MBA _Global_ Program Guide.Media and Entertainment.

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AVAGMAH aims to empower the young Indian with the knowledge to steer the course of the nation, and carve its destiny. We have conceived learning programs that will help you prepare for a challenging, fruitful career ahead. These learning programs are powered by content from global experts, helping you prepare for a career anywhere across the globe.

AVAGMAH is honored to nurture the New India, and welcomes you, the learner, into the powerful world of knowledge and wisdom.

I wish you all the success in pursuing the MBA programme.

Gaurav Tewari

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RECOGNITION

Letter No. 94873/HI/91-1 Education (HI) Department Fort St. George, Madras – 600 009 Dated: 17.12.91 From

Thiru K.R. Venkataraman, B.Com Joint Secretary to Government Sir,

Sub: Recognition of Programmes conducted by the Annamalai University Ref: Your letter dated 23.09.91.

I am directed to state that Annamalai University is one of the Universities recognized by the University Grants Commission for the purpose of its Grants. Hence the Degrees/Diplomas awarded by the Annamalai University which is established by an Act of this Government would stand automatically recognized for the purpose of employment under Centre/State Governments. A copy of this letter along with a copy of your letter cited has been forwarded to the Director, Directorate of Distance Education, Annamalai University, Annamalainagar – 608 002 to give you further more details regarding recognition.

Yours faithfully,

(Sd.) xxxxxxxxxxx

for Joint Secretary to Government.

Copy to:

The Director, Directorate of Distance Education Annamalai University, Post Box No. 4

Annamalainagar – 608 002 (with copy of letter and a request to send more details to the individuals)

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(E.M.) NO. F. 1-1'88 T. 13

Government of India

Ministry of Human Resource Development

(Department of Education)

To New Delhi, the 25th November 1988

The Registrar

Annamalai University Annamalainagar – 608 002

Sir,

Sub: Recognition of Educational Qualifications.

I am directed to refer to your letter No. B1/10906/88 dated 9.10.1988 without its enclosures regarding recognition of qualification for the purpose of employment under the Central Government and to say that the degrees/diplomas awarded by the Universities established by an Act of Parliament or State Legislature, Institution deemed to be Universities, under section 3 of the UGC Act 1956 and Institution of International Importance declared under an Act of Parliament stand automatically recognized for purpose of employment under the Central Government. No formal orders recognizing such degrees/diplomas are necessary to be issued.

Yours faithfully,

Sd/-

(S.C. ANAND) Desk Officer (T)

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ABOUT 24X7 LEARNING

24x7 Learning is India's premier Intellectual Infrastructure provider. 24x7 Learning partners with educational institutions to provide the intellectual infrastructure that is required to create, enhance and maintain our intellectual capital base. Having trained over a million learners across 25 countries 24x7 Learning helps educational institutions provide the right combination of academic education (certification, degree, post-degree), vocational skills and non vocational skill enhancement programmes.

Our higher education system, the factory for our intellectual capital, is doing a tremendous job of providing standardized, basic education qualifications. However, there is a huge gap between what the industry needs and what is available at the finish line.

Our academic institutions, besides physical infrastructure – also need world-class intellectual infrastructure. Intellectual infrastructure refers to industry relevant programmes, quality content, capable faculty and other resources required to produce industry-ready manpower. And we believe that providing the required intellectual infrastructure early on-in the factory stage - will automatically strengthen the output, i.e. the learner, who comes out of the system prepared to take on employment, and become a productive member of our society.

Headquartered in Bangalore, 24x7 Learning has regional presence across 30 cities, and branches in Delhi, Mumbai, Chennai, Hyderabad, Pune and Kolkata. Incorporated in 2001, 24x7 Learning is the recipient of the Red Herring Asia award, the Deloitte Technology Fast 50 award for 2007, 2008 and 2009, and NASSCOM Top 100 IT Innovators accolade among others.

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ABOUT AVAGMAH BUSINESS SCHOOL

Avagmah Business School is the higher education division of 24x7 Learning. Avagmah Business School offers academic excellence through programmes that are industry relevant by partnering with top notch universities on one hand and also getting the programme supported by the industry on the other hand.

Avagmah Business School has also partnered with Harvard Business Publishing, Network 18 etc. leveraging their quality content. To cater to the needs of the industry, Avagmah Business School has partnered with the leaders from the respective fields. Industry partners offer assistance in designing the curriculum thus maintaining the relevance of the programme offered. Industry partners in addition offer internship and placement opportunities to eligible students. Avagmah Business School has also got a rich Advisory Council comprising of industry gurus who offer guru talk to the students.

ABOUT ANNAMALAI UNIVERSITY

The Annamalai University was founded in the year 1929 by the munificence and single-minded devotion of the farsighted and noble-hearted philanthropist and patron of letters, the Hon’ble Dr. Rajah Sir Annamalai Chettiar of Chettinad, Kt., LL.D., D.Litt. Since then, during these eighty years, the Annamalai University has grown into a premier, unitary, residential institution of higher learning and research.

The University today is spread over an extensive campus of about one thousand acres and has the Faculties of Arts, Science, Indian Languages, Engineering and Technology, Education, Fine Arts, Agriculture, Medicine and Dentistry and, in all, they comprise 49 Departments of Study.

The Directorate of Distance Education established in 1979 offers five hundred and twenty five different programmes of study under the Regular Stream. It is credited with the largest enrolment in India and is well equipped with computer and other infrastructure, adequate teaching faculty and

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administrative set-up of its own, study centers, computer training centers, etc., to serve its students’ clientele in their best interest at their door steps.

All the programmes of study offered by the Directorate of Distance Education have the approval of the Distance Education Council, New Delhi.

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1. BASIC INFORMATION

1.1 About MBA (Global)

The MBA (Global) programme has been developed in consultation with Global Corporates.

The programme prepares students to work in global Corporations within and outside India.

Specific emphasis on Global Marketing, Communication, HR practices with special discussion on Global case studies.

The Specializations have been developed keeping in mind the need to align our Programme with Global certifications such as: Project Management Programme (PMP), PHR, Six Sigma - Green Belt, International Communication etc.

1.2 Programme Objective

The Master of Business Administration (Global) Degree Programme of the Directorate of Distance Education of the Annamalai University is to equip students, practicing Executives and Managers, working in Private / Public Sector Undertakings / Banks/ Educational Institutions and other similar organizations so as to enable them to enrich their managerial skills, decision-making, and to enhance their problem solving ability, through case studies, lectures, role-plays and business games with special focus on Global Management.

USPs of the Programme

• Programme developed in consultation with Industry Partners.

• Supported by Industry Giant, Network18 group.

• Network18 operates India’s leading television channels, CNBC-TV18, CNBC Awaaz, CNN-IBN, IBN7, MTV, Vh1, Colors, Nick, etc.

• Recognized by UGC, Ministry of HRD, Govt. of India.

• Live Project Work to understand theoretical learning.

• Self Instructional Study Material to make the subject matter self-explanatory and easy to understand.

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1.3 Programme Duration

(Minimum – 2 Years, Maximum - 7 Years)

The duration of the programme of study is 2 years and students shall complete the programme within a period of 7 years from the year of admission and the programme will comprise the subjects given in regulations.

1.4 Medium of Instruction

English will be the medium of instruction for the programme.

1.5 Eligibility for the Programme Any Graduation

Applicants who have qualified themselves in P.G. Diploma in

Management of any University / or any recognized institute and those who have worked in Managerial / Executive / Supervisory cadre in a Manufacturing / Marketing / Banking / Service

organizations will be given preference.

Students passing Graduation in supplementary exam will not be eligible for admission to MBA (Global) in same academic year.

1.6 Award of the Degree

Annamalai University, recognized by UGC, DEC and Ministry of HRD (Dept. Of Education), Govt. of India, will award the MBA degree certificate on successful completion of the programme.

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1.7 Programme Structure:

MBA (Global) is essentially a two year MBA degree programme offered by Avagmah Business School in Technical collaboration with Annamalai University.

Following subjects will be covered in the duration of two years:

No. Courses

1st Year

1 Management Process & Organization 2 Organizational Structure & Behavior 3 Business Communication 4 Financial Accounting 5 Quantitative Techniques 6 Business Law 7 Marketing Management 8 Managerial Economics 2nd Year 1 Financial Management 2 Strategic Management 3 Media Management 4 Media Business

5 Sound Production and Music Industry Management 6 Film and TV production ,Programming Management 7 Project and Viva-voce Examinations

Note:

1. The students have to select any one elective course out of the seven specialization streams. There are four courses under each specialization stream.

2. Specializations shall be offered subject to minimum number of students at the concerned PCP centre

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1.8 Recognition

Annamalai University is recognized by UGC, DEC and Ministry of HRD (Dept. Of Education), Govt. of India.

Annamalai University is one of the Universities recognized by the University Grants Commission for the purpose of its Grants. Hence the Degrees/Diplomas awarded by the Annamalai University which is established by an Act of this Government would stand automatically recognized for the purpose of employment under Centre/State Governments.

1.9 Contacting Programme Coordinator

Students may contact the Programme Coordinator (Management Programmes) by sending a communication through post to the following address:

Coordinator (Management Programmes) AVAGMAH Business School

24x7 Learning Private Ltd. No 20, 1st Floor,

Annaswamy Mudaliar Road, Ulsoor Lake Bangalore 560 042, India.

Or can send an Email to [email protected] or over telephone by calling on the following nos.:+91-80-4069 9100 / 102-0247 / 1-800-425-0247

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2. ACADEMIC DELIVERY

Academic delivery of MBA (Global) is based upon Technology–enabled blended Learning Model. The methodology of instruction is learner-oriented, and the student has to be an active participant in the teaching-learning process.

A multi-channel approach is followed for instruction. It comprises a suitable mix of:

• Self Learning Materials

• Faculty led PCP Sessions

• Assignments and Case study

• Digital Library

• Live Project Work

• Avagmah Virtual Campus

2.1 Self Learning Materials

Self Learning Materials are printed study materials that will be provided by Avagmah Business School at no extra cost to the students.

These are the primary form of instructional materials. Improvement in quality is ensured through the learning materials because no single text book can cover the course content appropriately. Also self learning materials are designed to make the subject matter self-explanatory and easy to understand. The course content is divided into blocks consisting of several units. Each unit is sized in such a manner that it can be studied in a session of about 3 to 4hours.

The Self Learning Materials will be sent after Avagmah receives the fees along with form.

2.2 Faculty led PCP Sessions

PCP or 'Personal Contact Programme support the self learning study material. These sessions are conducted through out the year and attendance is mandatory. Schedules for these lectures are intimated at the beginning of the semester to candidates. These sessions provide

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opportunity for interactive education and enrich learners' knowledge by directing knowledge to practice.

2.3 Assignments and Case study

The main purpose of assignments is to test students' comprehension and value addition they receive from the study material as well as from the delivery of PCP sessions and also to help them successfully complete the courses by providing feedback to them. Assignments carry 25% weightage towards final result. Students will not be allowed to appear in the examination if they do not submit the assignments before the commencement of the examination.

2.4 Digital Library

As part of the curriculum, students will have access to online resources and reference material that will help them in their learning process. Archived class sessions are also available online for reference purposes.

2.5 Live Project Work

Very central feature of this programme is that it is planned around project work. The objective of the project work is to help the student develop the ability to apply the concepts learned and to bring about an improvement in the work environment.

A candidate who fails in the project work and Viva-Voce examination may be permitted to resubmit a project and appear for the Viva-Voce for the second time, if so recommended by the examiners. No Candidate shall be permitted to submit the project work and appear for the Viva-Voce more than twice on additional fee payments.

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3. AVAGMAH VIRTUAL CAMPUS

Avagmah Virtual campus (AVC) is based on a proven and scalable Learning Management System (LMS) – 24x7 LearnTrak. Learners can access the eLearning content through the Virtual campus. AVC is accessible worldwide, 24 hours a day, anywhere, anytime and as often as you like.

Features of Avagmah Virtual Campus:

• Allows an individual to learn in concise "knowledge bites"; in chunks as small as a few minutes. It helps to stay focused and successfully achieve student’s learning goals.

• Learning through the virtual campus is self-paced. Learners can undertake learning according to their convenience.

• A Researched Online Study material facility (ROSM) through a Digital library which will offer sections such as white papers, technical presentations, and reviews of books in the library, links to web-based resources or magazines, news etc. Learners have the ability to contribute or review the technical resources.

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• The facility of Online Practice Test (OLPT) and Online Assessments Test will be available through the Virtual Campus.

• Peer to Peer Interaction Forum that enables interaction via chat and bulletin boards. Forums will be attached to specific groups or

learning resources / packages.

• Maintenance of Learner profiles online along with project performance will be possible.

• Reports tracking the learners’ progress on Assessments, Course Usage – both user-wise and course-wise, as well as Course Completion statistics are available.

Avagmah Virtual Campus is an integral part of the blended learning process providing self learning and self assessment opportunity to the students. Avagmah Virtual Campus makes the teaching-learning process interactive; the integrated Student MIS helps faculty to track academic growth of students through out the programme and makes Technology-enabled blended learning process more effective.

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4. EVALUATION SCHEME

4.1 Annual & Supplementary Examination Schedule

The annual University Examinations will be held in the month of May/ June every year.

Supplementary examinations will be conducted in the month of December. These examinations will be held at respective Business School.

4.2 Scheme of Examinations The total marks for each course is 100.

Course Duration

Max. Marks. Written Examination +

Assignment

Min. Marks for a Pass First Year Course 1 3 hours 75+25 50 Course 2 3 hours 75+25 50 Course 3 3 hours 75+25 50 Course 4 3 hours 75+25 50 Course 5 3 hours 75+25 50 Course 6 3 hours 75+25 50 Course 7 3 hours 75+25 50 Course 8 3 hours 75+25 50 Total = 800 400 Second Year Course 1 3 hours 75+25 50 Course 2 3 hours 75+25 50 Course 3 3 hours 75+25 50 Course 4 3 hours 75+25 50 Course 5 3 hours 75+25 50 Course 6 3 hours 75+25 50

Course 7 Project work and viva voce

150 + 50 100

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4.3 Passing Minimum

At the end of each year of study, candidates shall have to take their examination in all the courses they studied during that year.

A candidate shall be declared to have passed the examination if he / she obtains not less than 50 per cent of marks in each course. Candidates securing less than prescribed pass minimum shall be deemed to have failed in the written examination of that year.

However, he / she shall be required to appear again for those courses only in which he / she has failed in order to get a pass in the subsequent examination.

A candidate who opts for project work shall be declared to have passed in the Project Work and Viva-voce Examination, if he / she secures an overall minimum of 50 per cent (combining both project work and the Viva-Voce) out of 200 marks.

4.4 Classification Norms

First Class: Candidates securing 60% and above in aggregate in the whole examination shall be placed in the First class.

Second Class: Those who obtain 50% and above but less than 60% shall be placed in the Second Class.

Candidate who obtains 75% in aggregate shall be deemed to have passed the examination with distinction, provided they pass all examinations prescribed for the programme in the First appearance itself.

4.5 For unsuccessful candidates

Candidates who failed in any course in the First year will be permitted to proceed to the second year.

If a candidate fails in any of the theory courses he / she shall be required to reappear for that course(s) only.

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4.6 Attendance Requirement for Appearing in Examination Personal contact Programme is arranged at different centres for the benefit of the students. The minimum number of days to be conducted in a year is 60 days. It is compulsory for students to attend 80% of the days. In the second year Special lectures / Case Studies / Group Discussions / Role Plays / Management Games / In-Basket Exercises / Brain Storming classes will be conducted. Teaching will be through study materials sent to the students supplemented by face to face contact programmes guest lectures and audio and video cassettes.

4.7 Examination Form & Fees

Examination form will be sent directly to students by the University in the month of February.

Students will submit the duly filled form along with examination fees to the ABS with in the stipulated period as mentioned in the form.

ABS will in turn send examination form to AVAGMAH, Bangalore.

The suggested breakup of 1st Year Examination fees:

# List of Heads Fees per Head

1 Examination Fees for eight subjects 3080 2 Examination Application Registration Fees 45 3 Postal Charges 80

4 Mark List Fees 80

5 Centre Fees 245

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The suggested breakup of 2nd Year Examination fees:

Note: The above fees are subject to change as and when notified by University.

# List of Heads Fees per Head

1 Examination Fees for

eight subjects 2695

2 Dissertation &

Viva-voce 715

3 Examination Application Registration Fees

45

4 Postal Charges 80

5 Mark List Fees 80

6 Provisional or Pass Certificate Fee 155 7 Centre Fees 245 8 Membership Fee 45 Total 4060

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5. SYLLABUS - FIRST YEAR

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

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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

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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

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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

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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

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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

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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

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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.

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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.

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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

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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

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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.

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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

What is a Hypothesis?; Null and Alternative Hypothesis; Standard Error; Decision Rule; Test for a Sample Mean; Test for Equality of Two Properties; Large Sample Test for Equality of Two Means ; Paired Observations; F-test.

Sampling theory and its basic concepts: Sampling; Benefits of 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.

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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.

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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

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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

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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.

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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

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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,

Marketing Research: Marketing Information Systems – MIS, Approaches to Marketing Research, Types of Marketing Research, Stages in the Marketing Research Process

Marketing Environment: Economic Forces, Technological Factors, Socio-cultural Factors, Demographic Factors, Political-legal Environment, Country Analysis

Unit-II

Consumer Behaviour: The Buyer, The Buying Process, The Buying Situation, Social Influences, Customer Loyalty and Profitability, Customer Portfolio Management, Emotional Engagement with Customers, Customer Relationship Management.

Segmentation and Targeting: Customer Value Proposition, Non-Segmented Markets, Segmentation and Market Entry, Process of Market Segmentation: Target Marketing, , Segmenting Consumer Markets, Combining Segmentation Variables, Segmenting Organizational Markets, Target Market Selection, Target Market Strategies

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Positioning: Elements of Positioning, Synchronization of the Marketing Mix, Ries and Trout on Positioning, Criteria for Successful Positioning, Dilution of Positioning, Repositioning,

Unit-III

Product Management: Types of Products, Product and Brand, Product Line and Product Mix, Product-mix Modifications, Managing Product Lines and Brands Over Time – Product Life Cycle (PLC), Managing Brand and Product Line Portfolios, Packaging, Labeling

Management of Innovations: Creating an Innovative Culture, Organizational Structures for Innovation Management, Role of Marketers, Role of Senior Management, Managing the Innovation Process, Product Replacement Strategies, Commercialization of Technology, , Next-generation Products, Pricing Strategy: Methods of Pricing, Factors Influencing Pricing Decisions, Pricing Cues, Consumption and Pricing, Price Sensitivity, Initiating Price Changes, Price Wars

Unit-IV

Distribution: Functions of Channel Intermediaries, Types of Distribution Channels, Channel Strategy, Channel Management, Hybrid Distribution System, Physical Distribution

Advertising Management: How Advertising Works, Identification and Understanding of the Target Audience, Definition of Advertising Objectives, Establishment of Advertising Expenditure, Message Decisions, Media Decisions, Execution Campaign, Evaluation of Advertising , Effectiveness, Improving Advertising Results, Organization of Campaign Development

Unit-V

Integrated Marketing Communication: The Purpose of Communication, The Process of Communication, Consumer Psyche: How He Perceives Messages, An Unambiguous, Single Signal to the Target Customers, Use the Right Time and the Correct Channels, Non-Traditional Methods of Communication, Sales Promotion, Growth of Sales Promotion, Effects of Sales Promotion, Major Sales Promotion Techniques, Sales Promotion Objectives, Evaluating Sales Promotion, Public Relations and Publicity,

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Functions of Public Relations, Publicity, New Releases, Sponsorships, Objectives of Sponsorship.

Unit-VI

Personal Selling & Sales Management: Challenges in Personal Selling, Types of Salespersons, Sales Responsibilities, Personal Selling Skills, Phases of the Selling Process, Marketing Strategy and Personal Selling, Strategic Objectives, Personal Selling Strategies, Designing the Sales Force, Management of the Sales Force, Problems of Sales Management

Competitive Marketing Strategy: Analyzing Competitive Industry Structure, Competitor Analysis, Competitive Advantage, Creating a Differential Advantage, Creating Cost Leadership, Choosing a Competitive Strategy, Sources of Competitive Advantage, Sustaining A Competitive Advantage, Erosion of Competitive Advantage.

Reference

1. Kotler, Philip, Marketing Management – Analysis, Planning, Implementation and Control (The Millennium Edition), Parsons.

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5.8 Managerial Economics

Objective

This course seeks to integrate various principles and concepts from different fields of economics with typical problems of managerial decision-making and policy formulation in business organizations -The objective of the paper is to explain the concepts of applied microeconomics - The emphasis shall be on theory of the firm, consumer demand, market system, production analysis, theory of cost, capital budgeting and risk analysis.

Unit-I

Introduction To Managerial Economics: The Basic Problems of an Economy, Meaning and Nature of Managerial Economics, How Economics Contributes to Managerial Functions, Major Areas of Economics Applied to Business Decisions, The Scope of Managerial Economics

Economic Principles and Concepts Applied: Marginalism and Incrementalism, The Equi-marginal Principle, Time Perspective in Business Decisions, Opportunity Cost, The Concept of Present Value of Money and Discounting Principle, Concept of Externalities, Concept of Trade-off.

Unit-II

The Fundamental Laws of Market: The Laws of Demand and Supply: The Law of Demand: Price-Demand Relationship, The Demand Function, Types of Demand, The Law of Supply, Equilibrium of Demand and Supply: Determination of Equilibrium Price

Elasticity of Demand and Supply: Price Elasticity of Demand, Determinants of Price Elasticity of Demand, Price Elasticity and Marginal Revenue, Promotional or Advertisement Elasticity of Sales, Cross-elasticity of Demand, Income Elasticity of Demand, Elasticity of Price Expectations, The Uses of Elasticity, Price Elasticity of Supply

Unit-III

Theory of Consumer Demand: Cardinal Utility Approach: Cardinal Utility Theory, The Law of Diminishing Marginal Utility, Consumer’s Equilibrium, Derivation of Demand Curve, Drawbacks of Cardinal Approach

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Theory of Consumer Demand: Ordinal Utility Approach: The Meaning and Nature of Indifference Curve, The Diminishing Marginal Rate of Substitution, Properties of Indifference Curves, The Budget Constraint and the Budget Line, Consumer’s Equilibrium, Effect of Change in Consumer’s Income, Effects of Price Change, Income and Substitution Effects of Price Change on Inferior Goods, Complementarity and Substitutability.

Demand Forecasting: The Need for Demand Forecasting, Methods of Demand Forecasting, Survey Methods, Statistical Methods.

Unit-IV

Theory of Production–I: Production With One Variable Input: Meaning of Production, Some Production Related Concepts, Production Function

Theory of Production–Ii: Production with Two Variable Inputs: Isoquant Curves, Marginal Rate of Technical Substitution, Isoquant Map.

Theory Of Production Cost: Cost Concepts, Short-run and Long-Run Cost-Output Relations, Economies of Scale, Cost Functions and Cost Curves.

Market Structure and Objectives of Business Firms: Objectives of Business Firms, Profit Maximization, Alternative Objectives of Business Firms

Unit-V

Price and Output Determination Under Perfect Competition: The Market Structure, the Features of Perfect Competition, Equilibrium of the Firm, Derivation of Supply Curve of the Firm, Derivation of Supply Curve of the Industry.

Price and Output Determination Under Monopoly: Monopoly, Cost and Supply Curves Under Monopoly, Profit Maximization under Monopoly.

Price and Output Under Monopolistic Competition: Analysis of Selling Cost and Firm’s Equilibrium, Critical Appraisal of Chamberlin’s Theory of Monopolistic Competition

Price and Output Determination Under Oligopoly: Oligopoly: Meaning and Characteristics, Duopoly Models, Oligopoly Models, The Game Theory Approach to Oligopoly.

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Unit-VI

Alternative Theories of the Firm: Baumol’s Theory of Sales Revenue Maximization, Marris’s Theory of Maximization of Growth Rate, Maximization of Managerial Utility Function.

Pricing Strategies and Practices: Cost-Plus Pricing, Bain’s Model of Limit Pricing, Multiple Product Pricing, Pricing in Life Cycle of a Product, Transfer Pricing, Competitive Bidding of Price, Peak Load Pricing.

Capital Budgeting and Investment Under Certainty: Capital Budgeting, Determining the Optimum Level of Capital, Investment Decisions under Certainty

Investment Decisions Under Risk and Uncertainty: Concepts of Risk and Uncerainty, Investment Decisions Under Risk, Investment Decisions Under Uncertainty.

References

1. Dholakia R.H., Oza A.N., Micro Economics for Management Students, OUP, Delhi – 1997

2. Koutsoyiannis A, Modern Micro Economics, Mac Millan Press Ltd. 3. Gupta G.S., Managerial Economics, Tata McGraw Hills 1998

4. Henderson James M. & Quant L.E. Micro Economic Theory, A Mathematical approach, McGraw-Hill International Edition.

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6. SYLLABUS - SECOND YEAR

6.1. Financial management

Objective

This subject imparts basic financial concepts to develop knowledge of financial system, financial institutions and basic concepts / techniques of corporate finance.

Unit–I

The Finance Function: Goals, Objectives and Ethics: Scope of Finance, Real and Financial Assets, Equity and Borrowed Funds

Domestic, Economic and Financial Environment: Developments Till 1991, Macroeconomic Reforms, Micro Economic Reforms, The Eleventh Plan Proposals

International Economic and Financial Environment: World GNI and Ranking of Individual Countries, Growth in International Trade and Finance, The Importance of the Multinational Corporation, Methods of Doing International Business, World Trade Organization, Forms of Economic Integration among Nations, Balance of Payments

Unit – II

Concepts of Risk and Return: Capital Market Theory: Return on a Single Asset, Risk of Rates of Return: Variance and Standard Deviation, Portfolio Theory, Portfolio Return: Two-Asset Case, Portfolio Risk: Two Asset Case, Risk Diversification: Systematic and Unsystematic Risk, Capital Asset Pricing Model (CAPM), Assumptions of CAPM, Characteristics Line, Security Market Line (SML), Implications and Relevance of CAPM

Financial Ratio Analysis: Users of Financial Analysis, Nature of Ratio Analysis, Standards of Comparison, Types of Ratios, Liquidity Ratios, Current Ratio, Quick Ratio, Cash Ratio, Interval Measure, Net Working Capital Ratio, Leverage Ratios

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Unit – III

The Cost of Capital: Significance of the Cost of Capital, Investment Evaluation, Designing Debt Policy, Cost of Equity and the Capital Asset Pricing Model (CAPM);, The Weighted Average Cost of Capital, Book Value vs. Market Value Weights, Flotation Costs, Cost of Capital and Investment Analysis, Divisional and Project Cost of Capital, The Pure-Play Technique, The Cost of Capital for Projects

Capital Structure: Theory and Policy: Assumptions of Traditional Capital Structure Theories, Relevance of Capital Structure: Capital Structure Planning and Policy, Cash Flow Analysis, Practical Considerations in Determining Capital Structure, Assets, Growth Opportunities, Debt- and Non-debt Tax Shields, Financial Flexibility and Operating Strategy.

Unit – IV

Dividend Policies: Objectives of Dividend Policy, Practical Considerations in Dividend Policy, Firm’s Investment Opportunities and Financial Needs, Shareholders’ Expectations, Constraints on Paying Dividends, Stability of Dividends, Constant Dividend Per Share or Dividend Rate, Constant Payout, Constant Dividend Per Share Plus Extra Dividend

Working Capital Management: Concepts of Working Capital, Focusing on Management of Current Assets, Focusing on Liquidity Management, Operating and Cash Conversion Cycle, Gross Operating Cycle (GOC), Cash Conversion or Net Operating Cycle, Permanent and Variable Working Capital, Balanced Working Capital Position, Determinants of Working Capital, Nature of Business, Market and Demand Conditions.

Unit – V

Valuation Of Securities: Concepts of Value, Book Value, Liquidation Value, Going Concern Value, Market Value, Features of a Bond, Bonds Values and Yields, Bond with Maturity, Yield to Maturity, Current Yield, Yield to Call, Bond Value and Amortization of Principal, Bond Values and Semi-annual Interest Payments, Pure Discount Bonds, Perpetual Bonds, Bond Values and Changes in Interest Rates, Bond Maturity and Interest Rate Risk, Bond Duration and Interest Rate Sensitivity, Valuation of Preference Shares, Valuation of Ordinary Shares, Dividend

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Capitalization, Single Period Valuation, Multi-period Valuation, Growth in Dividends, Normal Growth, Super-normal Growth.

Unit – VI: Cash Flows and Capital Budgeting

Nature of Investment Decisions, Importance of Investment Decisions, Types of Investment Decisions, Expansion and Diversification, Replacement and Modernization, Mutually Exclusive Investments, Independent Investments, Contingent Investments, Capital Budgeting Process, Capital Investments, Capital Investment Planning and Control, Investment Evaluation Criteria, Investment Decision Rule, Evaluation Criteria, Net Present Value Method, Calculating IRR by Trial and Error, NPV Versus IRR, Non-Conventional Investments: Problem of Multiple IRRs, Difference: Case of Ranking Mutually Exclusive Projects, Reinvestment Assumption and Modified Internal Rate of Return (MIRR).

Reference

1. Brealey, R.A., and Stewart C Myres, Principles of Corporate Finance, Tata McGraw Hill.

2. Pandey, I.M., Financial Management, Vikash Pub.

3. Prasanna Chandra, Financial Management, Tata McGraw Hill. 4. Damodaran, Corporate Finance, Wiley.

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6.2. Strategic Management

Objective

The course advocates a general management view point. It seeks to develop cross functional and holistic thinking; and the ability to recognize patterns of strategy under conditions of incomplete and imperfect information. This course covers the important analytical approaches and the process through which business and corporate strategy decisions are formulated.

Unit–I

Evolution, Definition, Nature and Scope of Strategic Management: Concept of Strategy, Evolution, Definition, Scope and Importance of Strategy, Central Concepts in Strategic Management, Collecting Information on an External Environment, Deciding the Scope of an Organisation, Acquiring Organisational Resources and the Skills to Match External Opportunities and Threats, Deciding the Investment Patterns for Future, Strategic Management Planning, Scope and Importance of Strategic Planning, Strategic Decision-Making, Process of Strategic Management, Levels at which Strategy Operates, Role of a Strategist.

Unit–II

Strategic Intent: Concept of Strategic Intent, The Mission and Vision Statements, Defining a Mission Statement, Defining a Vision Statement, Creating a Sense of Vision , Importance of Vision and Mission Statements, Characteristics and Components of a Mission Statement, Business Definitions, Types of Business Activities, Objectives of Business.

Strategic Planning Process: Organizational Capability, Strategic Advantage, Factors Affecting Organisational Capabilities, Financial Capability, Marketing Capability, Operational Capability, Personnel Capability, Information Management Capability, Factors Affecting Organizational Appraisal, Approaches to Organisational Appraisal, Sources of Information and Methods and Techniques of Organisational Appraisal.

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Unit–III

Business Challenges & Strategic Planning: The Nature and Role of Business Level Strategies, Business Level Strategies, the Overall Cost Leadership Strategy, The Differentiation Strategy, Location and Timing Tactics, building and Use of Core Competence, Building Core Competence, Assessing Core Competencies by Performing an Internal Audit.

Environmental Appraisal: The Nature of the Environment and the Economic Variables, Concept of Environmental Appraisal, Effect of Changing Environment, Need for Environmental Appraisal, Applicability of Environment, Environmental Scanning Techniques, Barriers to Environmental Appraisal, Macro Environment, Auditing Environmental Influences.

Unit–IV

Corporate Level Strategies: Concept of Corporate Level Strategies, Corporate Level Strategies in Action, Comparing Business and Military Strategies, Guidelines for Effective Corporate Level Strategies, Grand Strategies, Dimensions to Evaluate Grand Strategy Mix, Types of Strategies, Corporate Restructuring, Mergers, Concept of Synergy.

Strategic Analysis and Choice: Nature of Strategic Analysis and Choice, Process of Generating and Selecting Strategies, Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix, Boston Consulting Group (BCG) Matrix, GE Nine Cell Matrix, Hofer’s Product –Market Evolution Matrix, Shell Directional Policy Matrix, Competitive Analysis: Porter’s Five Forces Model, Qualitative Factors in Strategic Choice

Unit–V

Strategy Implementation: Nature of Strategy Implementation, Matching Structure with Strategy, Restructuring, engineering, Restructuring, Re-engineering, Managing Resistance to Change, Crafting Strategy Supporting Culture, Production/Operations Concerns when Implementing Strategies, Human Resources Concerns when Implementing Strategies, Projects and Procedures, Project Implementation, Procedural Implementation, Resource Allocation, Factors Affecting Resource Allocation;, Difficulties in Resource Allocation;, Approaches to Resource Allocation, Organisational Structure

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and Strategic Implementation, Structural Mechanism for Implementation of Strategy;, Structures for Strategies.

Unit–IV

STRATEGIC CONTROL AND OPERATIONAL CONTROL: Evaluating Strategy Implementation, Evaluating Marketing Issues in Strategy Implementation, Evaluating Finance and Accounting Issues in Strategy Implementation, Research and Development Issues in Evaluating Strategy Implementation, Evaluating the Importance of Information Systems in Implementing Strategy, Strategic Control and Operational Control, Strategic Control, Operational Control, Benefits and Limitations of Control Techniques, Organizational Systems and Techniques of Strategic Evaluation, Techniques of Strategy Evaluation.

References

1. Porter, M.E., Competitive Strategy, Free Press, New York. 2. Porter, M.E., Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.

3. Johnson and Scholes, Exploring Corporate Strategy, PHI 4th Edition.

MBA _Global_ Program Guide.Media and Entertainment.

Table of Contents

Gaurav Tewari

(E.M.) NO. F. 1-1'88 T. 13

Government of India

Ministry of Human Resource Development

(Department of Education)

1.

BASIC INFORMATION

2.

ACADEMIC DELIVERY

3.

AVAGMAH VIRTUAL CAMPUS

4.

EVALUATION SCHEME

5.

SYLLABUS - FIRST YEAR

6.

SYLLABUS - SECOND YEAR