5.1 Management Process and Organization
Objective
The objective of the course is to make students aware of environmental changes and to show them how effective managers are adapting. The emphasis will be on the conceptual developments in the area of planning, organizing, leading and controlling managerial functions. The course also elaborates on conceptual framework of leadership and the role of managers as leaders and change agents.
Unit-I: Nature of Management
Management Defined, Nature of Management, Scope of Management, Need for Management, Management and Administration, Management-A Science or an Art, Management Levels, Top-level managers, Middle level managers, First level supervisory managers, General versus Functional managers
Managerial Roles, Functions and Skills
Management Functions, Planning, Organizing, Staffing, Directing, Controlling, Managerial Roles, Interpersonal Roles, Informational Roles, Decisional Roles, Managerial Skills, Technical Skills, Human Skills, Conceptual skills, Diagnostic Skills, , Communicational Skills, Political Skills
Unit-II: Evolution of Management Thought
Classical Approach, Bureaucracy, The Scientific Management Stage, Contribution by F.W. Taylor - Scientific Management, Contribution by Peter F. Drucker – MBO
Coordination
Meaning and Definition of Coordination, Characteristics of coordination, Need for coordination, Types of coordination, Principles of coordination, Independence and coordination, Approaches for achieving effective coordination
Planning and Forecasting
Planning: An Overview, Importance of Planning, disadvantages of planning, Principles of Effective Planning, Plan types , Levels of Planning ,
Forecasting, Techniques of Forecasting, Forecasting Demand and Supply
Unit-III: MBO and Systems Approach
Characteristics of Objectives, Organizational Objectives, Characteristics of sound objectives, Hierarchy of objectives, Management by Objectives (MBO), Objectives, Process, Advantages and Disadvantages of MBO, improving the effectiveness of MBO.
Decision Making and Creativity
Managerial Decision Making, Defining a Problem, The problem pointers, Factors Affecting Decision Making, Steps in Decision Making, Rational Decision Making, Creativity
Structural Design and Departmentation
Organizational Structure: Design, Steps in the Organizational Structuring;
Structure, Mechanistic Versus Organic Structures, Types of Organizational Structures, Organizational Chart
Unit-IV: Span of Management
What is Span of Management, Span of Control and Levels of Organization, Narrow span structure; Wide span structure, Graicunas Theory, Factors Affecting Span of Management, Limitations of Span of Management Delegation of Authority
Concept and Characteristics of Authority, Sources and Scope of Authority, Delegation of Authority, Principles and Process of Delegation, Advantages of Delegation, Problems with Delegation, Personal Factors as Barriers to Delegation, Reluctance of Executives, Reluctance of Subordinates, Overcoming Obstacles
Unit-V: Centralisation and Decentralisation
Centralization versus Decentralisation, Factors Determining the Need for Centralization and Decentralisation, Advantages of centralization, Advantages of decentralization
Line and Staff Relationship
Line and Staff Structure, Line and Staff Conflicts, Achieving Cooperation between Line and Staff, Line Authority Relationship, Staff Authority Relationship
Unit-VI: Nature, Process and Techniques of Controlling
The Controlling Process, Establishing standards, Comparing measured performance with performance standards, Taking Corrective Action, Techniques of Managerial Control, Feed-forward and Feedback Control, Behavioural Implications and Guidelines for Effective Control
Corporate Ethics and Social Responsibility
Ethical Concepts, Business Values, The Concept of Social Responsibility, Causes of growing awareness for Social Responsibility, Arguments against and in favor of Social Responsibility, Comparative Study: Japanese Management and Z Culture of American Companies.
Reference
1. Weihrich, Heinz and Harold Koontz, Management-A Global Perspective (10th Ed.), McGraw Hill.
2. Weihrich, Heinz and Harold Koontz, Essentials of Management (5th Ed.), McGraw Hill.
3. Stoner, Freeman and Gilbert, Management (6th Ed.), PHI 4. Watson, Tony.J. Organising and Managing Work, PHI
5.2 Organizational Structure & Behaviour
Objective
This self-paced course, designed for a master’s level field of study focuses on the behavior of individuals and groups within diverse organizations and on organizational structure and processes-To enhance understanding of the dynamics of interaction between the individual and the organization and facilitate the development of a perspective to diagnose and effectively deal with the issues of human behavior in organization.
Unit-I: Introduction to Organizational Behaviour
What is an Organization? Managers in Organizations; Managerial Networks; Direct Environmental Forces; Indirect Environment Forces Approaches to Organizational Behaviour: A Historical Perspective;
Scientific Management; The Behavioural Approach to Management;
Contingency Approach
Quality of worklife: What is QWL? Responsibility of the Organization towards QWL
Job Enrichment; Job Rotation
Unit-II: Foundations of Individual Behaviour
Biological Foundations of Behaviour; Causes of Human Behaviour;
Environmental Effect on Behaviour; Behaviour as an Input-output System; A Code of Ethics; Behaviour and Performance
Motivation and Behaviour: Motivation: Overview and Sources of Motivation; Historical Development; Theories of Motivation Evaluation of the Theory; Porter Lawler Model
Learning and Behaviour Reinforcement: Theories of Learning;
Acquisition of Complex Behaviours; The Learning Curves; Principle and Schedules of Reinforcement
Unit-III: Motivation at work
Theories of Work Motivation; Vroom’s Expectancy Model; Equity Theory;
Goal-setting Theory; Goal- Setting: Motivation, Performance and Job
Satisfaction; Consequences of Job Dissatisfaction, Sources of Job Satisfaction
Perception: Overview and Characteristics of the Perceiver and Perceived;
Perceptual Organization and Selectivity; Barriers to Perceptual Accuracy;
Attribution
Personality: Type A and Type B Personality; Major Contributing Factors to Personality; Personality Dimensions; Introvert and Extrovert Personalities; Personality Theories
Unit-IV: Stress and Behaviour
The General Adaptation Syndrome; Stress Responses; Basic Forms of Stress; Frustration and Anxiety; Sources of Stress; Consequences of Job Stress; Stress and Job Performance; Job Burnout; Coping with Stress Group Behaviour: Reasons for Group Formation; Types of Groups; Group Cohesiveness; Group Norms Committee Organization
Group decision-making: Advantages and Disadvantages of Group Decision Making; Leadership Role, In-group Decision Making; Techniques of Group Decision Making
Unit-V: Inter-Group Relations and Conflict Management Interdependence of Groups; Nature of Conflict in Organizations; Changing View of Conflict; Types of Conflict Situations; The Causes of Conflict;
Conflict Management ;Negotiation; Third Party Role in Negotiations; Johari Window Model
Power and Politics: Power and Politics-An Introduction; Sources of Power in Organizations-Interpersonal Sources, Organizational Sources;
Organizational Politics; Ethics
Leadership in organizations: Formal and Informal Leadership;
Leadership Styles; Personal Characteristics of Leaders.
Unit-VI: Organizational culture and climate
Origins of Organizational Culture; Levels of Culture; Managing Organizational Culture; Cross Cultural Communication
Preparing for a Foreign Assignment; Organization Climate
Organizational Structure and Design: Steps in Organizational Structure; Mechanistic and Organic Structures; Determinants of Organizational Structure;
Organizational Change and Development: External Forces; Internal Forces; The Change Process; Types of Change; Steps in Managed Change;
The Change Agents; Resistance to Change; Organizational Development (OD); Basic OD Assumptions; OD Interventions.
Reference
1. Robbins, S.P., Organisational Behaviour, Ninth Edition, Prentice Hall
2. Luthans, F., Organisational Behaviour, Eighth Edition, Prentice Hall 3. P. Udai, Rao, T.V., Pestonjee, D.T., Behavioural Processes in
Organisation, Oxford & IBH
4. Jones, George, Organisational Behaviour, Third Edition, Prentice Hall
5.3 Business Communication
Objective
This course material is intended to improve the communication skill of Managers, to understand role of global communication and its impact, to plan and position your business case to maximize its effectiveness, to maximize business opportunities and strengthen their organization as a whole, to recognize the importance of emotions in determining intelligence.
Unit-I: Basic forms of communication
Introduction; Need for Communication, Forms of Communication
International Communications: The impact of culture on communication: Understanding How Culture Affects Communication;
The art of Global Communication: Recognize the benefits of understanding the communication process in cross-cultural situations Improving your Cross-Cultural Communications: Acknowledging the differences; International communications simulation; Responding to cultural differences using Hogshead’s Cultural Dimensions model.
Unit-II: Principles of effective communication
Introduction; the Effective Communication Skills; Questionnaire, Skills Pertinent to Communication
Writing skills: Business letters: Introduction; Written Communication EMail essentials: Essentials of electronic communication-mail Fundamentals.
Optimizing E-mail at work: Recognize the benefit of writing effective e-mail for business purposes.
E-Mail and organizational communication: Using E-mail as a Communication Tool; Using E-mail to Support Corporate Culture.
Unit-III: Internal communication
Letters within the Organization; Letters to Staff; Circulars and Memos;
Letters from Top Management; Employee Newsletters
How to write an effective internal business case: Preparing a business case; Identify the benefits of writing a good business case
Writing a business case: Identify the benefits of writing a good business case, Recognize the functions of a business case.
Presenting your case: Recognize the benefits of a well-prepared business case presentation, Analyze an audience prior to giving a presentation in a given scenario.
Unit-IV: Giving successful presentations
Presenting successfully: Recognize the benefits of understanding the basics of presenting, recognize the benefits of being able to control anxiety and the presentation environment.
Delivering the message: Recognize the benefits of presenting a positive image, Match the key elements of a strong presentation opening to appropriate behaviors
Available presentation resources: Recognize the benefits of using visual aids effectively, Identify statements that associate types of visual aids with specific uses.
Unit-V: Non-verbal aspects of communication
Introduction; Unit Objectives; Dimensions of Non-verbal Communication;
Body Language; Postures and Gestures; Attire Creates the First Impression the Importance of Grooming; The Power of a Handshake;
Significance of Personal Space; Value of Time; Actions Speak Louder than Words; Potency of a Smile; Organizational Body Language;
Unit-VI: Emotional intelligence at work
Defining emotional intelligence: Recognize the importance of emotions in determining intelligence.
Emotional intelligence in the workplace: Recognize the importance of emotional intelligence at work, recognize the benefits of regulating and controlling one's emotions at work, choose the characteristics of integrity.
Emotional intelligence and teamwork: Recognize the value of being socially competent, identify the behaviors that demonstrate empathy, recognize the value of developing the team's emotional intelligence.
References
1. Basic Business Communication: Robert Mc Archer, Ruth Pearson Amos Prentice Hall Inc.
2. Excellence in Business Communication: Thill Handbook of Business Correspondence by: Frailey.
3. Business Communication: Building Critical Skills by Kitty O. Locker, Stephen Kyo Kaczmarek, Hardcover: 637 pages, Publisher:
Irwin/McGraw-Hill.
5.4 Financial Accounting
Objective
This course intends to: Develop understating of financial statements including consolidated financial statements; Capture techniques of financial statement analysis; Enables to understand accounting standards; Develop knowledge of using electronic data base containing financial information. This is an intensive course that introduces students to financial decision making process and to the tools and techniques of financial analysis, building knowledge on making – framing – financial statements- banking industries.
Unit-I: Accounting principles and standards
Need for Accounting, Development of Accounting, Definition and Functions of Accounting, Book-Keeping and Accounting, Is Accounting a Science or an Art?, End-Users of Accounting Information, Accounting and Other Disciplines, Role of the Accountant, Branches of Accounting, Difference Between Management Accounting and Financial Accounting, Importance of Accounting
Unit-II: Meaning and Scope of Accounting
Meaning of Accounting Principles, Accounting Concepts, Accounting Conventions, Indian Accounting Standards, Systems of Book-Keeping, Systems of Accounting
Unit-III: Journalising transactions
Journal, Rules of Debit and Credit, Compound Journal Entry, Opening Entry Ledger posting and trial balance: Ledger, Posting, Relationship between Journal and Ledger, Rules Regarding Posting, Trial Balance, Voucher System
Unit-IV: Bank reconciliation statement
Need for Bank Reconciliation Statement, Meaning and Objective of Bank Reconciliation Statement, Importance of Bank Reconciliation, Technique of Preparing Bank Reconciliation Statement
Final accounts: Trading and Profit & Loss Account, Manufacturing Account, Balance Sheet, Adjustment Entries, Worksheet
Unit-V: Company financial statements
Meaning and Types of Financial Statements, Nature of Financial Statements, Limitations of Financial Statements, Preparation of Company Financial Statements, Profit and Loss Account, Balance Sheet
Financial reporting: Meaning of Financial Reporting, Illustrative Example
Unit-VI: Financial statements: analysis and interpretation
Relationship between Analysis and Interpretation, Steps Involved in the Financial, Statements Analysis, Ratio Analysis, Classification of Ratios, Profitability Ratios, Turnover Ratios, Financial Ratios, Advantages of Ratio Analysis, Limitations of Accounting Ratios, Computation of Ratios
Cash flow statement: Meaning and preparation of Cash Flow Statement, Sources of Cash, Difference Between Cash Flow Analysis and Funds Flow Analysis, Utility of Cash Flow Analysis, Limitations of Cash Flow Analysis, AS 3 (Revised): Cash Flow Statements.
Reference
1. Bernstein, L.A., and John J. Wild, Financial Statement Analysis, McGraw Hill International.
2. Bhattacharyya, A.K., Financial Accounting for Business Managers, PHI 3. Financial Accounting: An Introduction to Concepts, Methods, and Uses
by Clyde P. Stickney, Roman
4. L. Weil, Hardcover, Publisher: South-Western College.
5.5 Quantitative Techniques
Objective
This course module is intended to develop the statistical concepts and techniques that are needed to make business decisions, making familiar with the statistical and mathematical techniques, to develop working knowledge on statistical techniques and appreciation of applications thereof for solving business problems.
Unit-I: Introduction to quantitative techniques
Overview of Quantitative Techniques; Need of Quantitative Techniques;
Advantages of Quantitative Techniques; Limitations of Quantitative Techniques; Classification of Quantitative Techniques; Statistical Techniques;
Operation Research Techniques; Quantitative Methods in Decision-Making
Unit-II: Data Collection
Statistical Data Collection: Measurement Scales; Data Gathering; Sampling and Non-Sampling Errors
Data presentation: Classification of Data; Frequency Distribution; Cumulative Frequency Distribution; Relative Frequency Distribution; Cumulative Relative Frequency Distribution; Stem and Leaf Display; Graphic Presentation
Unit-III: measures of Central Tendency
Descriptive Statistics; Measures of Central Tendency; The Arithmetic Mean;
The Median; The Mode.
Measures of Dispersion: Measure of Dispersion; Calculation of Standard Deviation by Short-cut Method; Combining Standard Deviations of Two Distributions;
Moments, Skewness and Kurtosis: Moments; Moments about the Mean; Skewness; Kurtosis.
Unit-IV: Regression and correlation analysis Regression Analysis; Correlation Analysis
Time Series Analysis: Time Series Analysis Method; Smoothing Techniques; Trend Analysis; Measuring the Cyclical Effect; Seasonal Variation; Measuring Irregular Variation; Seasonal Adjustments
Probability Theory: Meaning of ‘Probability’; Types of Probability; Calculation of Probability; Probability and Venn Diagram; Permutations; Combinations Random Variables and Probability Distributions: Meaning of Random variable; Meaning of Probability Distribution; Binomial Distribution; Poisson Distribution; Exponential Distribution; Normal Distribution
Unit-V: Testing of hypothesis Sampling; Methods of Sampling; Sampling Theory; Tests of Significance, Chi-square ( 2) test: Degrees of Freedom
Decision theory: What is Decision Theory?; Types of Decision Making Situations; Decision Tree
Unit-VI: Linear Programming
Meaning of Linear Programming; Graphical Solution; Simplex Solutions; Some Important Points; the Dual; a Note on Goal Programming.
Transportation problem: Mathematical Formulation; Definitions; Optimal Solution; Optimality Test; Modi Method
Assignment Problem: Definition; Mathematical Formulation of the Assignment Problem; Difference between Transportation Problem and Assignment Problem; Hungarian Method Procedure; Unbalanced Assignment Problem; Maximization in Assignment Problem.
Reference
1. Hadley, G, Introduction to Business Statistics, Holden - Day, San Francisco.
2. Conover, W.J., Practical Non-parametric Statistics, John Wiley.
3. Montgomery, D.C., Design and Analysis of Experiment, John Wiley.
4. Myerson, Roger B., Game Theory - Analysis of Conflict, Harvard University Press.
5. Sincich, Terry, Business Statistics by Example, Prentice Hall
5.6 Business Law
Objective
The philosophy of the “Business Law” course is to familiarize with basic notions and landmark concepts enabling them to interact with the legal world, particularly within the field of business law. To gain an insight into the Indian Legal Process and legal provisions specifically with reference to business and corporate functioning.
Unit-I: Nature and kinds of contracts
The Indian Contract Act; 1872; Definition of Contract; Essential Elements of a Valid Contract; Kinds of Contracts
Offer and Acceptance: The Proposal or Offer; The Acceptance; Contracts Over the Telephone
Consideration: Essentials of Valid Consideration; Exceptions to the Rule “No Consideration; No Contract”
Capacity of parties: Minor; Persons of Unsound Mind; Disqualified Persons Free Consent: Coercion; Undue Influence; Misrepresentation; Fraud; Mistake Legality of object and consideration: What Considerations and Objects Are Unlawful?
Void agreements: Introduction; Expressly Declared Void Agreements
Performance of Contracts: Who Can Demand Performance? By Whom Must Contracts Be Performed?
Quasi-contracts: Quasi-Contractual Obligations Remedies for breach of contract:
Rescission of The Contract; Liquidated Damages and Penalty; Summary of the Rules Regarding the Measure of Damages;
Indemnity and guarantee: Contracts of Indemnity; Contracts of Guarantee
Unit-II: Bailment and pledge
Bailment; Finder of Lost Goods; Pledge or Pawn; General Rules and Kinds of Agents; Creation of an Agency; Termination of Agency; Irrevocable Agency Contract of sale of goods: Definition and Essentials of a Contract of Sale;
Kinds of Goods; The Price; Earnest or Deposit; Document of Title to Goods
Conditions and warranties: Condition Defined; Warranty Defined; Implied Conditions and Warranties; Doctrine of Caveat Emptor; Test Questions;
Practical Problems
Transfer of property: Essentials of Transfer of Property; Rules .
Performance of contract of sale: Rules as to Delivery of Goods; Acceptance of Delivery by Buyer
Remedial measures: Rights of Unpaid Seller; Buyer’s Rights Against Seller;
Auction Sale
Unit-III: Negotiable instruments
Promissory Note; Bill of Exchange; Cheques; Hundis
Parties to negotiable instruments: Holder; Capacity of Parties
Presentment of negotiable instruments: Presentment for Acceptance;
Presentment for Sight; Presentment for Payment
Negotiation of negotiable instruments: Negotiable Instruments;
Negotiation by Unauthorised Parties
Dishonour and discharge of negotiable instruments: Dishonour of Negotiable Instruments; Discharge of the Instrument and the Parties
Unit-IV: Banker and customer
Crossing of Cheques; Types of Crossing; Liability of Banker;
Consumer Protection Act-1986: Definition of Consumer; Who can File a Complaint;
The copyright act- 1957: Copyright; Ownership of Copyright; Assignment of Copyright.
The patents act: 1970: Definition of Patent; Application for Patents;
The Foreign Exchange Management Act- 1999: Regulation and Management of Foreign Exchange; Authorised Person; Contravention and Penalties; Adjudication
The Competition Act-2002: Prohibition of Certain Agreements
Information Technology Act-2000: Rationale behind the IT Act; 2000;
Unit-V
The Company: Companies Act and its Administration; Definition of Company Kinds of Companies: Kinds of Companies according to the Mode of Incorporation
Memorandum of Association: Definition and Importance; Contents of Memorandum.
Articles of Association: Obligation to Register Articles; Contents of Articles;
Alteration of Articles;
Prospectus: Definition of Prospectus; Issue of Prospectus; Shareholders or Members: Distinction between Shareholder and Member; Methods of Becoming a Member; Who May Become a Member?; Termination of Membership.
Shares and Share Capital: Legal Nature of a Share; Share Capital; Kinds of Shares
UNIT-VI:
Borrowing Powers and Methods: Ultra Vires Borrowings; Security for Borrowings; Debentures;
Company Management and Administration: Directors; Director Identification Number (DIN); Appointment of Directors; Removal of Directors;
Meetings and Resolutions: Meetings; Statutory Meeting; Annual General Meeting; Accounts and Audit: Accounts; Annual Return; Audit; Removal of Auditors; Prevention of Oppression and Mismanagement: The Rule of Supremacy of the Majority; Protection of Minority; Prevention of Oppression and Mismanagement
Compromise, Arrangement, Reconstruction: ‘Compromise’ or
‘Arrangement’; ‘Reconstruction’ and ‘Amalgamation’
Winding Up: Meaning of Winding Up; Winding Up vs. Dissolution; Modes of Winding Up.
Reference
1. N D Kapoor-Elements of Mercantile Law-Sultan Chand
2. Legal Aspects of Business - Akhileshwar Pathak, 3rd Edition, Tata Mc GRAW HILL.
3. Saravanavel & Sumathi - Business Law for Management 4. M C Kuchhal - Business Law – Vikas Publication
5.7 Marketing Management
Objective
The objective of the course is to enable students to interpret current discussions in the field of marketing, apply relevant concepts and tools in practice, be familiar with the advantages and limitations of these concepts and tools and to prepare well founded decisions based on their analyses-Introducing students to the elements of marketing analysis: marketing environment analysis, customer analysis, competitor analysis, and company analysis.
Unit-I
Fundamentals of Marketing: Understanding Marketing, The Marketing Concept, Marketing Concept versus , Production Concept, Efficiency versus Effectiveness, Market versus Internally Driven Businesses, Profile of Customer-centric Organizations, Marketing Mix, Criticism of the 4Ps Approach to Marketing, Segmentation, Targeting, and Positioning,
Fundamentals of Marketing: Understanding Marketing, The Marketing Concept, Marketing Concept versus , Production Concept, Efficiency versus Effectiveness, Market versus Internally Driven Businesses, Profile of Customer-centric Organizations, Marketing Mix, Criticism of the 4Ps Approach to Marketing, Segmentation, Targeting, and Positioning,