role of leaders in developing world class organizations in
rapidly changing environment. Organizations need to be prepared for bringing these changes.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
Analyse the need for organizational change and the various
types of change, including the levers used to initiate and
sustain change efforts, as well as different perspectives on
CO1 L4: Analysing
change and corporate culture using Total Quality
Management (TQM) and Business Process Reengineering
(BPR).
Evaluate the effectiveness of different leadership
approaches in creating and sustaining a learning
CO2 L5: Evaluating
organization, considering the impact of leadership on
organizational culture, values, and change initiatives.
Critically assess the effectiveness of change programs and
initiatives, using relevant criteria such as stakeholder
CO3 L5: Evaluating
engagement, alignment with organizational goals, and
sustainability, to determine their overall success and value.
Design comprehensive change management plans for
addressing specific organizational challenges or
opportunities, incorporating elements such as stakeholder
CO4 L6: Creating
analysis, communication strategies, and performance
metrics, to facilitate successful implementation and
outcomes.
Design comprehensive strategies for developing strategic
leadership capabilities, fostering ethical leadership
CO5 practices, and cultivating a learning organization, L6: Creating
incorporating principles of vision creation, cultural shaping,
and effective change leadership.

Page 187 of 196

 UNIT I
Understanding organizational change, need for bringing change, types of change, change
levers, perspectives of change, understanding corporate culture, change programs.

UNIT II
Models of change, case studies on change as growth, change as transformation and change as
turn around, brief introduction to major organizational changes-total quality management and
business process reengineering.

UNIT III
Leadership theories and styles, charismatic and transformational leadership, team leadership,
developing leadership diversity, culture and leadership, influencing-power, politics,
networking and negotiation, leadership communication.

UNIT IV
Leading Change, Strategic leadership, ethical leadership, the leader as social architect-
creating vision and strategic direction, shaping culture and values, designing and leading a
learning organisation.

References:
1. Cummings, T. and Worley, C., Organizational Development and Change, Thomson.
2. Harigopal, K., Management of Organizational Change-Leveraging
Transformation,Response Books Learning.
3. Nilakant, V. and Ramnarayan, S., Change Management-Altering Mindsets in
GlobalContext, Response Books, Sage Publications.
4. Nilakant, V. and Ramnarayan, S., Managing Organizational Change, ResponseBooks,
Sage Publications.
5. Balasubramanian, S., Art of Business Leadership-Indian Experiences, Sage
Publications.
6. Northouse, P.G., Leadership - Theory and Practice, Sage Publications
7. Browne, C.G. & Cohn, T.S., Study of Leadership, Interstate Printers and Publishers
Page 188 of 196
Mapping of Course Outcomes (COs) with Program Outcomes (POs)/Program Specific
Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 3 - 2 - - - - 3
MANAGEMENT OF
CHANGE AND
LEADERSHIP

CO2 3 2 - 3 3 3 - - - - 3
MBA687

CO3 3 - - - 1 1 - - - - 3

CO4 3 2 - 3 - 3 - - - - 3

CO5 3 3 - - - - - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 189 of 196

 MBA688: MANAGEMENT OF DISCIPLINE AND DISCIPLINARY
PROCEEDINGS

Course Code: MBA688 Credits: 4

Course Objective:
Thecourseaimsto providetheparticipants with
abetterunderstandingofmaintainingdisciplineandhandlingdisciplinaryproceedingsandthew
orkingofvariousprocedures/mechanisms for the purpose. Extensive use of relevant cases
will be made whileteachingthispaper.

Course Outcomes (COs):

After the completion of the course, students will be able to:

Course
Outcomes Statement Bloom’s Level
(CO)
Understand the principles of natural justice and their
application in disciplinary proceedings, including their
CO1 L2: Understanding
impact on decisions regarding reduction in rank and
reversion.
Apply relevant legislation and procedural knowledge to
CO2 effectively draft a charge sheet, ensuring compliance L3: Applying
with legal requirements and principles of fairness.
Evaluate the implications of suspending employees
during enquiries, considering the potential consequences
CO3 L4: Analysing
on employee morale, organizational reputation, and legal
liabilities
Critically evaluate the effectiveness of disciplinary
actions and grievance redressal mechanisms in
CO4 L5: Evaluating
addressing workplace conflicts, considering factors such
as fairness, efficiency, and adherence to legal standards.
Design comprehensive strategies for preventing and
resolving industrial disputes, incorporating measures to
address issues such as disciplinary actions against
CO5 L6: Creating
professionals and cases of victimization, while ensuring
compliance with relevant legislation and promoting a
positive work environment.

Page 190 of 196

 UNIT I
Managing indiscipline-basic concepts, nature of proceedings-judicial, quasi-judicial
andadministrative, principles of natural justice, the law of simple discharge, misconduct
anddomestic enquiry,reduction inrank and reversion,complaintsand decisionto
initiateenquiry.

UNITII
Charge sheet and its drafting, service of charge sheet to workmen and reply to the
chargesheetanditsconsiderations,suspensionduringenquiry,criminalproceedingsanddepart
mentalenquiryholdingofenquiry,considerationsbypunishingauthority.

UNITIII
Disciplineandgrievanceredressalmachinery-purposesandproceduresofdisciplinaryactions,
relevant legislation relating to disciplinary proceedings, judicial control of
labourcourtandindustrialtribunals,provisionrelatingtoterminationofservice.

UNITIV
Writ jurisdiction, prevention of disputes, handling industrial action, relevant
legislationdisciplinaryactionagainstprofessionals,victimization-
meaningandscopeofinterferenceofindustrialtribunalcases.

References:
1. Basu,D.D.,AdministrativeLaw,PrenticeHall.
2. Chaturvedi,R.G.,DepartmentalEnquiriesandDisciplinaryActions,LawBookCo.
3.
Ghaiye,B.R.,LawandProcedureofDepartmentalEnquiries,EasternBookCo.,Luc
know.
4. Malik,P.L.,IndustrialLaw,EasternBookCo.

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)
Course Program Outcomes (POs) Program Specific Outcomes (PSOs)
Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 3 - 2 - - - - 3
MANAGEMENT OF
DISCIPLINE AND

PROCEEDINGS
DISCIPLINARY

CO2 3 2 - 3 3 3 - - - - 3
MBA688

CO3 3 2 - 3 - 3 - - - - 3

CO4 3 2 3 3 3 3 - - - - 3

CO5 3 3 3 3 3 3 - - - - 3

Page 191 of 196

Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

MBA689: LABOUR LEGISLATION – II

Course Code: MBA689 Credits: 4

Course Objective:
The objective of this course is to providing participants with advanced and specialized
knowledge in specific areas of labour law, enabling them to deepen their understanding and
expertise in employment of labour in certain establishments. Emphasis would be given to
provisions and case laws of various acts.

Course Outcomes (COs):

After the completion of the course, students will be able to:
Course
Outcomes Statement Bloom’s Level
(CO)
CO1 Understand about safety, welfare and working
L2: Understanding
conditions of workers
CO2 Understand about employment of labour in factories. L2: Understanding
CO3 Assess conditions relating to hazardous operations and
L5: Evaluating
maintain emergency standards
CO4 Examine and ensure fulfilment of provisions related to
L3: Applying
employment of women and adolescent workers
CO5 Evaluate provisions related to wages, bonus and
comprehend repercussions of non- payment or late L5: Evaluating
payment.

UNIT I
The occupational safety, health and working conditions code, 2020 – duties and
responsibilities of employer, duties and rights of employee, notices of accidents, welfare
facilities, working hours, leaves, holidays, night shifts.
Factories - Dangerous operations, Specific responsibility of the occupier in relation to
hazardous processes. Emergency standards.

UNIT II
Women Workers – Employment, Adequate safety of employment of women in dangerous
operation.
Adolescent – definition, working hours, leaves and maintenance of register for employment

Page 192 of 196

of adolescent workers. Prohibition on employment of adolescents.
UNIT III
Mines – Manager, Employment of persons below eighteen years of age. Rescue and recovery
services – establishment, maintenance and vocational training.

UNIT IV
Code on Wages, 2019 –definitions, payment of wages, minimum wages, floor wages,
payment of bonus, overtime, offences and penalties.

References:
1. Labour_Laws & [Link] ([Link])
2. osh_gazette.pdf ([Link])
3. Chakravarti, K.P.,Labour Management and Industrial Relations, Eastern Laws House,
Calcutta.
4. Kothari, G.M.,Labour Demands and Their Adjudication, MM-Tripathi Pvt. Ltd.,
Bombay.
5. Malhotra, O.P., The Law of Industrial Disputes, Saujanya Books.
6. Malik, P.L.,Industrial Law, Eastern Book Company, Lucknow.
7. Misra, S.N.,Labour and Industrial Law, Central Law Publications, Allahabad.
8. Saharay,H.K.,Industrial and Labour Laws of India, Prentice-Hall of India.
9. Srivastva,S.C., Industrial Relations and Labour Laws, Vikas Publishing House

Mapping of Course Outcomes(COs) with Program Outcomes (POs)/Program Specific

Outcomes (PSOs)

Course Program Outcomes (POs) Program Specific Outcomes (PSOs)

Course Course
Outcomes
Code Title
(COs) PO1 PO2 PO3 PO4 PO5 PO6 PSO1 PSO2 PSO3 PSO4 PSO5

CO1 3 2 2 3 3 2 - - - - 3
LEGISLATION-II

CO2 3 3 3 2 3 2 - - - - 3
LABOUR
MBA689

CO3 3 2 3 3 2 3 - - - - 3

CO4 3 2 2 3 2 2 - - - - 3

CO5 3 3 2 3 2 3 - - - - 3
Note : -= No correlation 1= Low correlation 2= Medium correlation 3= High correlation

Page 193 of 196

 Letter Grades and Grade Points
The Semester Grade Point Average (SGPA) will be computed from the grades as a measure of
the student’s performance in a given semester. The SGPA is based on the grades of the current
term, while the Cumulative GPA (CGPA) is based on the grades in all courses taken after joining
the programme of the study.

Table 1: Grading System

Letter Grade Marks Range (%) (PM) Grade Point
O (Outstanding) 90 ≥PM≤100 10
A+ (Excellent) 80 ≥ PM < 90 9
A (Very Good) 70 ≥ PM< 80 8
B+ (Good) 60 ≥ PM < 70 7
B (Above Average) 50 ≥ PM < 60 6
C (Average) 45 ≥ PM <50 5
P (Pass) 40 ≥ PM< 45 4
F (Fail) < 40 0
Ab (Absent) Absent 0

Computation of SGPA and CGPA

The following procedure will be adopted to compute the Semester Grade Point Average (SGPA)
and Cumulative Grade Point Average (CGPA):
1. The SGPA is the ratio of the sum of the product of the number of credits with the grade
points scored by a student in all the courses taken by a student and the sum of the
∑(𝐶𝑖×𝐺𝑖)
number of credits of all the courses undergone by a student, [Link] (Si) = ∑ 𝐶𝑖

Where Ci is the number of credits of the ith course and Gi is the grade point scored by
the student in the ith course.

Example for Computation of SGPA

Table 2: Computation of SGPA
Semester Course Credit Letter Grade Grade point Credits X Grade
1 Course 1 3 A 8 24
1 Course 2 4 B+ 7 28
1 Course 3 3 B 6 18
1 Course 4 3 O 10 30
1 Course 5 3 C 5 15

Page 194 of 196

 1 Course 6 4 B 6 24
Total 20 139
SGPA=139/20=6.95
2. The Cumulative Grade Point Average (CGPA) is also calculated in the same manner taking
into account all the courses undergone by a student over all the semesters of a programme,
∑(𝑪𝒊×𝑺𝒊)
i.e. CGPA = ∑ 𝑪𝒊

Where Si is the SGPA of the ith semester and Ci is the total number of credits in that
semester.

Example for Computation of CGPA

Table 2: Computation of CGPA
Semester Total Credits SGPA Total Credits X SGPA
1 20 6.9 138
2 20 7.8 156
3 20 5.6 112
4 20 6.0 120
Total 80 526
CGPA=526/80=6.6

The SGPA and CGPA shall be rounded off to 2 decimal points and reported in the transcripts.

Page 195 of 196