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Accredited with Grade A by NAAC, GoI Accredited with Grade A by KCG, GoG
ACADEMIC REGULATIONS & SYLLABUS Faculty of Management Studies Master of Business Administration © CHARUSAT 2016
Page 1 of 533
CHAROTAR UNIVERSITY OF SCIENCE & TECHNOLOGY Accredited with Grade A by NAAC, GoI Accredited with Grade A by KCG, GoG
CHARUSAT
Education Campus – Changa, (ECC), hitherto a conglomerate of institutes of professional education in Engineering, Pharmacy, Computer Applications, Management, Applied Sciences, Physiotherapy and Nursing, is one of the choicest destinations by students. It has been transformed into Charotar University of Science and Technology (CHARUSAT) through an Act by Government of Gujarat. CHARUSAT is permitted to grant degrees under Section-22 of UGC- Govt. of India. The journey of CHARUSAT started in the year 2000, with only 240 Students, 4 Programmes, one Institute and an investment of about Rs. 3 Crores (INR 30 million). At present there are seven different institutes falling under ambit of six different faculties. The programmes offered by these faculties range from undergraduate (UG) to Ph.D degrees including M.Phil. These faculties, in all offer 51 different programmes. A quick glimpse in as under: Faculty
Institute
Faculty of Technology & Engineering
Chandubhai S. Patel Institute of Technology
Faculty of Pharmacy
Ramanbhai Patel College of Pharmacy
Faculty of Management Studies
Indukaka Ipcowala Institute of Management
Faculty of Computer Applications Smt. Chandaben Mohanbhai Patel Institute of Computer Applications. © CHARUSAT 2016
Programmes Offered B.Tech M.Tech Ph.D B.Pharm M.Pharm Ph.D PGDCT / PGDPT M.B.A PGDM Ph.D BBA M.C.A / MCA (Lateral) M.Sc IT Ph.D BCA Page 2 of 533
Faculty of Applied Sciences
P.D. Patel Institute of Applied Sciences
M.Sc M.Phil Ph.D B.Sc
B.PT M.PT Ph.D B.Sc (Nursing) M.Sc PGDHA Charotar Institute of Paramedical PGDMLT Sciences GNM Ph.D The development and growth of the institutes have already led to an investment of over Rs.125
Faculty of Medical Sciences
Ashok and Rita Institute of Physiotherapy Manikaka Topawala Institute of Nursing
Crores (INR 1250 Million). The future outlay is planned with an estimate of Rs.250 Crores (INR 2500 Million). The University is characterized by state-of-the-art infrastructural facilities, innovative teaching methods and highly learned faculty members. The University Campus sprawls over 105 acres of land and is Wi-Fi enabled. It is also recognized as the Greenest Campus of Gujarat. CHARUSAT is privileged to have 360 core faculty members, educated and trained in IITs, IIMs and leading Indian Universities, and with long exposure to industry. It is also proud of its past students who are employed in prestigious national and multinational corporations. From one college to the level of a forward-looking University, CHARUSAT has the vision of entering the club of premier Universities initially in the country and then globally. High Moral Values like Honesty, Integrity and Transparency which has been the foundation of ECC continues to anchor the functioning of CHARUSAT. Banking on the world class infrastructure and highly qualified and competent faculty, the University is expected to be catapulted into top 20 Universities in the coming five years. In order to align with the global requirements, the University has collaborated with internationally reputed organizations like Pennsylvania State University – USA, University at Alabama at Birmingham – USA, Northwick Park Institute –UK, ISRO, BARC, etc. CHARUSAT has designed curricula for all its programmes in line with the current international practices and emerging requirements. Industrial Visits, Study Tours, Expert Lectures and Interactive IT enabled Teaching Practice form an integral part of the unique CHARUSAT pedagogy.
© CHARUSAT 2016
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The programmes are credit-based and have continuous evaluation as an important feature. The pedagogy is student-centred, augurs well for self-learning and motivation for enquiry and research, and contains innumerable unique features like:
Participatory and interactive discussion-based classes.
Sessions by visiting faculty members drawn from leading academic institutions and industry.
Regular weekly seminars.
Distinguished lecture series.
Practical, field-based projects and assignments.
Summer training in leading organizations under faculty supervision in relevant programmes.
Industrial tours and visits.
Extensive use of technology for learning.
Final Placement through campus interviews.
Exploration in the field of knowledge through research and development and comprehensive industrial linkages will be a hallmark of the University, which will mould the students for global assignments through technology-based knowledge and critical skills. The evaluation of the student is based on grading system. A student has to pursue his/her programme with diligence for scoring a good Cumulative Grade Point Average (CGPA) and for succeeding in the chosen profession and life.
CHARUSAT welcomes you for a Bright Future
© CHARUSAT 2016
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CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY Faculty of Management Studies Accredited with Grade A by NAAC, GoI Accredited with Grade A by KCG, GoG
ACADEMIC REGULATIONS Masters of Business Administration (MBA) Programme
Charotar University of Science and Technology (CHARUSAT) CHARUSAT Campus, At Post: Changa – 388421, Taluka: Petlad, District: Anand Phone: 02697-247500, Fax: 02697-247100, Email: [email protected] www.charusat.ac.in
Year – 2016 © CHARUSAT 2016
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CHARUSAT FACULTY OF MANAGEMENT STUDIES ACADEMIC REGULATIONS Master of Business Administration (MBA) To ensure uniform system of education, duration of undergraduate and post graduate programmes, eligibility criteria for and mode of admission, credit load requirement and its distribution between course and system of examination and other related aspects, following academic rules and regulations are recommended.
1. System of Education The Semester system of education should be followed across The Charotar University of Science and Technology (CHARUSAT) both at Undergraduate and Master‟s levels. Each semester will be at least 90 working day duration. Every enrolled student will be required to take a specified load of course work in the chosen subject of specialization and also complete a project/dissertation if any.
2. Duration of Programme 2.1 The Master of Business Administration (MBA) programme of Charotar University of Science and Technology (CHARUSAT) is a two-year full-time post-graduate programme, leading to the award of the degree of Master of Business Administration (MBA). 2.2 The span period of the programme is three years from the date of registration in the programme.
3. Eligibility and mode of admissions Any graduate who is eligible for admission to the MBA programme will be admitted to the programme according to the regulations for admission decided by Government of Gujarat from time to time. 4. Programme Structure and Credits
A student admitted to a program should study the course and earn credits specified in the course structure. The details of programme structure, credit requirements, areas of specialisation proposed to be offered, etc. are presented at Appendix – I.
© CHARUSAT 2016
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5. Attendance 5.1 All activities prescribed under these regulations and listed by the course faculty members in their respective course outlines are compulsory for all students pursuing the courses. No exemption will be given to any student from attendance except on account of serious personal illness or accident or family calamity that may genuinely prevent a student from attending a particular session or a few sessions. However, such unexpected absence from classes and other activities will require to be condoned by the Dean/Principal. 5.2 Student attendance in every course should be 80%.
6
Course Evaluation
6.1 The performance of every student in each course will be evaluated as follows: 6.1.1
Internal evaluation by the course faculty member(s) based on continuous assessment, for 30% of the marks for the course; and
6.1.2
Final examination by the University through written paper or practical test or oral test or presentation by the student or a combination of these, for 70% of the marks for the course.
6.2 University Examination 6.2.1
The final examination by the University for 70% of the evaluation for the course will be through written paper or practical test or oral test or presentation or a combination of these.
6.2.2
In order to earn the credit in a course, a student has to obtain a grade other than FF.
6.3 Performance at Internal Evaluation Components & University Examination 6.3.1
A student who secures at least 40% marks in the University examinations in any course and at least a total of 50% marks in the internal evaluation components and University examination put together will be declared to have passed that course, as shown in the following table:
Minimum percentage marks in University Exam for pass in any course 40%
Minimum total percentage marks (i.e. Internal + University) for pass in any course 50%
6.3.2 If a student secures minimum passing marks of 40% in the University examinations in any course but fails to obtain the minimum passing total
© CHARUSAT 2016
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percentage of 50%, he/she has to repeat the university examination in the course till he/she secures the minimum passing total percentage of 50%.
7
Grading 7.1 The total of the internal evaluation marks and final University examination marks in each course will be converted to a letter grade on a ten-point scale as per the following scheme:
Grading Scheme: Range of Marks (%)
≥80
≥75
≥70
≥65
≥60
≥55
≥50
<80
<75
<70
<65
<60
<55
<50
Letter Grade
AA
AB
BB
BC
CC
CD
DD
FF
Grade Point
10
9
8
7
6
5
4
0
7.2 The student‟s performance in any semester will be assessed by the Semester Grade Point Average (SGPA). Similarly, his performance at the end of two or more consecutive semesters will be denoted by the Cumulative Grade Point Average (CGPA). The SGPA and CGPA are calculated as follows: (i) SGPA
=
∑ CiGi/ ∑ Ci
where Ci is the number of credits of course i
Gi is the Grade Point for the course i and i = 1 to n, n = number of courses in the semester (ii) CGPA
=
∑ CiGi/ ∑ Ci
where Ci is the number of credits of course i
Gi is the Grade Point for the course i and i = 1 to n, n = number of courses of all semesters up to which CGPA is computed. (iii) No student will be allowed to move to the second academic year if his/her CGPA is less than 3 at the end of the first academic year. (iv) In addition to above, a student has to comply with the requirements of the regulatory bodies, wherever such requirements exist. (v) A student will have a maximum of four chances* after first appearing in that examination to clear that course, subject to the restriction on the span period stipulated in clause 2.2 above.
© CHARUSAT 2016
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(*Whenever the university conducts the examinations of that course, it will be considered as a chance, irrespective of whether the student appears for the examination or not.) 8. Awards of Degree 8.1 Every student of the programme who fulfils the following criteria will be eligible for the award of the degree: 8.1.1 He should have earned at least minimum required credits as prescribed in course structure. 8.2 Any student who fails to satisfy minimum requirement of CGPA will be allowed to improve the grades so as to secure a minimum CGPA for the award of degree. Only the latest grades obtained by him/her will be considered.
9. Award of Class The class awarded to a student in the programme is decided by the final CGPA as per the following scheme: Distinction:
CGPA ≥ 7.5
First class:
CGPA≥ 6.0
Second Class:
CGPA≥ 5.0
10. Transcript The transcript issued to the student at the time of leaving the University will contain a consolidated record of all the courses taken, credits earned, grades obtained, SGPA,CGPA and class obtained.
© CHARUSAT 2016
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Appendix – I
Details of MBA Programme Structure, Credit Requirements and Specialisation A1.
Programme Structure
A1.1
The programme is structured into four semesters, consisting of classroom contact-based work and a summer training / internship programme.
A1.2
Each semester will be for a minimum of 90 working days for classroom work, covering classroom contact sessions, laboratory / tutorial / library / group work, case discussions and presentation, field-based as well as library / internet search-based assignments and projects, classroom exercises, management and simulation games, short quizzes, and class tests. The duration for any organisational attachment / training during the semester and final University examinations will be in addition to the 90 working days.
A1.3
The summer training / internship programme will be for a minimum duration of 45 days / 6-8 weeks and will commence at the end of the second semester classroom work.
A1.4
The structure of the MBA programme is as shown in the following figure:
Figure A1: MBA Programme Structure ORIENTATION SEMESTER 3 CLASSROOM WORK
SEMESTER 1
SEMESTER 3
SEMESTER 2
First Year
© CHARUSAT 2016
SUMMER TRAINING/ INTERNSHIP
SEMESTER 4
Second Year
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A2.
Credits
A2.1
Any student of the MBA programme who earns 100 credits by pursuing the prescribed course work and passing all tests, examinations, assignments, laboratory work, projects and all other evaluation components as per the passing standards of the University will be eligible for the award of the Master of Business Administration (MBA) degree.
A2.2
A credit for the MBA programme will mean fifteen (15) classroom contact sessions of sixty (60) minutes each or fifteen (15) laboratory / tutorial / library / group work sessions of two hours (120 minutes) each, pursued over a semester. With a minimum of 90 working days spread over about 15 weeks at an average of 6 working days per week, a credit will mean, on an average, one classroom contact session of sixty (60) minutes or one laboratory / tutorial / library / group work session of two hours (120 minutes) per week.
A2.3
The current distribution of credits over the two-year period for classroom contact sessions and laboratory / tutorial / library / group work sessions will be as follows:
TableA2: Semester-wise Distribution of Credits Sl. No.
Semester
Number of Credits
1
Semester - 1
23
2
Semester - 2
26
3
Semester 3 - Summer Training/ Internship
04
4
Semester - 3 - Classroom Work
24
5
Semester – 4
23 100
A2.4
A course will be of two or more credits as shown in the detailed list of courses for the programme.
A2.5
All courses shown in the list of courses are compulsory for all MBA students. However, students will have the option of pursuing a total of six elective courses of four credits each, out of eight courses offered during third and fourth semesters and one comprehensive project of six credits during the fourth semester.
A2.6
Some courses will have only classroom contact sessions and some others will have tutorial / laboratory / library / group work sessions, as shown in the list of courses.
© CHARUSAT 2016
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A2.7
The University has implemented Choice Based Credit System (CBCS), with effect from 2016-17,which provides a „cafeteria‟ approach; wherein the students can take courses of their choice, and adopt an interdisciplinary approach to learning from the pull of courses offered by all the Faculties/ Institutes/ Departments across university. Below mentioned pull of courses will be offered to the students by different departments/institutes. Each student has to choose one course (of his /her choice) from the offered courses.
Semester 1
1 2 3 4
Course Code MA771 EE 781 ME781 CE 770
Reliability and Risk Analysis Optimization Techniques Occupational Health and Safety Research Methodology
5
CA730
Internet & Web Designing
6 7 8
PT795 NR 751 RD701
Health & Physical Activity
9
RD702
10
MB650
Creative Leadership
11
PH825
Community Pharmacy Ownership
No
Course Name
Women‟s Health Introduction to Analytical Techniques Introduction to Nanoscience & Technology
Department/Faculty Mathematics Engineering Engineering Engineering Computer Application Physiotherapy Nursing Applied Science Applied Science Faculty of Management Studies Pharmacy
Semester 2
1 2 3
Course Code EE782 CE771 IT771
Energy Audit and Management Project Management Cyber Security and Laws
4
CA 842
Mobile Application Development
5 6 7
PT796 NR 752 OC733
Fitness & Nutrition Epidemiology and Community Health Introduction to Polymer Science
8
MB651
Software based Statistical Analysis
9 10
PH826 MA772
Intellectual Property Rights Design of Experiments
No
© CHARUSAT 2016
Course Name
Department/Faculty Engineering Engineering Engineering Computer Application Physiotherapy Nursing Applied Science Faculty of Management Studies Pharmacy Mathematics
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A3.
Specialisation / Concentration
A3.1
The Institute will offer courses of specialisation in the following functional / sectoral areas /streams of management:
Table A3: Areas / Streams of Specialisation/ Concentration Functional Areas of Management
Marketing Management Financial Management Human Resource Management Information Technology Management Health Care Management Project and Infrastructure Management Family Business and Entrepreneurship Management Tourism and Hospitality Management Journalism and Mass Communication Management
The Institute will endeavour to offer specialisation in as many areas / streams as possible from the above list. However, any specific area / stream of specialisation / course will be offered by the Institute during any year only if about twenty-five percent of the students opt for it and if the faculty resources are available. A3.2
Any student can claim to have specialised in a particular area / stream if he has successfully completed (i) (ii)
At least six courses (amounting to a minimum of twenty four credits) in the area / stream by taking electives offered in the area / stream during the third and fourth semesters of the programme, and A comprehensive project of six credits in the area / stream.
A3.3
Every student has to opt for specialisation in only one functional area of management for the award of MBA degree.
A3.4
A student may specialise in only one functional / sectoral areas / streams of management by taking six courses in each of the areas and carrying out a comprehensive project in each of the areas.
A3.5
However, no student will be allowed to specialise in more than one functional stream of management.
A4.
Courses, Curricula and Revision
A4.1
The Faculty Board of the Faculty of Management Studies and the Dean of the Faculty of Management Studies will keep the curricula current and in tune with the changes
© CHARUSAT 2016
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happening in the world of management and make it relevant to the needs of different organs of society. A4.2
The review of the programme, its structure, the course curricula, pedagogy and evaluation will be undertaken by the individual Boards of Studies at least once in every two years.
A4.3
Every course of the programme will be designated by a five-digit alphanumerical code as per the following scheme: M
Management
© CHARUSAT 2016
B
Business
Number 1
Level / Year
Number 2
Number 3
Course Serial No.
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TEACHING & EXAMINATION SCHEME FOR MBA Course Code
Total Number of Credits
Course Title
Remarks
Semester – I MB700.3 MB701.3 MB702.3 MB703.3 MB704.3 MB705.3 MB706.3 MB650 MB780.3
Managerial Economics Quantitative Analysis for Management-1 Critical Thinking and Case Analysis Managerial Communication Financial Accounting Management Process and Organizational Behaviour Introduction to Computers and Information Technology Creative Leadership
3 3 3 3 3
Communication Skills - 1
---
Total
3 3 2
University Elective Compulsory Non-Credit Course: 02 Hrs.
23
Semester – II MB741.3 MB742.3 MB743.3 MB744.3 MB745.3 MB746.3 MB747.3 MB651
Macro-Economics and Business Environment Research Methods for Management Quantitative Analysis for Management - 2 Human Resource Management Costing and Control Systems Financial Management Marketing Management Operations Management Software Based Statistical Analysis
MB781.3
Communication Skills - 2
MB740.3
3 3 3 3 3 3 3 2 ---
Total
© CHARUSAT 2016
3
University Elective Compulsory Non-Credit Course: 02 Hrs.
26
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Total Number of Credits
Remarks
4
To be included in Semester – III credits
Strategic Management Legal Environment and Public Systems Management Information Systems Entrepreneurship and MSMEs
3 3 3 3
Core Courses
Specialisation Course -1
4
Specialisation Course – 2
4
Specialisation Course – 3
4
Course Code MB800.3
Course Title Summer Internship Programme (Practical) Duration: 06 to 08 Weeks
Semester – III MB801.3 MB802.3 MB803.3 MB804.3
Total
Elective / Specialization will be offered in only one stream / area which will remain same for Semester –IV also. A student can choose any three courses from his/her chosen stream.
28
Semester – IV MB805.3
Comprehensive Project (Practical)
6
MB806.3
Logistics and Supply Chain Management
3
MB807.3
Managerial Effectiveness
2
Specialisation Course – 4
4
Specialisation Course – 5
4
Specialisation Course – 6
4
Total
23
Total Number of Credits
100
© CHARUSAT 2016
Core Courses Elective / Specialization will be offered in only one stream / area which will remain same for Semester –IV also. A student can choose any three courses from his/her chosen stream.
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MBA Specialisation Streams and Courses for Semester-III Stream/Area/ Group Code
MM
FM
HRM
IT
HC
PIM
Elective / Specialisation
Marketing
Finance
Human Resource
Information Technology
Health Care
Project and Infrastructure
Course 1 – Code
MB810.3
MB820.3
MB830.3
MB840.3
MB850.3
MB860.3
Course 1 Name
Consumer Behaviour and Technology
Financial Decision Analysis
Strategic Human Resource Management
Information Technology in Business Management
Health Economics and Social Policy
Course 2 – Code
MB811.3
MB821.3
MB831.3
MB841.3
Course 2 Name
Integrated Marketing Communication
Management of Financial Services
Organizational and Change Development
Course 3 – Code
MB812.3
MB822.3
Course 3 Name
Sales and Distribution Management
Course 4 – Code
FBEM
THM
JMC
Family Business and Entrepreneurship MB870.3
Tourism and Hospitality MB880.3
Journalism and Mass Communication MB890.3
Project Formulation and Execution
Leadership Skills
Principles and Concepts of Tourism and Hospitality Management
Development Communication
MB851.3
MB861.3
MB871.3
Management of Software Projects in IT
Hospital Planning and Management
Social Projects and Infrastructure
Business Regulations and Start-up Financing
MB832.3
MB842.3
MB862.3
MB872.3
Security Analysis and Investment Management
Industrial Relations
System Analysis and Design
Infrastructural Projects
MB813.3
MB823.3
MB33.3
MB843.3
MB852.3 Environmental Health Management and Safety Planning MB853.3
Course 4 Name
Strategic Marketing
Financial Reporting Analysis and Corporate Governance
Human Resource Auditing
ERP Systems: Technology Planning and Implementation
Health Care Marketing
Course 5 – Code
MB814.3
MB834.3
MB844.3
MB854.3
Course 5 Name
Rural Marketing
Occupational Testing
Relational Database Management Systems
Financial Management of Health Institutions
MB824.3 Taxation Management (Both – Direct or Indirect)
© CHARUSAT 2016
MB881.3 Tourism Policy, Destination Planning and Development MB882.3
Introduction to Mass Communication and Journalism
Creativity, Incubation and Innovation
Indian Tourism and Hospitality Management
Media Law and Ethics
MB 863.3
MB873.3
MB883.3
MB893.3
Introduction to Infrastructure Policy for Development
Management of Technology and Innovation
Legal Aspects of Tourism and Hospitality Management
Media Economics and Analysis
MB874.3
MB884.3
MB894.3
Social Entrepreneurship and Management
Front Office Management
Media Analytics
MB 864.3 Learning Project Management Through Software
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MB891.3
MB892.3
MBA Specialisation Streams and Courses for Semester-IV Stream/Area / Group Code
MM
FM
HRM
IT
HC
PIM
Elective / Specialisation
Marketing
Finance
Human Resource
Information Technology
Health Care
Project and Infrastructure
Course 1 - Code
MB815.3
MB825.3
MB835.3
Course 1 Name
Product and Brand Management
Behavioural Finance
Human Resource Development
Hospital Operations Management
Course 2 – Code
MB816.3
MB826.3
MB836.3
MB845.3 Data Warehousing and Data Mining MB846.3
Course 2 Name
Services and Relationship Management
Corporate Restructuring
Human Resource Information System
Business Process Reengineering
Hospital Management Information System
Course 3 – Code
MB817.3
MB827.3
MB837.3
MB847.3
MB857.3
Course 3 Name
International Marketing
International Finance
Compensation Management
Information Security and Cyber Law
Medical Audit and Quality Management
Cost Benefit Analysis of Projects
Application of Strategic Frameworks for SMEs
Facility and Event Management
Public Relation and Corporate Film Creation
Course 4 – Code
MB818.3
MB828.3
MB838.3
MB848.3
MB858.3
MB868.3
MB878.3
MB888.3
MB898.3
Course 4 Name
Retail Management
Development Banking Rural and Micro Finance
International Human Resource Management
Course 5 – Code
MB819.3
MB829.3
MB839.3
MB849.3
MB859.3
MB869.3
Course 5 Name
Digital and Social Media Marketing
Derivatives and Risk Management
Industrial Jurisprudence
Modeling and Analysis with Spreadsheets
Legal Aspects of Health Care
Theory of Constraints
© CHARUSAT 2016
MB855.3
MB856.3
Health Communication: Information Development Systems Audit and Dissemination
FBEM
THM
Family Business Tourism and and Hospitality Entrepreneurship MB865.3 MB875.3 MB885.3 Project and International Succession Infrastructure Tourism and Planning and Marketing and Hospitality Management Pricing Management MB 866.3 MB876.3 MB886.3 Quality Entrepreneurship Management Project and Marketing in Tourism Infrastructure and and Financing Analytics Hospitality Business MB 867.3 MB877.3 MB887.3
Cost and Environmental Professionalization Operations in and Social of Tourism and Impact Family Business Hospitality Assessment Business MB879.3 Competitive Strategy and Management of Family Business Portfolio
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MB889.3 Crises Management in Tourism and Hospitality Business
JMC Journalism and Mass Communication MB895.3 Print Media Communication MB896.3 Electronic Media Communication MB897.3
Cyber Journalism: Convergence and New Media MB899.3 Media Management and Ad Campaign Strategies
Note: 1. Procedure for Selection of Streams / Area / Group and Courses
Step: 1 – Selection of Stream (Only One for the Programme)
A student must choose any one stream of specialization out of the offering. The stream so chosen by the student will remain same for Semester – III and IV. This will be the area of specialization. Under no circumstances the stream / area of specialization can be changed.
Step: 2 – Choice of Courses in Semester - III
From the stream so chosen (as mentioned in Step: 1), the student has to choose any 03 (three) courses out of 05 (five) options available. The total credit that can be obtained in Semester-III for specialization courses will 3 courses x 4 credits = 12 Credits. In addition students will undergo a Summer Internship Programme with Four (04) credits.
Step: 3 – Choice of Courses in Semester – IV
A Student has to repeat Step: 2 in Semester – IV and will have to choose 03 (three) more courses out of 05 (five) in the same stream / area of specialization that he / she has selected during the start of Semester – III. The total credit that can be obtained in Semester-IV for specialization courses except Comprehensive Project will be 3 courses x 4 credits = 12 Credits.
Step: 4 – Comprehensive Project
During Semester – IV, a student must undertake his / her Comprehensive Project in the same stream / area that he / she had chosen during the start of the Semester – III. However, research / project of interdisciplinary nature can be undertaken with the permission of the concerned guide and head of the institute / principal. The total credit that can be obtained in Semester-IV for specialization through Comprehensive Project is Six (06) credits.
Step: 5 – Total Number of Credits for Specialisation
The total credits for specialization will be 24 i.e. (6*4) for courses and 06 credits for Comprehensive Project. Hence, the specialisation will be of 30 credits. 2. Rules for offering Elective Stream / Courses Minimum 25% of students must have opted for a particular course. Based on availability of faculty.
© CHARUSAT 2016
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Annexure – A – MBA Teaching / Evaluation Scheme MBA - Semester – I Teaching Scheme/Contact Hours Course Code
Course Name
Managerial Economics Quantitative MB701.3 Analysis for Management-1 Critical MB702.3 Thinking and Case Analysis Managerial MB703.3 Communication Financial MB704.3 Accounting Management Process and MB705.3 Organizational Behaviour Introduction to Computers and MB706.3 Information Technology Creative MB650 Leadership Communication MB780.3 Skills-1 NonLibrary Credit MANAS Areas --Computer Tutorial Total MB700.3
Credits
Evaluation Scheme Theory
Practical Contact Total Theory Practical Internal External Total Internal External Total Hours Hours
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
---
---
3.00
3.00
---
---
---
30
70
100
2
---
---
2.00
2.00
---
---
---
30
70
100
---
---
---
2.00
2.00
---
---
---
---
---
---
-----
-----
5.00 2.00
-----
5.00 2.00
-----
-----
-----
-----
-----
-----
---
---
4.00
---
4.00
---
---
---
---
---
---
23
18.00
11.00
7.00
36.00
180
420
600
60
140
200
© CHARUSAT 2016
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MBA - Semester - II Evaluation Scheme
Teaching Scheme/Contact Hours Course Code
Course Name
Credits Theory Practical
Macro-Economics and Business Environment Research Methods MB741.3 for Management Quantitative MB742.3 Analysis for Management - 2 Human Resource MB743.3 Management Costing and MB744.3 Control Systems Financial MB745.3 Management Marketing MB746.3 Management Operations MB747.3 Management Software Based MB651 Statistical Analysis Communication MB781.3 Skills-2 NonLibrary Credit MANAS Areas --Computer Tutorial Total MB740.3
Contact Hours
Theory Practical Total Internal External Total Internal External Total Hours
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
2
---
---
2.00
2.00
---
---
---
30
70
100
---
---
---
2.00
2.00
---
---
---
---
---
---
-----
-----
4.00 2.00
4.00 2.00
-----
-----
-----
-----
-----
-----
---
---
2.00
2.00
---
---
---
---
---
---
26
24.00
08.00
36.00
240
560
800
30
70
100
© CHARUSAT 2016
04.00
Page 21 of 533
MBA - Semester – III Course Code MB800.3 MB801.3 MB802.3 MB803.3 MB804.3
NonCredit Areas
Evaluation Scheme
Teaching Scheme/Contact Hours Course Name Summer Internship Programme Strategic Management Legal Environment and Public Systems Management Information Systems Entrepreneurship and MSMEs Specialisation Course - 1 Specialisation Course - 2 Specialisation Course - 3 MANAS Placement Assistance Total
Credits
Contact Theory Practical Hours
Total Hours
Theory
Practical
Internal External Total Internal External Total
4
---
8.00
---
8.00
---
---
---
30
70
100
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
---
---
2.00
---
2.00
---
---
---
---
---
---
---
---
2.00
---
2.00
---
---
---
---
---
---
24 + 4 = 28
24.00
12.00
0.00
36.00
210
490
700
30
70
100
Note: For the specialization courses – Teaching and Evaluation Scheme may differ based on the selection of the course by the students. For example: MB864.3 – Learning Project Management through Software has practical evaluation components.
© CHARUSAT 2016
Page 22 of 533
Details of Area of Specializations and Courses Offered under Each area during Semester – III for MBA Programme Course Code
Course Name
Marketing Management (Any Three) Consumer Behaviour and MB810.3 Technology Integrated Marketing MB811.3 Communication
Credits
Teaching Scheme/Contact Hours Contact Total Theory Practical Hours Hours
Evaluation Scheme Theory Practical Internal External Total Internal External Total
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
MB812.3
Sales and Distribution Management
4
4.00
---
---
4.00
30
70
100
---
---
---
MB813.3 MB814.3
Strategic Marketing Rural Marketing
4 4
4.00 4.00
-----
-----
4.00 4.00
30 30
70 70
100 100
-----
-----
-----
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4 4 4
4.00 4.00 4.00
-------
-------
4.00 4.00 4.00
30 30 30
70 70 70
100 100 100
-------
-------
-------
OR
Finance Management (Any Three) MB 820.3 Financial Decision Analysis MB821.3 MB822.3 MB823.3 MB824.3
Management of Financial Services Security Analysis and Investment Management Financial Reporting Analysis and Corporate Governance Taxation Management (Both - Direct and Indirect)
OR
Human Resources Management (Any Three) Strategic Human Resource MB830.3 Management Organizational and Change MB831.3 Development MB832.3 Industrial Relations MB833.3 Human Resource Auditing MB834.3 Occupational Testing OR
© CHARUSAT 2016
Page 23 of 533
Course Code
Course Name
Credits
Information Technology Management (Any Three) Information Technology in Business 4 MB840.3 Management Management of Software Projects in 4 MB841.3 IT 4 MB842.3 System Analysis and Design ERP Systems: Technology Planning 4 MB843.3 and Implementation Relational Database Management 4 MB844.3 Systems
Teaching Scheme/Contact Hours Contact Total Theory Practical Hours Hours
Evaluation Scheme Theory Practical Internal External Total Internal External Total
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4 4
4.00 4.00
-----
-----
4.00 4.00
30 30
70 70
100 100
-----
-----
-----
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4.00 4.00 4.00
-------
-------
4.00 4.00 4.00
30 30 30
70 70 70
100 100 100
-------
-------
-------
4.00
---
---
4.00
30
70
100
---
---
---
---
---
4.00
4.00
---
---
---
30
70
100
OR
Health Care Management (Any Three) MB850.3 Health Economics and Social Policy MB851.3 Hospital Planning and Management Environmental Health Management MB852.3 and Safety Planning MB853.3 Health Care Marketing Financial Management of Health MB854.3 Institutions OR
Project and Infrastructure Management (Any Three) 4 MB860.3 Project Formulation and Execution 4 MB861.3 Social Projects and Infrastructure 4 MB862.3 Infrastructural Projects Introduction to Infrastructure 4 MB863.3 Policy for Development Learning Project Management 4 MB864.3 through Software OR
© CHARUSAT 2016
Page 24 of 533
Teaching Scheme/Contact Hours Contact Total Theory Practical Hours Hours Family Business and Entrepreneurship Management (Any Three) 4 4.00 ----4.00 MB870.3 Leadership Skills Business Regulations and Start-up 4 4.00 ----4.00 MB871.3 Financing Creativity, Incubation and 4.00 4.00 4 ----MB872.3 Innovation Management of Technology and 4.00 4.00 4 ----MB873.3 Innovation Social Entrepreneurship and 4 4.00 ----4.00 MB874.3 Management OR Tourism and Hospitality Management (Any Three) Principles and Concepts of Tourism 4 4.00 ----4.00 MB880.3 and Hospitality Management Tourism Policy, Destination 4.00 4.00 4 ----MB881.3 Planning and Development Indian Tourism and Hospitality 4 4.00 ----4.00 MB882.3 Management Legal Aspects of Tourism and 4 4.00 ----4.00 MB883.3 Hospitality Management 4 4.00 ----4.00 MB884.3 Front Office Management OR Journalism and Mass Communication (Any Three) 4 4.00 ----4.00 MB890.3 Development Communication Introduction to Mass 4 4.00 ----4.00 MB891.3 Communication and Journalism 4 4.00 ----4.00 MB892.3 Media Law and Ethics 4 4.00 ----4.00 MB893.3 Media Economics and Analysis 4.00 4.00 4 ----MB894.3 Media Analytics Course Code
Course Name
Credits
© CHARUSAT 2016
Evaluation Scheme Theory Practical Internal External Total Internal External Total 30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30
70
100
---
---
---
30 30 30
70 70 70
100 100 100
-------
-------
-------
Page 25 of 533
MBA - Semester – IV Course Name
MB805.3
Comprehensive Project (Practical)
MB806.3 MB807.3
NonCredit Areas
Evaluation Scheme
Teaching Scheme/Contact Hours
Course Code
Credits Theory Practical
Logistics and Supply Chain Management Managerial Effectiveness Specialization Course - 4 Specialization Course - 5 Specialization Course - 6 MANAS Library Placement Assistance Total
Contact Hours
Total Hours
Theory
Practical
Internal External Total Internal External Total
6
---
12.00
---
12.00
---
---
---
60
140
200
3
3.00
---
---
3.00
30
70
100
---
---
---
2
---
---
2.00
2.00
---
---
---
30
70
100
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
---
---
2.00
2.00
---
---
---
---
---
---
---
---
1.00
1.00
---
---
---
---
---
---
---
---
4.00
4.00
---
---
---
---
---
---
23
15.00
19.00
36.00
120
280
400
90
210
300
© CHARUSAT 2016
02.00
Page 26 of 533
Details of Area of Specializations and Courses Offered under Each area during Semester – IV for MBA Programme Course Code
Course Name
Marketing Management (Any Three) MB815.3 Product and Brand Management Services and Relationship MB816.3 Management MB817.3 International Marketing MB818.3 Retail Management MB819.3 Digital and Social Media Marketing OR Finance Management (Any Tree) MB825.3 Behavioural Finance MB826.3 Corporate Restructuring MB827.3 International Finance Development Banking Rural and MB828.3 Micro Finance MB829.3 Derivatives and Risk Management OR Human Resources Management (Any Three) MB835.3 Human Resource Development Human Resource Information MB836.3 System MB837.3 Compensation Management International Human Resource MB838.3 Management MB839.3 Industrial Jurisprudence
Teaching Scheme/Contact Evaluation Scheme Hours Credits Contact Total Theory Practical Theory Practical Hours Hours Internal External Total Internal External Total 4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4 4 4
4.00 4.00 4.00
-------
-------
4.00 4.00 4.00
30 30 30
70 70 70
100 100 100
-------
-------
-------
4 4 4
4.00 4.00 4.00
-------
-------
4.00 4.00 4.00
30 30 30
70 70 70
100 100 100
-------
-------
-------
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
OR
© CHARUSAT 2016
Page 27 of 533
Teaching Scheme/Contact Hours Evaluation Scheme Contact Theory Practical Course Name Credits Total Theory Practical Hours Hours Internal External Total Internal External Total Information Technology Management (Any Three) 4 4.00 ----4.00 30 70 100 ------MB845.3 Data Warehousing and Data Mining 4.00 4.00 30 70 100 ------4 ----MB846.3 Business Process Reengineering 4 4.00 ----4.00 30 70 100 ------MB847.3 Information Security and Cyber Law 4 4.00 ----4.00 30 70 100 ------MB848.3 Information Systems Audit Modeling and Analysis with 4 4.00 ----4.00 30 70 100 ------MB849.3 Spreadsheets Course Code
OR Health Care Management (Any Three) MB855.3 Hospital Operations Management Hospital Management Information MB856.3 System Medical Audit and Quality MB857.3 Management Health Communication: MB858.3 Development & Dissemination MB859.3 Legal Aspects of Healthcare
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4 4
4.00 4.00
-----
-----
4.00 4.00
30 30
70 70
100 100
-----
-----
-----
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
OR Project and Infrastructure Management (Any Three) MB865.3 MB866.3 MB867.3 MB868.3 MB869.3 OR
Project and Infrastructure Marketing and Pricing Project and Infrastructure Financing Cost Benefit Analysis of Projects Environmental and Social Impact Assessment Theory of Constraints
© CHARUSAT 2016
Page 28 of 533
Teaching Scheme/Contact Hours Evaluation Scheme Contact Total Theory Practical Theory Practical Hours Hours Internal External Total Internal External Total Family Business and Entrepreneurship Management (Any Three) Succession Planning and 4.00 4.00 30 70 100 ------4 ----MB875.3 Management Entrepreneurship Marketing and 4 4.00 ----4.00 30 70 100 ------MB876.3 Analytics Application of Strategic 4.00 4.00 30 70 100 ------4 ----MB877.3 Frameworks for SMEs Professionalization of Family 4.00 4.00 30 70 100 ------4 ----MB878.3 Business Competitive Strategy and 4 4.00 ----4.00 30 70 100 ------MB879.3 Management of Family Business Portfolio Course Code
Course Name
Credits
OR
Tourism and Hospitality Management (Any Three) International Tourism and 4 MB885.3 Hospitality Management Quality Management in Tourism and 4 MB886.3 Hospitality Business 4 MB887.3 Facility and Event Management Cost and Operations in Tourism and 4 MB888.3 Hospitality Business Crises Management in Tourism and 4 MB889.3 Hospitality Business
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00 4.00
-----
-----
4.00 4.00
30 30
70 70
100 100
-----
-----
-----
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
4.00
---
---
4.00
30
70
100
---
---
---
OR
Journalism and Mass Communication (Any Three) 4 MB895.3 Print Media Communications 4 MB896.3 Electronic Media Communication Public Relations and Corporate Film 4 MB897.3 Creation Cyber Journalism: Convergence and 4 MB898.3 New Media Media Management and Ad 4 MB899.3 Campaigning Strategies
© CHARUSAT 2016
Page 29 of 533
© CHARUSAT 2016
Page 30 of 533
Master of Business Administration (MBA) Programme
SYLLABI (Semester – 1)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY
© CHARUSAT 2016
Page 31 of 533
MB 700.3: MANAGERIAL ECONOMICS (ME) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To enable the students to understand the principles underlying the structure and functioning of markets. To help them to apply economic theory for optimal decision-making at the firm level in the context of market constraints, through real-life examples from across the globe and real cases of firms. To provide them sufficient exposure to the world of industry, trade and commerce, so as to make them feel comfortable reading and understanding daily economic and financial news about firms, and engaging in critical discussion on economic issues affecting firms.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction Ten Principles of Economics Thinking like an Economist Interdependence and the Gains from Trade Firms and its Objective Frontiers of Micro-Economics Understanding Markets Forces The Market Forces of Supply and Demand Elasticity, Types and Applications Supply, Demand and Government Policies The Theory of Consumer Choice Demand Forecasting and Analysis Markets and Welfare Consumers, Producer, and Market Efficiency The Costs of Taxation International Trade The Economics of the Public Sector Externalities Public Goods and Common Resources The Design of the Tax System (with Specific Reference to India) Firm Behaviour and the Organisation of Industry The Cost of Production Market Structures o Firms in Competitive Markets o Monopoly
© CHARUSAT 2016
Classroom Contact Sessions
07
07
06
06
08
Page 32 of 533
Module No.
6 7
Classroom Contact Sessions
Title/Topic o Oligopoly Monopolistic Competition The Economics of Labour Markets Factor Markets Earnings and Discrimination Income Inequality and Poverty Contemporary Issues
08 03 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 30 Sessions About 06 Sessions About 02 Sessions About 05 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 33 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An appreciation of the principles of micro-economics and their potential for firm level decision-making. A desire for reading news of economic and financial changes/developments on a regular basis, and engaging in discussion and critical evaluation of such developments. VIII. Reference Material
Text-Book 1.
Mankiw, (Latest Edition), Principles of Microeconomics, Cengage Learning.
Reference-Books 1. 2. 3. 4. 5. 6. 7.
Salvatore Dominick, (Latest Edition), Managerial Economics - Principles and Worldwide Applications (Adapted Version), Oxford University Press. Ravindra H. Dholakia and Ajay N. Oza, (Latest Edition), Microeconomics for Management Students, Oxford University Press. Douglas Bernheim, Michael W., (Latest Edition), Microeconomics, Tata McGraw-Hill. Joseph N., David P., (Latest Edition), Principles of Business Economics, Pearson Education. D. Salvatore and Ravikesh Srivastava, (Latest Edition), Managerial Economics in a Global Economy, Oxford University Press. H. L. Ahuja, (Latest Edition), Managerial Economics, S. Chand Geetika, Piyali Ghosh, Purba Roy Choudhary, (Latest Edition), Managerial Economics, McGraw Hill.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9.
Margin - The Journal of Applied Economic Research South Asia Economic Journal Global Business Review Asian Journal of Management Cases Global Journal of Emerging Market Economics Economist Economical and Political Weekly Economic Times Business Standard
© CHARUSAT 2016
Page 34 of 533
MB701.3: QUANTITATIVE ANALYSIS FOR MANAGEMENT - 1 (QAM-1) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To impart the students the required skills in collecting and understanding the data using basic statistical tools and techniques. To help the students discover the potential for application of the statistical tools to management functional areas like accounting, finance, operations, marketing, HR, etc. by using MS-Excel / SYSTAT software package for practical applications. To expose the students to basic statistical tools and techniques relevant to managerial decision-making through examples and cases drawn from different functional areas; To help the students develop proficiency in the use of MS-Excel for data analysis and interpretation of outputs for managerial decision-making; and To provide the necessary foundation for data collection, analysis, interpretation and presentation in other courses.
Course Outline Module No.
1
2
Title/Topic Collection, Presentation of Data, and Descriptive Statistics Collection of Data o Understanding Data o Data Measurements – Categorical, Numerical Presentation of Data in Tables and Charts o Categorical Data –Bar Chart, Pie Chart o Numerical Data – Histogram, Line Graph, Contingency Tables Numerical Descriptive Measures o Central Tendency o Dispersion / Variation o Shape – Skewness Probability and Standard Probability Distributions, with Illustrations from Managerial Contexts Basic Probability Concepts o Marginal Probability o Joint Probability o Conditional Probability o Probability Trees and Bayes‟ Theorem Probability Distributions o Discrete Probability Distributions - Binomial,
© CHARUSAT 2016
Classroom Contact Sessions
06
08
Page 35 of 533
Module No.
Title/Topic
Classroom Contact Sessions
Poisson Continuous Probability Distributions – Normal and Exponential Distribution and Confidence Interval
o
3
4
5
6
Sampling Estimation Sampling Distribution o Sampling – Concept and Types of Sampling o Sampling Distribution of Mean o Sampling Distribution of Proportion Confidence Interval Estimation o Confidence Interval Estimation for Mean (σ Known and σ Un-known Cases) o Confidence Interval Estimation for Proportion o Sample Size Determination Hypothesis Testing One Sample Tests o Hypothesis Testing - Methodology o Z-test of Hypothesis for Mean (σ known) o t-test of Hypothesis for Mean (σ unknown) o Z-test of Hypothesis for Proportion Two Sample Tests o Comparing the Means of Two Independent Populations o Comparing the Means of Two Related Populations o Comparing Two Population Proportions o F-test for the Difference between Two Variances o ANOVA Chi-Square Tests Chi-Square Test for the Difference between Two Proportions (Independent Samples) Chi-Square Test for the Difference among more than Two Proportions Chi-Square Test of Independence Correlation, Regression and Forecasting Correlation Simple Linear Regression o Determining the Simple Linear Regression Equation o Measures of Variation o Residual Analysis o Inference about Slope and Correlation Coefficients Multiple Regression o Developing Multiple Linear Regression Model o Residua Analysis Forecasting Basics o Time Series Analysis
© CHARUSAT 2016
06
08
06
09
Page 36 of 533
Module No. 7
Classroom Contact Sessions
Title/Topic o Using Multiple Regression Model Contemporary Issues
Total IV.
02 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Student‟s Presentations Feedback
… … … …
About 31 Sessions About 06 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
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V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
The potential of using the statistical tools and techniques. Knowledge base of using software packages for managerial decision-making under conditions of risk and uncertainty.
Reference Material
Text-Book 1.
David .M. Levine, Krehbiel, Berenson, P.K. Viswanathan, (Latest Edition), Business Statistics – A First Course, (Latest Edition), Pearson Education.
Reference-Books 1. Anderson, Sewney, (Latest Edition), Statistics for Business and Economics, Thomson. 2. Aczel, Soundarapandian, (Latest Edition), Complete Business Statistics, Tata McGrawHill. 3. T N Srivastava, Shailaja Rego, (Latest Edition), Statistics for Management, Tata McGraw-Hill. 4. Christian Albright, Wayne Winston, et. al., (Latest Edition), Data Analysis and Decision-making with MS-Excel, Thomson. 5. D. P. Apte, (Latest Edition), Statistical Tools for Managers – Using MS-Excel, Excel Books 6. Naval Bajpai, (Latest Edition), Business Statistics, Pearson.
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MB702.3: CRITICAL THINKING AND CASE ANALYSIS (CTCA) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To expose the students to the need for critical thinking practice as a necessary ingredient in decision-making capabilities; To inculcate in them the habit of analysis as a routine and enable them to seek and know the reasoning behind any situation, decision, data, information, news, etc.; and to demonstrate how to apply an analysis framework to an in-depth case example indicating necessary connections formed during analysis. To develop the students as managers who know how to think, i.e. how to become independent, self-directed thinkers and learners, to introduce the key steps of case analysis, output of recommendations and writing skills.
Course Outline
Module No.
1
2
3
Title/Topic The Fundamentals of Critical Thinking Introduction to Critical Thinking Barriers to Critical Thinking Basic Logical Concepts Identifying Statements, Premises, Conclusions Recognising Arguments Language and Critical Thinking Logical Fallacies Fallacies of Relevance Fallacies of Insufficient Evidence Arguments Analyzing Arguments Evaluating Arguments Informal Logic Categorical Logic Propositional Logic Inductive Reasoning Researching and Writing Arguments Finding, Evaluating and Using Sources Writing Argumentative Essays Practical Applications Thinking Critically about the Media Science and Pseudoscience
© CHARUSAT 2016
Classroom Contact Sessions
06
08
06
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Module No. 4
5
6 7
Classroom Contact Sessions
Title/Topic Introduction to Case Analysis Types of Cases Working with Cases Learning from Case Analysis Case Analysis Overview Case Reading Taking Case Notes Identifying the Business / Management Problem Identifying and Prioritising the Issues Bringing in Outside Concepts Evaluating Relevant Information and Underlying Assumptions Developing Possible Solutions Evaluation of Alternatives and Selection of Appropriate Solution Action Planning Writing Case Analysis Writing the First Draft Second, Subsequent and Final Drafts Contemporary Issues
Total IV.
06
08
06 05 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 20 Sessions About 10 Sessions About 05 Sessions About 08 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An analytical and enquiring mindset that does not accept any information at face value, but evaluates critically its source and implications. An ability to analyze the case (situation) with application of knowledge attained and write the report.
Reference Material
Text-Book 1. Bassham Gregory, et. al., (Latest Edition), Critical Thinking – A Student‟s Introduction, Tata McGraw-Hill. 2. James S. O‟ Rourke IV, Singh Anubha, (Latest Edition), Management Communication – A Case-Analysis Approach, Pearson Education.
Reference-Book 1. TaherNasreen, Gopalan Swapna (ed.), (Latest Edition), Concepts and Applications, ICFAI University Press.
Critical Thinking –
Journals / Magazines / Newspapers 1.
Dialogue Journals and Critical Thinking.
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MB703.3: MANAGERIAL COMMUNICATION (MC) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
To develop communication skills required in business organisation, namely: listening, speaking reading and writing. Sensitize the students on the nuances of effective communication at work. Students should be able to demonstrate improved interpersonal and group communication skills Students should be able to design and communicate effective formal and informal messages Students should be able to make an effective presentation with an appropriate media support. Student should demonstrate improved persuasion and influencing skills for better negotiations.
III.
Course Outline
Module No.
1
2
3
4
Title/Topic Introduction The Role of Communication in Contemporary Business Communicating within Organizations Types of Communication Process of Communication The C‟s of Good Business Communication Causes of Interference to Effective Business Communication External Influences on Business Communication Using Technology to Improve Business Communication Interpersonal Communication-I Introduction to Interpersonal Communication Communication Styles or Modes Managerial Listening and Responding Nonverbal Communication Interpersonal Communication-II Managing Conflicts in Organization Communicating in Diverse Environment Managerial Negotiation Interviews Managerial Writing Stages of Writing process Preparing Good-and-Neutral News Messages Preparing Bad-News Messages
© CHARUSAT 2016
Classroom Contact Sessions
09
08
08
09
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Module No.
5 6
Classroom Contact Sessions
Title/Topic Preparing Persuasive Messages Notice, Agenda and Minutes of Various Official Meetings Organizing Business Reports and Proposal Communication for Employment Communicating in Work Teams Productive Meeting Management Making Formal Presentation Contemporary Issues
07
Total IV.
04 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 21 Sessions About 06 Sessions About 04 Sessions About 12 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to communicate effectively in business situations. The ability to communicate message accurately, handle intercultural situation that require thoughtful communication. The ability to use appropriate words and tones and so on.
Reference Material
Text-Books Bovee, Courtla and L., Thill, John V., Chaturvedi, Mukesh, (Latest Edition), Business Communication Today Pearson Education. 2. Lehman, Dufrene, Sinha, (Latest Edition), BCOM. Cengage Learning. 3. Raman, Singh, Praksh, (Latest Edition), Business Communication, Oxford. 1.
Reference-Books Lesikar, R.V. and M.E. Flatley, (Latest Edition), Basic Business Communication, Tata McGraw-Hill 2. Koneru Arun, (Latest Edition), Professional Communication, McGraw Hill 3. O, Rourke James and Gupta Jaba Mukherjee, (Latest Edition), Management Communication: A Case-Analysis Approach, Pearson Education. 4. Hynes Geraldine, (Latest Edition), Managerial Communication: Strategies and Applications, Tata McGraw-Hill. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Business Communication Quarterly Journal of Business Communication Strategic Communication Management Journal of Business and Technical communication Harvard Business Review
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MB704.3 FINANCIAL ACCOUNTING (FA) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To expose the students to the framework of accounting concepts. To relook at the mechanics related to preparation of the balance sheet, income statement, cash flow statements. To understand computation of ratios and basic analysis of the annual report. To help the students evaluate managerial choices of alternative accounting practices, issues in accounting policy and accounting standards.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Financial Accounting Beginning Assumptions The Income Statement The Balance Sheet The Statement of Retained Earnings The Statement of Cash Flows Qualitative Characteristics of Accounting Information Recording Accounting Transactions Accrual Accounting and Adjusting Entries Accrual and Cash Bases of Accounting Adjusting Journal Entries Closing Process The Accounting Cycle Completion of Accounting Cycle: Final Accounts Financial Statements of Limited Liability Company Measurement of Business Income Revenue and Expense Recognition, Assets and Liabilities, Divisible Profits, Managerial Remuneration. Consolidated Financial Statement Analysis and Interpretation of Financial Statements Types of Analysis Comparative Financial Statements Common Size Statements Trend Analysis Ratio Analysis Creative Accounting Window Dressing Forensic Accounting and Forensic Auditing
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Classroom Contact Sessions
08
08
09
09
08
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Module No.
Classroom Contact Sessions
Title/Topic International Financial Reporting Standards (IFRS) Important Standards Differences and Similarities between Indian AS, IAS / IFRS and US GAAP Contemporary Issues
6
03 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 25 Sessions About 06 Sessions About 05 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Develop a thorough understanding of accounting records and how transactions are recorded in them; Be able to understand and interpret financial statements for various forms of businesses; Be able to analyse and interpret the data contained in these statements for improved decision-making; and
Reference Material
Text-Books 1. 2. 3. 4. 5.
Norman H. Godwin, C. Wayne Alderman, Debashish Sanyal, (Latest Edition), Financial ACCT- A South Asian Perspective, Cengage Learning. Dhanesh K Khatri, (Latest Edition), Financial Accounting, Tata McGraw Hill. Paresh Shah, (Latest Edition), Financial Accounting for Management, Oxford University Press. Asish K. Bhattacharyya, (Latest Edition), Financial Accounting for Business ManagersPHI. Dr. S.N. Maheshwari and Dr. S.K. Maheshwari, (Latest Edition), Financial Accounting, Vikas Publishing House Pvt. Ltd.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Ambrish Gupta, (Latest Edition), Financial Accounting Management An Analytical Perspective, Pearson Education. Stice and Stice, (Latest Edition), Financial Accounting Reporting amp; Analysis, Thomson. Robert N. Anthony, David F. Hawkins and Kenneth A. Merchant, (Latest Edition), Accounting –Text and Cases, TMH. Samuel C. Weaver, J. Fred Weston, (Latest Edition), Finance and Accounting for Nonfinancial Managers, Tata McGraw-Hill Publishing Co. Ltd. Horngreen, (Latest Edition), Financial Accounting, Pearson Education. Ashok Banerjee, (Latest Edition), Financial Accounting, Excel Books. Weygandt, Kieso, Kimmel, (Latest Edition), Financial Accounting, Wiley India Edition. M.E. Thukaram Rao, (Latest Edition), Accounting for Managers, New Age International Publishers. S. K. Bhattacharyya, (Latest Edition), Accounting for Management-Vikas Publication. N. P. Srinivasan, (Latest Edition), Accounting for Management, S Chand Publications.
Journals / Magazines / Newspapers 1. Asian Journal of Finance and Accounting 2. Finance India
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MB705.3: MANAGEMENT PROCESS AND ORGANIZATIONAL BEHAVIOUR (MP & OB) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To expose the students to the different functions performed by managers, the roles they have to play for those functions , and the knowledge and skills they have to develop for the roles through real life examples and cases; To help the students develop an understanding of concepts and tools like MBO and SWOT to develop proficiency in the planning of activities of an organization. To enable the students to appreciate the importance of entrepreneurship, innovation and leadership and to help them realize the need for collaboration and networking in the management of any functional area of management; To provide the necessary foundation for all other courses based on management practices across the world To expose the students to the environmental and organisational context, cognitive processes and dynamics of organisational behavior; and To enable them to manage and lead for high performance with the human being at the centre of the organisation.
Course Outline
Module No.
1
2
Title/Topic Foundations of Management Managing The External Environment and Organisational Culture Managerial Decision Making Planning and Strategizing Planning and Strategic Management Ethics and Corporate Responsibility International Management Entrepreneurship Organising Organisation Structure Organisational Agility Human Resources Management, especially with Diverse Workforce Types of Organizations and Basis for Choice of Different Types Leading Leadership Motivation for Performance
© CHARUSAT 2016
Classroom Contact Sessions
06
07
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Module No.
Classroom Contact Sessions
Title/Topic Teamwork Communicating Controlling Managerial Control Managing Technology and Innovation Creating and Managing Change Organizational Culture Organizational Theory Creating and Maintaining Organizational Culture Rewards and Recognition in Organizational Settings Cognitive Processes of Organizational Behaviour Meaning and Types of Personality Nature and Dimensions of Attitude Organizational Commitment Motives, Motivation and Theories Dynamics of Organizational Behaviour Cause and Effect of Stress Concept and Types of Conflict Coping Strategies for Stress and Conflict Political Implications of Power Contemporary Issues
3
4
5
6
7
07
07
07
07
Total IV.
04 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 21 Sessions About 10 Sessions About 06 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
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Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed: A clear understanding and exposure to the functional areas of management and the roles managers assume for managerial performance.
VIII.
Reference Material
Text-Book 1.
Bateman Thomas, Snell Scott, (Latest Edition), Management – Leading and Collaborating in the Competitive World, Tata McGraw-Hill.
2. Luthans Fred (2008), Organisational Behaviour, McGraw-Hill (11 e)
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Weihrich Heinz and Koontz Harold, (Latest Edition), Management: A Global and Entrepreneurial Perspective, Tata McGraw-Hill. Stoner, Freeman and Gilbert Jr., (Latest Edition), Management, Prentice Hall of India. Weihrich Heinz and Koontz Harold (2008), Management: A Global and Entrepreneurial Perspective, Tata McGraw-Hill Kaul, Asha, Effective Business Communication, PHI, New Delhi. Chaturvedi, P.D., and Mukesh Chaturvedi, Business Communication, Pearson Education McGrath, E.H., Basic Managerial Skills for All, PHI, New Delhi Slocum, Helrigel, Organisational Behaviour, Thomson/Cengage Udai Pareek (2008), Understanding Organisational Behaviour, Oxford University Press
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Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8.
Harvard Business Review Academy of Management Review California Management Review Vikalpa IIMB Management Review Decision Indian Management The Smart Manager
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MB706.3: INTRODUCTION TO COMPUTERS AND INFORMATION TECHNOLOGY (ICIT) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
This is an introductory course in basic computer use and to expose the students to IT relevant to the immediate needs of managers; Microsoft Office is powerful and popular application software that is used in businesses around the world. To enable them to develop proficiency in using certain components of the package includes MS Word, MS Excel, MS Power Point, MS Access and MS project for managerial applications and for pursuing the other courses of the MBA programme successfully
Course Outline
Module No.
1
2
Title / Topic Introduction to Computer Computer Hardware Computer Software Exercises Basic of Operating System Folder and Files Widows Accessory Widows Utilities Exercises Introduction to MS Office Applications Microsoft Office Word Microsoft Office Power Point Microsoft Office Excel Microsoft Office Access Microsoft Outlook Microsoft Office Project Microsoft Office Word Creating and Editing document Formatting and Printing Table and Graphics Mail Merge and Labels Exercises
© CHARUSAT 2016
Classroom Contact / Lab Sessions
01
01
01
06
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Module No.
3
4
5
6
7
Title / Topic
Classroom Contact / Lab Sessions
Microsoft Office Excel (Spreadsheet) Introduction to Excel Formula and Function Formatting and Printing Charts Exercises Microsoft Office PowerPoint Introduction to PowerPoint Working with Slide Formatting and Printing Exercises Microsoft Office Outlook Introduction to Outlook Managing Daily e-mail and Appointments Exercise Microsoft Office Access Basic Concepts of a Database -Table, Field, Records, Key, Data Manipulation, Query, etc. Creating a Database Working with Forms Using Queries Generating Reports Exercises Introduction to IT Introduction to World Wide Web E-mail Services and Searching Introduction to Designing Web-Pages Insert Text, Image, Hyperlink Exercises Microsoft Office Project Introduction to MS Project 2007 Creating and Defining Projects Calendars Organizing Tasks Working with Task Duration, Estimates, and Dependencies Working with Resources Customizing and Formatting Resource Management Tracking Progress Running Reports Contemporary Issues
03
06
03
10
02 Total
© CHARUSAT 2016
12
45
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom / Lab Discussion of Concepts and Applications Student‟s Presentations Feedback
…
About 75 Sessions
… …
About 13 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components: Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 70 marks and will be based on practical computer-based tests and a viva-voce.
VII.
Learning Outcome At the end of the course, the student should have developed:
An ability to use computers and basic application software packages effectively for different types of work like formal report preparation, making presentations
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The student should have started using excel effectively to have aid in financial and statistical analysis Should be able to plan the activity and appointments using outlook and plan project for effective implementation. Students will develop basic computer skills in above mentioned area which not only aid them in college studies but also helpful in the industry.
Reference Material
Text-Books R. P. Soni, Harshal Arolkar, Sonal Jain, (Latest Edition), Working with Personal Computer Software, Books India Publications, Ahmedabad. 2. Stephen L. Nelson, (Latest Edition), The Complete Reference: Office XP, Tata McGrawHill Publication. 3. Elaine Marmel, (Latest Edition), Microsoft Office Project Bible, Wiley Publication. 1.
Reference-Books 1. 2. 3. 4. 5. 6.
Vishal Soni, (Latest Edition), Computer Applications for Management, Himalaya Publishing House. David Whigham, Business Data Analysis Using Excel, (Latest Edition), Oxford University Publication. Gary B. Shelly, Misty E. Vermaat, Thomas J. Cashman, (Latest Edition), Microsoft Office : Introductory Concepts and Techniques, Premium Video Edition. Greg Harvey, (Latest Edition), Excel For Dummies [Paperback] Joe Habraken, (Latest Edition), Microsoft Office in Depth. Rajesh Sheshadri, (Latest Edition), Excel with Excel An Executive‟s Handbook, Prakash books Publication.
Journals / Magazines / Newspapers 1.
Harvard Business Review
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MA771: RELIABILITY AND RISK ANALYSIS-I YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical/Tutorial
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objective of the Course: The course is designed for Engineers, Mathematician, and Industrial Managers. This course covers basics of Probability and Statistics for prediction of failures in system and quantification of risk The objectives of the course are to: 1. Understand basics of Probability and Probability distributions 2. Define the system to be analyzed. 3. Identify the system performance measures (Measuring Reliability and Risk) B. Outline of the course: Sr No.
Title of the unit
Minimum number of hours
1.
Introduction to Probability and Statistics
06
2.
Characteristics of Reliability
06
3.
Reliability of Simple Systems
06
4.
Concept of Safety and Risk Analysis
06
5.
Reliability Modeling
06
C.
© CHARUSAT 2016
Total Hours (Theory): 30
Page 56 of 533
D. Detailed Syllabus: 1
Introduction to Probability and Statistics
1.1
Random Event.
1.2
Basic formula of Probability.
1.3
Random Variable and Probability Distribution Functions.
1.4
descriptive statistics
2
Characteristics of Reliability
2.1
Reliability of a Unit Functioning until First Failure
2.2
System Reliability
2.3
Testing for Reliability
2.4
Exponential Law and Evaluation of parameter
3.
Reliability of Simple Systems
3.1
Series System
3.2
Parallel System
3.3
K out of N systems
4.
Concept of Safety and Risk Analysis
4.1
Qualitative definition of Risk
4.2
Quantitative definition of Risk
4.3
Failure Model and Effect Analysis(FMEA)
4.4
Hazard and operability analysis(HAZOP)
4.5
Fault Tree Analysis
5.
Reliability Modeling
5.1
Software Reliability Analysis
5.2
Human Reliability
5.3
Stress-Strength Analysis
06 Hours
06 Hours
06 Hours
06 Hours
06 Hours
Instructional Method and Pedagogy:
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures/laboratory which carries a 5% component of the overall evaluation. Minimum two internal exams will be conducted and average of two will be considered as a part of 15% overall evaluation.
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Assignments based on course content will be given to the students at the end of each unit/topic and will be evaluated at regular interval. It carries a weighting of 5%. Two Quizzes (surprise test) will be conducted which carries 5% component of the overall evaluation. E. Student Learning Outcomes:
At the end of the course the students will be able to understand the basic concepts of Reliability and Risk Analysis.
Student will be able to apply concepts of these course in their study of specialization F. Recommended Study Material: Text Books: 1.
Mathematical Methods of Reliability Theory. B. V. Gnedenko, Yu. K. Belyayev, and A. D. Solovyev ,Academic Press 1969 2. An Introduction to Basics of Reliability and Risk Analysis. Enric Zio, World Scientific Publishing Co.Pte. Ltd.2007 3. Reliability and Risk Analysis. Terje Aven, Elsevier Publicaion,1992 Reference Books/Articles:
1. On The Quantitative Definition of Risk, Stanley Kaplan and B. John Garrick, Risk Analysis, Vol. I, No. I , 1981 2. Probability concepts in engineering planning and design. Volume II – decision, risk and reliability. Ang, A.H.-S. and Tang, W.H John Wiley & Sons, Inc., New York (1984) 3. M. Modarres, Reliability and Risk Analysis, Marcel Dekker (1993). 4. N.J. McCormick, Reliability and Risk Analysis, Academic Press (1981).
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EE781: OPTIMIZATION TECHNIQUES YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the course: Optimization techniques, having reached a degree of maturity in recent years, are being used in a wide spectrum of industries, including aerospace, automotive, chemical, electrical, construction, and manufacturing industries. Optimization methods, coupled with modern tools of computeraided design, are also being used to enhance the creative process of conceptual and detailed design of systems. The objectives of the course are: 1.
To provide an overview of state-of-the-art optimization algorithms and the theoretical principles that underpin them 2. To prepare the students with the modelling skills necessary to describe and formulate optimization problems 3. To introduce methods of optimization to students, including linear programming, network flow algorithms, integer programming, interior point methods, quadratic programming, nonlinear programming, and heuristic methods. 4. To make the students familiar with the applications of various classical and AI methods in solving various complex real-world optimization problems. 5. To introduce the students with software tool to solve optimization problem B. Outline of the Course: Sr. No.
Title of Unit
Min. no of hours
1
Fundamentals of Optimization
01
2
Linear Programming
05
3
Unconstrained Optimization
04
4
Nonlinear Programming
05
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5
Fundamentals of Artificial Intelligence methods
01
6
Particle Swarm Optimization and Cuckoo Search Algorithm
08
7
MATLAB programming and Optimization Toolbox
06 Total Hours (Theory): 30
C. Detailed Syllabus 1
Fundamentals of Optimization
01 Hours
Introduction, Feasibility and optimality, Convexity, constraints, Rates of convergence 2
Linear programming Introduction,
05 Hours
Formulation of Linear programming problem, Graphical method, Simplex
method, Basic solution, Basic feasible solution, Simplex algorithm, Two phase method. 3
Unconstrained Optimization
04 Hours
Introduction, Optimality conditions, Newton‟s method for minimization, Line search methods, Steepest-Descent method, Quasi-Newton method, Modified newton‟s method 4
Nonlinear Programming
05 Hours
Optimality conditions for constrained problems, Kuhn-Tucker conditions, Penalty function method, Barrier method, The Lagrange multipliers and the Lagrangian function, Sensitivity analysis, Computing the Lagrange multipliers, Sequential quadratic programming, Interior point method 5
Fundamentals of Artificial Intelligence methods
01 Hours
To understand importance of AI methods and their comparison with various classical methods using various criteria. 6
Particle Swarm Optimization and Cuckoo Search Algorithm
08 Hours
Introduction to PSO, Unconstrained and constrained optimization using PSO, Effects of various coefficients on convergence, Cuckoo Search (CS) Algorithm, Comparison between PSO and CS
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7
MATLAB programming and Optimization Toolbox
06 Hours
MATLAB programming of various classical and AI methods. Use of MATLAB optimization toolbox to solve various optimization problems. D. Instructional Methods and Pedagogy
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures which carries a component of the overall evaluation. Minimum two internal exams will be conducted and will be considered as a part of overall evaluation. Assignments based on course content will be given to the students for each unit/topic and will be evaluated at regular interval and its weightage may be reflected in the overall evaluation. E. Student Learning Outcomes: A. The students will be able to get awareness about the optimization problems. They can differentiate the class of classical optimization methods and AI methods B. The student will learn to handle, solve and analyzing problems using linear programming and other mathematical programming algorithms C. The students will also be able to learn different techniques to solve Non- Linear Programming Problems. They can also use search techniques methods, which are based on iterative methods, to find optimal solutions of Non-Linear Programming Problems. D. Ability to develop codes for evolutionary optimization techniques and to solve wide range of optimization problem. E. The students will be able to solve optimization methods using software tools such as MATLAB and be prepared for developing case studies and simulation examples F. Recommended Study Material: Books: 1.
“Optimization Methods for Engineers”, N.V.S. Raju, PHI, 2014.
2. “Artificial intelligence and intelligent systems”, N.P. Padhy, Oxford University Press, 2005 3. “Engineering Optimization: Theory and Practice”, S. Rao, 4 th Edition, John Wiley & Sons, Inc., 2009
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ME781: OCCUPATIONAL HEALTH & SAFETY YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course:
To raise awareness of key health and safety issues in the workplace.
To provide knowledge of occupational health and safety, emergency planning and environmental management.
To ingrain the consciousness in students related to occupational health, occupational hygiene, ergonomics, safety and risk management, research methods, and legal studies.
B. Outline of the Course: Sr. No.
Title of the Unit
Minimum Number of Hours
1 2
Introduction to occupational health and safety Occupational safety and management standards, and regulations for health, safety and environment Identifying safety and health hazards, and risk analysis Occupational physiology and psychosocial factors, and work organization Ergonomic workplace design and musculoskeletal diseases Control of workplace hazards E-waste management Work practices in industries and global strategy on occupational safety and health
02 04
3 4 5 6 7 8
04 04 04 04 04 04
Total Hours (Theory): 30
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C. Detailed Syllabus: 1
Introduction to occupational health and safety
02 Hours
Definition and history of occupational health & safety, workplace hazards. 2
Occupational safety & management standards and regulations
04 Hours
for health, safety and environment 2.1
Factories act and rules; Workmen compensation act. Indian explosive act Gas cylinder rules - SMPV Act - Indian petroleum act and rules.
2.2
Environmental pollution act. Manufacturing, storage and import of Hazardous Chemical rules 1989, Indian Electricity act and rules. Overview of OHSAS 18000 and ISO 14000 National legislation and public organizations.
3
Identifying safety and health hazards, and risk analysis
3.1
Hazard, risk issues and hazard assessment, Introduction to hazard, hazard
04 Hours
monitoring-risk issue. 3.2
Hazard assessment, procedure, methodology; safety audit, checklist analysis, what-if analysis, safety review, preliminary hazard analysis (PHA), hazard operability studies (HAZOP).
3.3
Computer aided risk analysis, Fault tree analysis & Event tree analysis, Logic symbols, methodology, minimal cut set ranking - fire explosion and toxicity index (FETI), various indices – Hazard analysis (HAZAN).
3.4
Failure Mode and Effect Analysis (FMEA), Basic concepts of software on risk analysis, CISCON, FETI, ALOHA.
4
Occupational physiology, Psychosocial factors and Work
04 Hours
organization 4.1
Man as system component – allocation of functions – efficiency.
4.2
Occupational work capacity aerobic and anaerobic work – evaluation of physiological requirements of jobs – parameters of measurements –
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categorization of job heaviness 4.3
Work organization – stress – strain – fatigue – rest pauses – shift work – personal hygiene.
5
Ergonomic workplace design and Musculoskeletal diseases
5.1
Meaning of Ergonomic
5.2
Meaning of Workplace Design.
5.3
Musculoskeletal Diseases causes and prevention
6
Control of workplace hazards
6.1
Workplace hazards and risk control, Transport hazards and risk control,
04 Hours
04 Hours
Musculoskeletal hazards and risk control, Work equipment hazards and risk control 6.2
Electrical safety, Fire safety, Chemical and biological health hazards and risk control, Physical and psychological health hazards and risk control, Health and safety practical application
7
E-waste management
7.1
Waste characteristics, generation, collection, transport and disposal
8
Work
practices
in
04 Hours
industries
and
global
strategy
on
04 Hours
occupational safety and health 8.1
Work practices in industries in manufacturing industries
8.2
Work practices in industries in service industries
D. Instructional Method and Pedagogy:
At the starting of the course, delivery pattern, prerequisite of the subject will be discussed.
Lectures will be conducted with the aid of Multi-Media projector, Black Board, OHP etc.
Attendance is compulsory in lectures.
Internal exams/Unit tests/Surprise tests/Quizzes/Seminar/Assignments etc. will be conducted as a part of continuous internal theory evaluation.
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Tutorials related to course content will be given to students.
In the lectures discipline and behavior will be observed strictly.
Industrial visits will be organized for students to explore industrial facilities. Students are required to prepare a report on industrial visit and submit as a part of the assignment.
E. Students Learning Outcomes:
Students will be able to make models for safety at work.
Students will be able to select safety methods.
Students will be able to understand how hazardous the process is at work.
Students will be able to understand proneness of accidents.
F. Recommended Study Material: Text Books:
1. Grimaldi and Simonds , Safety Management, AITBS Publishers , New Delhi (2001) 2. Industrial safety and health, David L. Goetsch, Macmillan Publishing Company, 1993. 3. R.K.Jain and Sunil S.Rao , Industrial Safety, Health and Environment Management Systems, Khanna publishers , New Delhi (2006) 4. Salvendy, G. (2012). Handbook of human factors and ergonomics. John Wiley & Sons. Reference Books:
1. Arezes, P., Baptista, J. S., Barroso, M. P., Carneiro, P., Cordeiro, P., Costa, N., & Perestrelo, G. (Eds.). (2013). Occupational Safety and Hygiene. CRC Press. 2. Chaturvedi, P. (2005). Managing Safety Challanges Ahead. Concept Publishing Company. 3. Healey, B. J., & Walker, K. T. (2009). Introduction to occupational health in public health practice (Vol. 13). John Wiley & Sons. 4. Hester, R. E., & Harrison, R. M. (2009). Electronic waste management (Vol. 27). Royal Society of Chemistry. 5. Karwowski, W., Soares, M. M., & Stanton, N. A. (Eds.). (2011). Human Factors and Ergonomics in Consumer Product Design: Uses and Applications. CRC Press. 6. Khan, B. H. (Ed.). (1997). Web-based instruction. Educational Technology. 7. Roughton, J., & Crutchfield, N. (2011). Job hazard analysis: A guide for voluntary compliance and beyond. Butterworth-Heinemann. 8. Salvendy, G. (Ed.). (2001). Handbook of industrial engineering: technology and operations management. John Wiley & Sons. 9. Smedley, J., Dick, F., & Sadhra, S. (Eds.). (2013). Oxford handbook of occupational health. Oxford University Press.
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10. Tillman, C. (2006). Principles of occupational health and hygiene: an introduction. Allen & Unwin. Web Material: 1. International Labour Organization (ILO) http://www.ilo.org/public/english/ 2. Occupational Safety & Health Administration United States Department Laborhttps://www.osha.gov/about.html
of
Other Material:
1.
International Journal of Labour Research http://www.ilo.org/actrav/info/pubs/WCMS_158769/lang--en/index.htm
2.
International journal of occupational safety And ergonomics (http://archiwum .ciop.pl/757).
3.
Journal of Safety and Health at Work (http://www.journals.elsevier.com/safetyand-health-at-work/)
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CE772: RESEARCH METHODOLOGY YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objective of the Course: Quite frequently these days‟ people talk of research, both in academic institutions and outside. Several research studies are undertaken and accomplished year after year. But in most cases very little attention is paid to an important dimension that of research methodology. A great deal of research tends to be futile. It may be noted, in the context of planning and development that the significance of research lies in its quality and not in quantity.
To introduce the basic methods of conducting research, explore ideas in formulating research objectives and hypotheses and sample framework for taking up research studies in a structured manner.
To facilitate for the development of an insight into different statistical tools for data analysis, interpretation and presentation of reports in different areas of research.
To enable researchers, irrespective of their discipline, in developing the most appropriate methodology for their research.
To pay due attention to designing and adhering to the appropriate methodology throughout for improving the quality of research
To impact higher education in basic areas as well as interdisciplinary areas and to provide researchers a platform to carry out quality research and relevant research.
To prepare the literature in chronological pattern and logically analyze the concerns.
To help researchers to use tools, techniques, concepts and world‟s best practices to present a unique research.
To frame the research problems to enhance the scale of understanding.
To give guidance and support to initiate and carry out quality research with a focus on awareness of areas of potential research, guidelines to carry out literature survey in the areas
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of interest, selection of research area, selection of problem for research and formulation of title, justification of title in current context of research, anticipated research outcome and its relevance, research methodology to undertake the research, month wise plan for the research work to be carried out, six monthly review of research work of Doctoral Committee with eminent well experience Guides constituted by University etc.
B. Outline of the course: Sr.
Minimum number of hours
Title of the unit
No. 1
General introduction to Research
02
2
Research problem Formulation
03
3
Research Design
08
4 5
Research Publication & Presentation
08 05
7
Quality indices of research publication
C.
Research Ethics and Morals
04 Total hours: 30
Detailed Syllabus:
1 General introduction to Research
02 Hours
General Introduction:
Importance of Research, Role of Research, Aims & Objectives, Research Process, Phases of Research. Introduction to Research Methodology: Meaning of Research, Objectives of Research, Motivations in Research, Types of Research, Research Approaches, Significance of Research, Research Methods v/s Methodology, Research and Scientific Methods, Research Process, Criteria of Good Research. 2. Research problem Formulation:
03 Hours
Review of Research Literature: Defining the Research Problem: What is Research Problem, Selecting the Problem, Necessity
of
and
Techniques
in
defining
the
problem.
Purpose and use of literature review, locating relevant information, use of library &
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electronic databases, preparation & presentation of literature review, research article reviews, theoretical models and frame work. Identification of gaps in research, formulation of research problem, definition of research objectives. 3. Research Design:
08 Hours
Research Design: Meaning, Need, Features of Good Design, Concepts, Types. Basic Principles of Experimental Design, Developing a Research Plan. Qualitative Methods: Types of hypothesis and characterization. Quantitative Methods: Statistical methods for testing and evaluation. Characterization of experiments: Accuracy, reliability, reproducibility, sensitivity, Documentation of ongoing research. Sample Design: Implication, Steps. Criteria for selecting a sample procedure, Characteristics of Good sampling Procedure, Types of Sample Design, Selecting Random Samples, Complex random sampling Design. Measurement and Scaling Techniques: Measurement in Research, Measurement Scales, Sources of Errors in measurement, Tests of Second measurement, Technique of developing Measurement Tools, Meaning of Scaling, Scale Classification Bases, Important Scaling Techniques, Scale Construction Techniques. Methods of Data Collection: Collection of Primary Data, Observation Method, Interview method, Collection of Data through questionnaire and Schedules, Other methods. Collection of Secondary Data, Selection of appropriate method for data collection, Case Study Method, Guidelines for developing questionnaire, successful interviewing. Survey v/s Experiment. Processing and Analysis of Data : Processing Operations (Meaning, Problems), Data Analysis (Elements), Statistics in Research, Measures of Central Tendency, Dispersion, Asymmetry, Relationship. Regression Analysis, Multiple correlation and Regression, Partial Correlation, Association in case of Attributes. Sampling Fundamentals: Definition, Need, Important sampling Distribution, Central limit theorem Sampling Theory, Sandler‟s A-test, Concept of Standard Error, Estimation, Estimating population mean, proportion. Sample size and its
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determination, Determination of sample size. Analysis of Variance and Covariance: Basic Principles, techniques, applications, Assumptions, limitations. Analysis of Non-parametric or distribution-free Tests : Sign Test, Fisher-Irwin Test, McNemer Test, Wilcoxon Matched pair Test (Signed Rank Test). Sum Tests : a) Wilcoxon-Mann-Whitney Test b)Kruskal-Wallis Test, One sample Runs Test, Multivariate Analysis Techniques: Characteristics, Application, Classification, Variables, Techniques, Factor Analysis
(Methods,
Rotation),
Path Analysis. 4. Research Publication & Presentation:
08 Hours
Thesis, Research paper, Organization of thesis and reports, formatting issues, citation methods, references, effective oral presentation of research, Documentation of ongoing research. 5. Research Ethics and Morals:
05 Hours
Issues related to plagiarism and ethics. Intellectual Property Rights: Copy rights, Patents, Industrial Designs, Trademarks. 6. Quality indices of research publication:
04 Hours
Impact factor, Immediacy factor.
D. Instructional Method and Pedagogy:
At the starting of the course, delivery pattern, prerequisite of the subject will be discussed.
Lectures will be conducted with the aid of Multi-Media projector, Black Board, OHP etc.
Attendance is compulsory in lectures.
Internal exams/Unit tests/Surprise tests/Quizzes/Seminar/Assignments etc. will be conducted as a part of continuous internal theory evaluation.
Tutorials related to course content will be given to students.
In the lectures discipline and behaviour will be observed strictly.
Industrial visits will be organized for students to explore industrial facilities. Students are required to prepare a report on industrial visit and submit as a part of the assignment.
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E. Student Learning Outcomes:
Research Methodology as a subject should help researchers to prepare the literature in chronological pattern and should logically analyse the concerns.
This subject should help in framing the research problems to enhance the scale of understanding.
In this world of global village, research papers are available in abundance; one thesis submitted by a scholar, in no way should be a repetition of a work already done.
This subject should help researchers to use tools, techniques, concepts and world‟s best practices to present a unique research.
F. Recommended Study Material: Text Books: 1.
Research Methodology, Methods & Techniques, C.R. Kothari, Viswa Prakashan, 2nd Edition, 2009.
2. Research Methods- A Process of Inquiry, Graziano, A.M., Raulin, M.L, Pearson Publications, 7th Edition, 2009. 3. How to Write a Thesis:, Murray, R. Tata McGraw Hill, 2nd Edition, 2010. 4. Writing For Academic Journals, Murray, R., McGraw Hill International, 2009. 5. Writing for Publication, Henson, K.T., Allyn &Bacon, 2005. Reference Books: 1.
What is this thing called Science, Chalmers, A.F., Queensland University Press, 1999.
2. Methods &Techniques of Social Research, Bhandarkar & Wilkinson, Himalaya publications, 2009. 3. Doing your Research project, Bell J., Open University Press, Berkshire, 4thEdition, 2005 4. A Handbook of Academic Writing, Murray, R. and Moore, S., Tata McGraw Hill International, 2006.
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CA730: INTERNET AND WEB DESIGNING YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course:
The objective of the course is to provide basic understanding of designing professional web page templates with Markup language. This syllabus also provides the knowledge about publishing website.
Methodology & Pedagogy: During the sessions, topics related to web designing technologies will be covered with suitable examples and students will be required to design and develop entire web sites using several web designing technologies and editors. Learning Outcome: Upon successful completion of the course, students will understand basic concepts of internet and web page architecture and will be able to develop and host web site by using markup languages and advanced technologies, including HTML and CSS. On completion, student will be able to design and create an advanced website and will be equipped to undertake complex internet projects. B. Outline of the Course: Sr. No.
Content
1.
Overview of Internet and WWW, Basic elements of the Internet, Internet services, Internet Browsers and Servers, Hardware and Software requirements to connect to the internet, Internet Service Provider (ISP), Introduction to Internet Protocols
2.
Introduction to Web Page, Web Site, Web Browser, Overview of HTML, Structure of HTML Documents
3.
HTML Basics Tags and HTML elements
4.
List, Marquee & Hyperlink in HTML
5.
Images and Tables in HTML
6.
Forms in HTML
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7.
Media Element in HTML5
8.
Introduction to Cascading Style Sheet (CSS), Ways to embed CSS in HTML
9.
CSS selectors & Layout
10.
CSS Properties
11.
Creation of Menu with CSS
12.
Introduction to Web Publishing or Hosting : Domain Name, Web Server, Website Parking, Publishing Website through FTP E.
Total Hours (Theory): 30
Text Books: 1. Harley Hahn: The Internet Complete Reference, 2nd Edition, Tata McGraw-HILL Edition. 2. Matthew MacDonald: HTML5: The Missing Manual, O'Reilly Media, August 2011. 3. Peter Gasston: The Book of CSS3: A Developer's Guide to the Future of Web Design, No Starch Press, April 2011. 4. Richard York: Beginning CSS: Cascading Style sheets for Web Design, Wrox Press (Wiley Publishing), 2005. Reference Books: 1. Ivan Bayross: Web Enabled Commercial Application Development using HTML, JavaScript, DHTML and PHP, 4th revised edition, BPB Publication. 2. Adrian Farrel: The Internet and its Protocol – A comparative approach, Morgan Kaufmann Publishers. 3. David Mc Farland: CSS: The Missing Manual, O‟Reilly, 2006. Reference Links: 1. http://www.w3schools.com [ lecture notes ] 2. http://www.whatwg.org/specs/web-apps/current-work/multipage/#auto-toc-4 [HTML Materials] 3. http://people.cs.pitt.edu/~mehmud/cs134-2084/lectures.html [CSS notes ]
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PT795: HEALTH & PHYSICAL ACTIVITY YEAR 1, SEMESTER 1 (University Elective – CBCS) redits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objectives of the course: This course will make the student to understand health and physical activity and the impact inactivity have on his/her health. Health and physical activity constitute major components of a healthy lifestyle and general health promotion and protection. The knowledge and experience gained from health and physical activity course will enable students to make informed decisions about their health as it relates to quality of life and longevity. Upon completion of this course, the student should be able to: 1.
Understand the health-related benefits of physical activity and risks associated with physical inactivity 2. Comprehend the principles specific to attaining and maintaining good health and fitness throughout the lifespan 3. Realize the areas of nutrition, cardiovascular health, diseases related to physical activity, stress management, substance use and abuse, and sexually transmitted diseases.
B. Outline of the course: S. No.
Title of the unit
Minimum number of hours
1.
Introduction to health
10
2.
Physical Activity
10
3.
Introduction to Yoga
10 Total Hours (Theory): 30
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C. Detailed Syllabus: 1
Introduction to Health
10 hours
1.1
What is health?
1.2
Healthcare delivery system: Developing Countries, Developed Countries
1.3
Human anatomy, physiology & physical fitness
1.4
Basics of Nutrition
1.5
Life style disorders – obesity & diabetes
2
Physical Activity
2.1
What is Physical activity, exercise, physical fitness, epidemiology?
2.2
Measurement of Physical Activity in individuals
2.3
Physical Activity – Theoretical Perspective: Self-determination, trans theoretical
2.4
Physical Activity and mental health – Body image, depression, problem with exercise
2.5
Barriers & Facilitators of Physical Activity
3
Introduction to Yoga
3.1
What is yoga?
3.2
Types of yoga
3.3
Benefits of yoga to various body systems
3.4
Asanas, Pranayam
3.5
Yoga therapy for various back pain, asthma, stress, hypertension, diabetes
10 hours
10 hours
D. Instructional Method and Pedagogy:
Interactive classroom sessions using black-board and audio-visual aids.
Using the available technology and resources for e-learning.
Students will be encouraged towards self-learning and under direct interaction with course faculty.
Students will be enabled for continuous evaluation.
Case study, didactic mode of group discussions
E. Student Learning Outcomes:
Upon completion of the course, the student should be able to:
Appraise the importance of exercise in maintenance of health and fitness.
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Objectively define health and physical activity in realistic environment.
F. Recommended Study Material: Textbooks: 1. ACSM”s “Health Related Physical Fitness Assessment Manual Lippincott Williams and Walkins USA, 2005. 2. Nilima Patel (2008) Yoga and Rehabilitation, Jaypee Publication, India Reference books: 1.
Biddle, S. J. H., & Mutrie, N. (2008). Psychology of physical activity. London: Routledge
2. B.C. Rai. Health Education and Hygiene Published by Prakashan Kendra 3. Puri. K. Chandra. S.S. (2005). Health and Physical Education. New Delhi: Surjeet Publications
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NR751: WOMEN’S HEALTH YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Course Objectives: Upon completing the course, students will be able to
Understand and describe the sociocultural, behavioral, and policy issues that contribute to and affect women‟s health at National and International Level. Describe the seven domains of health and their impact on women. Understand the value and limitations of various tools that are used to measure and monitor women‟s health. Identify major demographic, behavioral and environmental factors that are associated with women‟s health and how such factors may be incorporated into public health interventions, programs, and policies. Identify trends in major health conditions that affect women. Identify the interplay between health services delivery and policy issues as they impact and are impacted by health issues.
B. Outline of the Course: Unit No. I.
Prescribed Hours
Title of Unit
3
Overview of Women Health in India:
II.
Women‟s health nationally and locally. Women‟s health and the seven domains of health. Policy initiatives related to women‟s health issues, as related to cost, monitoring, measures of success and impact on other policy initiatives. Female Anatomy & Physiology:
5
Female anatomy and physiology from the perspective of their effects on women‟s health, including differences from men‟s health Menstrual and menopause
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III.
IV.
Women and relationships: Family, social networks and exposure to intrapersonal violence:
5
Social meaning for women‟s lives Social policies relating to women in the INDIA Health policies relating to women violence that affect women‟s lives & medical issues Non Communicable Diseases :
10
V. VI.
Introduction of Non Communicable diseases in relation to women health Cardiovascular Diseases: Women‟s risk factors for cardiovascular disease Gender differences in prognosis for and treatment of cardiovascular disease in women. Interactions between knowledge, risk, and outcomes of cardiovascular disease in women Cancer: Most common cancers in women (excluding minor skin cancers) in terms of diagnoses as well as deaths. Levels of cancer prevention. Public health approach to screening for cancer Mental Health/ Substance use
2
Act & Laws :
5
Indian legislations and law regarding Women protection (Human Rights) Total
30 Hours
C. Instruction Method and Pedagogy The course is based on practical learning. Teaching will be facilitated by reading material, discussion, microteaching, task-based learning, assignments and various interpersonal activities like case studies, critical reading, group work, independent and collaborative research, presentations etc. D. Evaluation: The students will be evaluated continuously in the form of internal as well as external examinations. The evaluation (Theory) is schemed as 25 marks for internal evaluation and 75 marks for external evaluation in the form of University examination.
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Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Assignments
1
8
8
2
Internal Test/ Model Exam
1
12
12
3
Attendance and Class Participation
Minimum 80% attendance Total
10 30
External Evaluation The University Theory examination will be of 75 marks and will test the logic and critical thinking skills of the students by asking them theoretical as well as application based questions. The examination will avoid, as far as possible, grammatical errors and will focus on applications. Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Theory Paper
01
70
70 Total
70
E. Learning Outcomes: At the end of the course, learners will be able to: Understand the sociocultural, behavioral, and policy issues that contribute to and affect women‟s health at National and International Level. Understand the seven domains of health and their impact on women. Understand the value and limitations of various tools that are used to measure and monitor women‟s health. Understand trends in major health conditions that affect women. Understand the health services delivery and policy issues which impact on women‟s health.
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RD701: INTRODUCTION TO ANALYTICAL TECHNIQUES YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the course.
The objective of the course is to introduce students to different types of experimental techniques available. This course will expose student to state of art equipments and their utility. The emphasis is given more on analyzing of the data and operating skills. To explore the basics of Chromatography
B.
Outline of the Course Sr. No.
Title of Unit
No. of hrs.
1.
HPLC
08
2.
TGA-DSC
09
3.
DLS
05
4.
PCR
08 Total Hours (Theory): 30
C. Syllabus Topics: Sr. No. 1.
Title of Unit
Topics
High Introduction to HPLC, Basic Principle of HPLC, Instrumentation Performance for HPLC, Types of Detector used in HPLC, Column efficiency in Liquid liquid chromatography Chromatography (HPLC)
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2.
TGA-DSC
General Discussion, Thermogravemetry Analysis, Instruments available for Thermogravimetric analysis, Detailed Discussion, Principle and Applications in various fields of Science and Engineering. Data Analysis
3.
DLS
Concept of Dynamic light scattering and basics of Particle size analyzer, Data Analysis and applications of DLS
4.
PCR
Introduction and principle of Polymerase Chain Reaction (PCR), Principle of PCR, Primer designing, Detailed methodology of PCR, Modifications of PCR, Applications of PCR
D. Instructional Methods and Pedagogy: The topics will be discussed in interactive class room sessions using classical black-board teaching to power-point presentations. Unit tests will be conducted regularly as a part of continuous evaluation and suggestions will be given to student in order to improve their performance. E. Student Learning Outcomes / objectives:
The Programme aims at providing students with the methodological concepts and tools needed to acquire top-level skills in the field of some selected instrumentation At the end students would gain experience in using these tools and analyzing the data.
F. Recommended Study Material: Text books/Reference books 1. Instrumental methods of analysis by Williard Merritt Dean Settle, 7th Ed. CBS publishers and distributors Pvt. Ltd., 2. Instrumental methods of analysis by Williard Merritt Dean Settle, 7 th Ed. CBS publishers and distributors Pvt. Ltd., 3. Principles of Gene Manipulation and Genomics by Sandy B. Primrose, Richard Twyman 7 th Ed. Wiley-Blackwell 4. Molecular Cloning: A Laboratory Manual by Joseph Sambrook, David William Russell 3 rd Ed.CSHL Press 5. Principles and Techniques of Biochemistry and Molecular Biology by Wilson and Walker 7 th Ed. Cambridge University Press 6. Principles of Instrumental Analysis by Douglas A. Skoog, F.James Holler and Timothy A.Nieman. Publisher: Saunders College Publishing.
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RD702: INTRODUCTION TO NANOSCIENCE & TECHNOLOGY YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the course: The objective of the course is to introduce the students: To provide a general and broad introduction to the multi-disciplinary field of
nanoscience and nanotechnology During the course the students will acquire the basic knowledge of why and how the physicochemical properties change at the nanoscale. The students will become familiar with the typical techniques that allow the observation, characterization and manipulation of matter at the atomic, molecular and supramolecular level.
The recent scientific and technology work in the nano world will be presented to demonstrate the potential of nanoscience and nanotechnology in diverse areas such as medicine, biotechnology, chemical industry, information and communication technology, production and storage of energy, synthesis and manufacture of new materials, etc. It is also attempted that the student becomes aware of the ethical, social and economic implications that can lead this new discipline. To cultivate interest in the research and development of nanotechnology for future advancement of the career. B. Outline of the Course: Sr Title of Unit No.
Minimum No. of Hrs
1.
Nanotechnology – development history & Implications of nanotechnology
6
2.
Overview on characterization and synthesis of nanostructure materials
10
3.
Overview of nanostructures & Nano devices
10
4.
New fields of nanotechnology
4 Total Hours (Theory): 30
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C. Syllabus Topics: 1.
Nanotechnology – development history & Implications of nanotechnology Concept of nanoscience and nanotechnology, Nanotechnology in the history and in nature. Impact of the nanotechnology in the society: Ethical, social, economic and environmental implications. the nanoscale. Size dependent physical and chemical properties. Surface effects. Importance of the surface at nanoscale. The surface/volume ratio. Size dependent properties
2.
Overview on synthesis and characterization of nanostructure materials. Physical, chemical and biological methods of synthesis of nanostructures, Electron microscopy, scanning probe microscopy, non-imaging techniques
3.
Overview of nanostructures & Nano devices Zero dimensional, one dimensional and two dimensional nanostructures , Electronic devices, magnetic devices, photonic devices, mechanical devices, fluidics devices and biomedical devices
4.
New fields of nanotechnology quantum computing, spintronics, nanomedicines, energy, etc.
D. Instructional Methods and Pedagogy: The topics will be discussed in interactive class room sessions using classical black-board teaching to power-point presentations. Students will be exposed to practical operations, and lab visit and experimental demonstrations of some of the equipment facilities for Nano fabrication & characterization available in UNI. Students will produce a technical report on the experiences. E. Student Learning Outcomes / objectives: Nanotechnology promises to be the technology of the future benefitting the humanity in a number of ways. This course is aimed at preparing students for further industrial or academic work in the field of nano-characterization techniques. F. Recommended Study Material: Text Books / Reference Books: 1. Essentials of nanotechnology by Jeremy Ramsden [JR], 2009, Jeremy Ramsden & Ventus Publishing ApS, 2. Introduction to Nanoscience, S.M.Lindsay, Oxford ISBN 978-019-954421-9 (2010). 3. Guozhong Cao (2004). Nanostructures and Nanomaterials: Synthesis, Properties & Applications, 448 pages, Imperial College Press, ISBN-10: 1860944159. 4. NANO: The Essentials Understanding Nanoscience and Nanotechnology, T. Pradeep, Tata McGraw-Hill Publishing Co. Ltd., 2007. 5. Nanoscience and Nanotechnology, B K Parthsarathy, ISHA Books, New Delhi, 2007. 6. Nanotechnology: Principles and practices, Sulabha K Kulkarni, Capital publishing company, 2007.
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MB650: CREATIVE LEADERSHIP YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Course Objectives The objectives of this course are:
To create awareness about traits, types, approaches /theories and contemporary issues of leadership. To nurture qualities of creative leadership to meet the 21st century challenges in students.
B. Outline of the Course: Module No.
Title/Topic
Classroom Contact Sessions
Introduction to Leadership
1
2
What are Leadership Skills? Ways of Conceptualizing Leadership Definition and Components A Born Leader Traits of Successful Leader Why Leadership? o Managerial Roles Importance of Leadership Leading Vs Managing Roles and Relationships Developing Personality for Effective Leading Roles Authority Vs. Responsibility Leading the Team Leadership–Styles, Models and Philosophy Leadership Approach Trait Approach
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05
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Module No.
Classroom Contact Sessions
Title/Topic Skills Approach Style Approach Situational Approach Psychodynamic Approach Leadership Theories Contingency Theory Path-Goal Theory Leader-Member Exchange Theory Leadership Processes
3
4
5
6
Transactional Leadership Transformational Leadership Authentic Leadership Team Leadership Integrative Leadership Liquid Leadership Women and Leadership
05
Gender and Leadership Styles Gender and Leadership Effectiveness Glass Ceiling Turned Labyrinth Strengths of Women Leadership Criticism and Application Culture and Leadership
05
Dimensions of Culture Clusters of World Cultures Leadership Behavior and Culture Clusters Universally Desirable and Undesirable Leadership Attributes Criticism and Application Leadership for High Performing Organisations General Principles for Creative Culture Nurturing Personal Creativity Contemporary Issues in Leadership
05
Power and Politics in Leadership Ethics in Leadership Cases in Leadership Total
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30
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C. Pedagogy The course will emphasise self-learning and active classroom interaction based on students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Contact Sessions Case Discussions Presentation Management Exercise/ Stimulations/Game Feedback
… About 20 Sessions … About 03 Sessions … About 03 Sessions … About 02 Sessions … About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. D. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
Percentage of total internal evaluation
1
Quizzes
3
10
30
10
2
Case Analysis and Presentation
2
45
90
30
3
Assignment / Project work
1
60
60
20
4
Internal Tests
2
45
90
30
5
Attendance and Class Participation
30
10
300
100
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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E. External Evaluation The University examination will be based on oral presentation, review of students‟ reports and a viva-voce and will carry 70% marks for the course evaluation. F. Learning Outcomes At the end of the course, the student should have developed:
Appreciation for types, traits, approaches and leadership models/theories. Motivation for leadership roles and responsibilities. Qualities of creative leadership skills.
G. Reference Material Text-book: 1. Leadership – Theory and Practices , Peter G. Northouse, Sage Publications India Pvt. Ltd., Latest Edition Reference Books: 1. Liquid Leadership by Brad Szollose, Prolibris Publishing Media, Latest Edition 2. Effective Leadership by Lussier/ Achua , Cengage Learning Publications, Latest Edition 3. Integrative Leadership by Hatala & Hatala, Pearson Power Publication, Latest Edition 4. Cases in Leadership by Rowe and Guerrero, Sage Publications India Pvt. Ltd., Latest Edition Journals / Magazines / Newspapers: 1. HBR Issues on Building Leadership Skills 2. International Journal of Innovation, Creativity and Change 3. Economic Times 4. Business Standard
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PH825: COMMUNITY PHARMACY OWNERSHIP YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course Community pharmacy is concerned with promoting the safe and appropriate use of drugs and common medical devices. Ownership concept in Community Pharmacy is required to create for the effective delivery of pharmacy services in an regulated environment in which the nature of pharmacy is clearly evolving from the supply of goods (pharmaceuticals under prescription, pharmacist and pharmacy only medicines, and other goods) to the supply of services designed to support the optimal use of medication as part of a wider health care strategy. B. Outline of course: Sr. No.
Title of Unit
No. of Contact Hours
1
Introduction to Community pharmacy
10
2
Community Pharmacy Management
10
3
Pharmacy Business Plan
10 Total
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C. Detailed Syllabus:
Sr no
Title of Unit
Topics
1
Introduction to Community pharmacy
Roles & Responsibility, relationship with other health care providers, Prescribed medication order interpretation including OTC medicines, Safe use of medical devices.
2
Community Pharmacy Management
3
Pharmacy Business Plan
Role, process and scope of Community Pharmacy Management, modern technologies, financial, material, staff management and Drug store management, Code of ethics for Pharmacy. Creating a Successful Pharmacy Business Plan, Business Owner Roles, Responsibilities, and Management Styles, Legal, Financial and Accounting Advice for the Beginning Owner, Marketing of Pharmacy Practice.
D. Instructional Methods and Pedagogy: The content of the syllabus would be transmitted through different pedagogy tools like interactive class room sessions using classical chalk - board teaching to Power point presentations. Class room teaching would also be supplemented with group discussions, seminars, assignments and case studies. E. Student Learning Outcomes / Objectives At the end of the course, the student will be able to understand
The concept of Community Pharmacy Ownership and its scope Students understand the role of the pharmacist in community and development Able to learn skill require to set Pharmacy store & its management
F. Recommended Study Material Text / Reference Books: 1. Mohd. Aquil, Practice of Hospital, clinical & Community Pharmacy Elsevier 2. Paul Rutter, Community Pharmacy E-Book, Symptoms, Diagnosis and Treatment, 3rd Edition 3. A Textbook of Clinical Pharmacy Practice: G. Parthasarathi, Karin Nyfort-Hansen and Milap Nahata, Universities Press. 4. Research articles as per the assignment
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MB780.3: COMMUNICATION SKILLS-1 (CS) (NCC) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
Non Credit Course
The objectives of this course are as follows: III.
To train the students to become active listeners in every situation in life, and more so, in their work situations; To develop the students‟ confidence to express their ideas comfortably at both interpersonal and group levels; To train them to think in groups of words appropriate to situations and express their thoughts spontaneously and comfortably in the English language.
Course Outline
Module No. 1
2
3
4
Title/Topic Introduction to Oral Communication Skills Listening Skills Speaking Skills Listening Skills Basics of Listening Giving and Getting Feedback Understanding Natural Speech Strategies of Effective Listening Listening Exercises Comprehend Main Ideas and Details Take Notes: Outline Main Ideas and Supporting Details Distinguish between Facts, Opinion and Inferences Evaluate What You Hear Follow Oral Directions Speaking Skills Developing Self Confidence Delivering Your Message Preparing Your Speech Speaking to Inform, Persuade and for Special Purposes Participating in Group Communication Preparing Impromptu Speech Using Idioms and Proverbs Pronunciation Business Communication Aids Elements of Effective English Grammar and Syntax Effective Paragraph Word Usage Total
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Classroom Contact Sessions 01
10
10
09
30
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … …
About 13 Sessions About 05 Sessions About 10 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Evaluation At the end of the course the students will have to give a seminar. Certificate will be awarded to the students who have successfully completed the course.
VI.
Learning Outcomes At the end of the course, the student should have developed: The ability to listen patiently and actively to the spoken word and interpret the nonverbal message from the body language, facial expression and gesture of the speaker. Self-confidence and capacity to express spontaneously in the English language.
VII.
Reference Material
Text-Books Sweeney Simon, (Latest Edition), English for Business Communication, Cambridge Publication 2. Jones Leo, Alexan Richard (Latest Edition), New International Business English, Cambridge. 1.
Reference-Book 1.
Hornby A. S., (Latest Edition), Guide to Patterns and Usage in English, Oxford University Press.
Journals / Magazines / Newspapers 1. Harvard Business Review 2. The Smart Manager
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Master of Business Administration (MBA) Programme
SYLLABI (Semester – 2)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY © CHARUSAT 2016
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MB740.3: MACRO-ECONOMICS AND BUSINESS ENVIRONMENT (MEBE) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To enable the students to gain and make them understand the measurement, fluctuation / stability and growth of national economic aggregates like national income, employment / unemployment and price level; To help them to relate the changes in the aggregates to national economic policies and their effect on different types of organised activities; To develop a broad understanding about the environment in which the business operates; To make them feel comfortable reading and understanding daily economic and financial news on India and other countries, and engaging in critical discussion on economic issues affecting firms.
Course Outline
Module No.
1
2
3
Title/ Topic The Scope of Macroeconomics Introduction to Macroeconomics Economic Environment Economic System – Lassiez Fair, Capitalism, Socialism and Mixed Economy National Income Macroeconomic Indicators Behavioural and Technology Function Consumption Function Investment Function Government, Foreign Trade and Foreign Exchange Function Money Demand and Supply Production Function, Factor Market and Aggregate Supply Function Economic Models Classical and Keynesian Views of Macroeconomics IS – LM Model Open Economy Macroeconomics Unemployment and Inflation
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05
10
06
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Module No.
Classroom Contact Sessions
Title/ Topic Government and Economic Policies Business Cycle and Fluctuations Role of Government in Economic Environment Fiscal Policy Monetary Policy Industrial Policy EXIM Policy Five Year Planning Public Finance Business Environment Social and Political Environment Technological Environment International Business Environment Natural and Ecological Environment Legal and Labour Market Environment Contemporary Issues
4
5
6
12
07
Total IV.
05 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 22 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An appreciation of the principles of macro-economics and the effect of changes in macro-economic environment for firm level decision-making; and A keen desire for reading news of economic and financial changes/developments on a regular basis, and engaging in discussion and critical evaluation of such developments.
VIII. Reference Material
Text-Books Goodwin, Nelson and Harris, (Latest Edition), Macroeconomics, PHI Learning Pvt. Ltd. 2. Rangarajan and Dholakia, (Latest Edition), Principles of Macroeconomics, Tata McGraw Hill Pub. 3. Olivier Blanchard, (Latest Edition), Macroeconomics, Pearson Education. 1.
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Reference-Books George Mankiw, (Latest Edition), Principles of Economics, Thomson Publication. G. S. Gupta, (Latest Edition), Macroeconomics, Tata McGraw Hill Pub. K. K. Dewett, (Latest Edition), Modern Economic Theory, S. Chand and Co. H. L. Ahuja, (Latest Edition), Macroeconomics, S. Chand and Co. Mishra and Puri, (Latest Edition), Indian Economy, Himalaya Publishing House. A. N. Agrawal, (Latest Edition), Indian Economy, New Age International. Vivek Mittal, (Latest Edition), Business Environment, Excel Books. Francis Cherunilam, (Latest Edition), Business Environment, Himalaya Publishing House. 9. Raj Agrawal and Parag Diwan, (Latest Edition), Business Environment, Excel Books. 10. Justin Paul, (Latest Edition), Business Environment, Tata McGraw Hill Publisher. 11. V K Pailwar, (Latest Edition), Economic Environment of Business, PHI Learning. 1. 2. 3. 4. 5. 6. 7. 8.
Journals / Magazines / Newspapers 1. Business Dailies 2. Business and Economic Journal 3. Business and Economics and Magazines
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MB741.3: RESEARCH METHODS FOR MANAGEMENT (RMM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To provide the techniques and skills needed to conduct business research and the required knowledge and understanding so that students can critically evaluate the quality of research. To provide skills for identification, definition of research problems / hypotheses, based on literature survey, secondary data and observations. To help students in preparation of a management research proposal, designing the research instruments and collection, coding and tabulating of data for analysis. To enable the students to understand the common statistical procedures used to analyse data from survey and experimental studies, and to use the statistical software packages like SPSS, SYSTAT, to carry out these procedures and report the results of such statistical analyses in a manner appropriate for managerial decisionmaking.
Course Outline
Module No.
1
2
3
Title/Topic Planning the Research Project Business Research Strategies Research Designs Planning a Research Project and Formulating Research Questions Literature Review Ethics in Business Research Types of Research and Methods for Collecting Data Quantitative Research o Nature of Quantitative Research o Sampling o Structured Interviewing o Self-completion Questionnaires / Questionnaire Design, Asking Questions o Structured Observation o Content Analysis o Secondary Analysis and Official Data Qualitative Research o Nature of Qualitative Research o Organisational Ethnography and Participant Observation o Interviewing o Focus Group Discussion Research Proposal and Field Wok Writing up a Research Proposal
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06
12
03
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Module No.
Classroom Contact Sessions
Title/Topic
4
5
6 7
Undertaking the Field Work o Actual Collection of Data Data Analysis and Presentations Univariate and Bivariate Analysis Multiple Linear Regression Model o Standard Multiple Regression Models with Emphasis on Detection of Collinearity o Outliers o Non-Normality and Autocorrelation o Validation of Model Assumptions Discriminant Analysis o Statistical Background o Linear Discriminant Function Analysis o Estimating Linear Discriminant Functions and their Properties o Enterprise Information Portal Factor Analysis Principal Components Algorithm for Conducting Principal Component Analysis Deciding on How Many Principal Components to Retain H-Plot Factor Analysis Model Extracting Common Factors Determining Number of Factors Transformation of Factor Analysis Solutions Factor Scores Cluster Analysis Introduction Types of Clustering Correlations and Distances Clustering by Partitioning Methods Hierarchical Clustering Overlapping Clustering Communicating Research Results Report Preparation Oral Presentation and Viva-Voce Contemporary Issues
Total IV.
06
09
06 03 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any
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session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Students‟ Research Proposal / Report Presentations Feedback
… … …
About 34 Sessions About 09 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
1
Quizzes
3
10
30
Percentage of total internal evaluation 10
2 3 4 5
Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
2 1 2
45 60 45
90 60 90 30 300
30 20 30 10 100
Sl. No.
Component
Number
Marks per incidence
Total Marks
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
A clear understanding of the process of reviewing literature, preparing a sound research proposal and conducting a business research. An understanding of the principles and techniques of multivariate data analysis and their application; and have hands- on experience on SPSS, SYSTAT.
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VIII.
Reference Material
Text-Books Bryman Alan, Bell Emma, (Latest Edition), Business Research Methods, Oxford University Press. 2. Hair, Joseph, et. al., (Latest Edition), Multivariate Data Analysis, Pearson Education. 1.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Kothari, (Latest Edition), Research Methodology, Methods and Techniques, New Age International Publishers. Zikmund, Babin, Carr, Adhikari , Griffin, (Latest Edition), Business Research Methods, A South Asian Perspective, Cengage Learning T.W. Anderson, (Latest Edition), An Introduction to Multivariate Statistical Analysis, John Wiley. J.D. Jobson, (Latest Edition), Applied Multivariate Data Analysis, Vol. I and II, SpringerVerlag, N.Y. H. Kris, (Latest Edition), Statistical Tests for Multivariate Analysis, Springer-Verlag, Heidelberg. A.S. Mulaik, (Latest Edition), The Foundations of Factor Analysis, McGraw Hill, N.Y. D.C. Montgomery and E.A. Peck, (Latest Edition), Introduction to Linear Regression Analysis, John Wiley, N.Y. M.R. Anderberg, (Latest Edition), Cluster analysis for Applications, Academic Press, N.Y. B. Everitt, Halsted, (Latest Edition), Cluster Analysis, N.Y. D.F. Morrison, (Latest Edition), Multivariate Statistical Analysis, McGraw Hill, N.Y. G.H. Dunteman, (Latest Edition), Introduction to Multivariate Analysis, Sage, London.
Journals / Magazines / Newspapers 1.
Harvard Business Review
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MB742.3: QUANTITATIVE ANALYSIS FOR MANAGEMENT - 2 (QAM-2) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: To expose the students to basic concepts of optimisation and OR tools and techniques relevant to managerial decision-making through examples and cases drawn from different functional areas; To help the students develop proficiency in the use of MS-Excel for optimisation problems and interpretation of outputs for managerial decision-making; and To provide the necessary foundation for data collection, analysis, interpretation and presentation in other courses. The course will focus more on the applications and use of software and interpretation of computer outputs for decision-making, and not on solution procedures (like simplex method). III. Course Outline Module Title/Topic No. An Introduction to Linear Programming A Simple Maximization and Minimization Problem 1 Problem Formulation Optimal Solution by use of Software (MS-Excel solver ) Duality and Sensitivity Analysis Linear Programming Problems variants Transportation Problem 2 Assignment Problem Transhipment Problem Network Models and Project Scheduling Shortest Route Problems Minimal Spanning Tree Problems 3 Maximum Flow Problems Project Scheduling with Known Activity Times Time-Cost Trade Offs Waiting Line Models Structure of Waiting Line Systems Single Channel Waiting Line Model with Poisson Arrivals and 4 Exponential Service times Multiple Channel Waiting Line Model with Poisson Arrivals and Exponential Service times Economic Analysis of Waiting Lines Decision Analysis 5 Problem Formulation – Pay off Tables, Decision Trees
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08
06
08
06
08
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Module No.
Classroom Contact Sessions
Title/Topic
Decision Making without Probabilities – Optimistic Approach, Conservative Approach, Minimax Regret approach Decision Making with Probabilities – Expected Value of Perfect Information Utility and Decision Making Simulation for Management Applications Risk Analysis Inventory Simulations Waiting Line Simulations Use of MS-Excel for Simulation Contemporary Issues
6
7
Total IV.
06
03 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications … About 30 Sessions Case Discussions … About 06 Sessions Management Exercise / Stimulations /Games … About 03 Sessions Student‟s Presentations … About 04 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 103 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
With the potential of or tools and software packages for managerial decisionmaking.
Reference Material
Text-Book 1.
Anderson, Sweeney, Williams, (Latest Edition), An Introduction to Management Science: Quantitative Approaches to Decision Making, Cengage Learning.
Reference-Books 1. 2. 3. 4. 5.
Hillier Frederick, Liberman, (Latest Edition), Introduction to Operations Research, Tata McGraw-Hill. M.V. Durga Prasad, (Latest Edition), Operations Research, Cengage Learning. Hillier, Hillier, (Latest Edition), Introduction to Management Science, Tata McGraw-Hill. G. Srinivasan, (Latest Edition), Operations Research - Principles and Applications, PHI. A. M. Natarajan, P. Balasubramani, A. Tamilarasi, (Latest Edition), Operations Research, Pearson.
Journals / Magazines / Newspapers 1. OPSEARCH 2. Journal of Operational Research Society
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MB743.3: HUMAN RESOURCE MANAGEMENT (HRM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To acquaint students with the various practices and policies of Human Resources Management in respect of acquisition, reward and development of HR; To impart basic knowledge of the Indian Industrial Relation Systems; To build awareness of certain important and critical issues in the Indian Industrial Relation Systems; and To provide an exposure to the skills required for managing Industrial Relations.
Course Outline
Module No
1
2
3
4
5
Title/Topic Introduction to HRM and the Environment HRM – History, Strategic Importance, Objectives Strategic Management Approach to HRM Human Resource Policies Global HRM Acquiring Human Resources HR Planning and Alignment Job Analysis and Design Recruitment Selection and Induction Developing Human Resources Training and Development o Need for Training and Development o Individual vs. Organizational Needs o Training Objectives and Strategies o Training Methods and Techniques o Design and Organization of Training Career Planning and Development Talent Management Succession Planning Rewarding and Separating Human Resources Performance Evaluation and Management Wage and Salary Administration Fringe Benefits Other Forms of Rewarding (Bonus, Incentives etc.) Dismissal, Retrenchment, Removal, Suspension, Layoff etc. Legal Aspects in HRM
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06
08
08
10
07
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Module No
Classroom Contact Sessions
Title/Topic Dispute Settlement Methods Minimum Wages Act Bonus Act Shops and Establishment Act Collective Bargaining Workmen‟s Compensation Act Contemporary Issues
6
06 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 25 Sessions About 06 Sessions About 05 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of HR in organisations. Make decisions with respect to the various HR processes and procedures.
Reference Material
Text-Books 1. Ivancevich John, (Latest Edition), Human Resource Management, Tata McGraw-Hill. 2. K. Ashwathappa, (Latest Edition), Human Resource Management, Tata McGraw-Hill.
Reference-Books 1. 2. 3. 4.
Dessler Gary, (Latest Edition), Human Resource Management, PHI. C B Gupta, (Latest Edition), Human Resource Management, Sultan Chand and Sons. Muller Camen Croucher Leigh, (Latest Edition), Human Resource Management – A Case Study Approach, Jaico Publishing House. Ajay Garg, (Latest Edition), Labour Laws – One Should Know, A Nabhi Publication.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Journals and magazines in HRM like Human Capital, HRM Review etc. Management Review – IIM Bangalore Vikalp – IIM Ahmedabad Asian Journal of Management Cases Harvard Business Review
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MB744.3: COSTING AND CONTROL SYSTEMS (CCS) YEAR 1, SEMESTER 2 I.
Number of Credits
III.
Course Objectives
:
3
The objectives of this course are as follows: To familiarize students with the basic concepts of management accounting system, and how the information generated by such a system can be useful for decision making and performance evaluation. To introduce the basic concepts; which form the discipline of costing and control system. To provide the skills necessary to use management accounting information to make business decisions. To illustrate how management accounting information can be used to formulate and implement strategy in a variety of situation. IV.
Course Outline
Module No.
1
2
3
4
Title/Topic The Changing Role of Management Accounting and Basic Cost Terms and Concepts The Role of Managerial Accounting and Management Functions Comparing Managerial Accounting and Financial Accounting Introduction to Cost Terms, Cost Classification, and Integration of Costs into Statements (Cost Sheet) Product Costing Production Process Lean Production and Manufacturing in a JIT Environment Job Costing Process Costing Operations Cost Cost Behavior, Cost Estimation and Techniques of Costing Fixed and Variable Costs Absorption Costing Variable Costing Unit, Batch, Product and Facility –Level Costs Activity Based Costing Cost- Volume- Profit Analysis Planning and Decision Making Budget Development Process Master Budget Sales Budget Production Budget Flexible Budget
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Classroom Contact Sessions
06
06
09
09
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Module No.
Classroom Contact Sessions
Title/Topic Cash Budget Variance Analysis Standard Costing Material Variance Labor Variance Overhead Variance Interpreting and Using Variance Analysis Management Control Decentralization Performance Evaluation Balanced Scorecard Contemporary Issues
5
6 7
06
06
Total V.
03 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
VI.
Sl. No. 1 2 3 4 5
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 25 Sessions About 06 Sessions About 06 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VII.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VIII.
Learning Outcomes At the end of the course, The students should learn fundamentals and tools of management accounting, including technical aspects of cost accounting The students should develop an understand the relationship between management accounting and performance management; consider the relationship between management accounting and strategy; Learn management accounting knowledge and techniques and how to assess these through cost-benefit analysis.
IX.
Reference Material
Text-Books 1. 2. 3.
Sawyers, Jackson, Jenkins, Arora, (Latest Edition), Managerial ACCT, Cengage Learning India Pvt. Ltd. P. C., (Latest Edition), Tulsian, Tulsian‟s Practical Costing, S. Chand. Dr. R.P. Rustagi, (Latest Edition), Taxmann‟s Management Accounting, Taxmann.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Ronald W. Hilton, G Ramesh, and M Jayadev, (Latest Edition), Management Accounting, Tata McGraw Hill Publication Hilton, Maher, (Latest Edition), Management: Strategies for Business Decisions, TMH. Hongren, Sundem, (Latest Edition), Introduction to Management Accounting, THM. Paresh Shah, (Latest Edition), Management Accounting, Oxford University Press. S. K. Bhattacharya and John Dearden, (Latest Edition), Costing for Management, Vikas. Khan and Jain, Management Accounting, TMH. Ravi Kishore, (Latest Edition), Cost and Management Accounting, Taxmann. Hansen and M., (Latest Edition), Cost and Management Accounting and Control, Thomson.
Journals / Magazines / Newspapers 1. The Journal of Cost Accounting and Research 2. The Journal of Accounting and Finance 3. The Journal of Management Accounting Research
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MB745.3: FINANCIAL MANAGEMENT (FM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To familiarize the students with concepts and practical applications of finance. The various financial analytical tools required for setting /running an organization like raising funds, investments and allocation of profits, etc. considering risk and return will be addressed To help students understand the financial function in totality.
Course Outline
Module No.
1
2
3
4
5 6
Classroom Contact Sessions
Title/Topics Meaning, System, Mathematics and Basics of Valuation Introduction to Financial Management The Financial System The Time Value of money Valuation of Bonds and Stock Risk and Return Investment Decisions Techniques of Capital Budgeting Cost of Capital Estimation of Project Cash Flows Financing Decisions Financing and Operating Leverage Capital Structure Theory and Policy Sources of Long Term Fund Raising Long Term Funds Working Capital Management Cash Management Credit Management Inventory Management Sources of Short Term Funds Payout Policy Dividend Policy Dividend Decision Contemporary Issues
Total
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08
08
08
08
08 05 45
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 24 Sessions About 07 Sessions About 05 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
Percentage of total internal evaluation
1
Quizzes
3
10
30
10
2 3 4 5
Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
2 1 2
45 60 45
90 60 90 30 300
30 20 30 10 100
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
An ability to appreciate the difference between accounting and financial functions. Proficiency in the theory and applications of basic financial techniques and tools, so that they can understand and appreciate finance from long-term as well as shortterm perspective for any company/organisation.
Reference Material
Text-Book 1.
Pandey I. M., (Latest Edition), Financial Management, Vikas Publication.
Reference-Books 1. 2. 3. 4. 5.
Srivastava Rajiv, Misra Anil, (Latest Edition), Financial Management, Oxford University Press. Van Horne, Wachowicz Jr., (Latest Edition), Fundamentals of Financial Management, Pearson Education. Briham, Houston, (Latest Edition), Fundamentals of Financial Management, Thomson. Chandra Prasanna, (Latest Edition), Financial Management –Theory and Practice, Tata McGraw-Hill. M.Y. Khan, P.K. Jain, (Latest Edition), Financial Management-Text, Problems and Cases, McGraw Hill.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Finance India Indian Economic Review The Economist Harvard Business Review IIMB Management Review Business Today Economic and Political Weekly The Economic Times Business Standard Financial Express
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MB746.3: MARKETING MANAGEMENT (MM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To familiarize the students with marketing concepts and practices. To acquaint them with the challenges of marketing environment and competition; To expose them to the elements of marketing mix; and To develop their capacity to formulate appropriate marketing strategies and tactics.
Course Outline
Module No.
1
2
3
Title/Topic Understanding Marketing Management Nature and Scope of Marketing Management o Company Orientations Toward the Market Place o Fundamental Marketing Concepts Developing Marketing Strategies and Plans o Marketing and Customer Value o Corporate and Division Strategic Planning o Evaluating Business Portfolios o Growth Strategies o Marketing Goals and Plans Capturing Marketing Insights Gathering Information and Scanning the Environment o Internal and External Sources of Information o The Changing Consumption Pattern of Indian Consumers Conducting Marketing Research and Forecasting Demand o The Marketing Research System and Process o Forecasting and Demand Measurement Connecting with Customers Creating Customer Value, Satisfaction and Loyalty o Customer Life Time Value o Customer Databases and Databases Marketing Analyzing Consumer Markets o Factors Influencing Consumer Behaviour o The Buying Decision Process Analyzing Business Markets o Organisational Buying and Process Identifying Market Segments and Targets o Levels of Market Segmentation o Segmenting Consumer and Business Markets o Market Targeting
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Classroom Contact Sessions
05
05
05
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Module No.
4
5
6
Title/Topic Building Strong Brands Dealing with Competition o Identifying Competitors o Competitive Strategies for Market Leaders and Others Creating Brand Equity Crafting Brand Positioning Strategy o Choosing POP / POD o Differentiation Strategies o Product Life-Cycle and Strategies Shaping the Market Offerings Setting Product Strategy o Product Characteristic and Classification o Product and Brand Relationships Designing and Managing Services o Nature of Services o Marketing Strategies for Service Firms o Managing Service Quality Developing Pricing Strategies and Programs o Setting the Price o Adapting the Price o Initiating and Responding to Price Changes Delivering and Communicating Value Designing and Managing Value Networks and Channels o Channel Design and Management Decisions o Conflict Cooperation and Competition Managing Retailing, Wholesaling, and Logistics Designing and Managing Integrated Marketing Communications o The Role of Marketing Communication o Developing Effective Communication o Managing Integrated Marketing Communications Managing Mass Communications: Advertising, Sales Promotion, Events, and Public Relation Managing Personal Communication: Direct Marketing and Personal Selling o Direct Marketing o Interactive Marketing o Principles of Personal Selling Creating Successful Long-Term Growth Introducing New Market Offerings o New Product Development Process Tapping into Global Markets o Modes of Entry o Understanding Country of Origin Effects Managing a Holistic Marketing Organisation o Internal Marketing
© CHARUSAT 2016
Classroom Contact Sessions
10
10
05
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Module No.
Classroom Contact Sessions
Title/Topic o Socially Responsible Marketing o Marketing Implementation, Evaluation and Control Emerging Marketing Needs and Opportunities o Rural Marketing in India o Social Marketing o Network Marketing o E-Marketing / Internet Marketing Contemporary Issues
7
Total IV.
05 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 24 Sessions About 09 Sessions About 04 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding and exposure to the concept of marketing and its roots in customer-centric approach, and the elements of marketing mix.
Reference Material
Text-Book 1.
Kotler, Keller, Koshy, Jha, (Latest Edition), Marketing Management: A South Asian Perspective, Pearson Education.
Reference-Books 1. Stanton, Etzel, Walker, (Latest Edition), Fundamentals of Marketing, McGraw-Hill. 2. Ramaswami, Namakumari, (Latest Edition), Marketing Management: Indian context, Macmillan India. 3. Kumar Arun, Meenakshi, (Latest Edition), Marketing Management, Vikas Publishing. 4. Saxena Rajan, (Latest Edition), Marketing Strategies, Tata-McGraw Hill. 5. Khurana, Ravichandran, (Latest Edition), Strategic Marketing Management, Global Business Press. 6. Mazumdar Ramanuj, (Latest Edition), Marketing Strategies, Allied Publishers.
Journals / Magazines / Newspapers 1. Journal of Marketing (USA) 2. Indian Journal of Marketing 3. Marketing Master Mind, etc.
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MB747.3: OPERATIONS MANAGEMENT (OM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objective
:
3
The objectives of this course are as follows: III.
To understand the manufacturing and service operating systems with respect to design, planning, control and improvement techniques. Learn the interdependence of operations management with other functional areas. To develop the ability to manage people and resources effectively, to motivate, organize, control, evaluate. To adapt to change which has become critical to competing in today‟s international markets.
Course Outline
Module No. 1
2
3
4
5
6
Classroom Contact Sessions
Title/Topic Strategic Importance of Operations Introduction to Operations and Competitiveness Operations Strategy: Decision Analysis Designing the Operating System Products and Services Processes and Technologies Facilities: Site Selection and Location Analysis Project Management Managing the Supply Chain Supply Chain Management Forecasting Capacity and Aggregate Planning Inventory Management: Simulation Operations Planning Just-in-Time and Lean Production Enterprise Resource Planning Scheduling Ensuring Quality Quality Management Statistical Process Control Waiting Line Models for Service Improvement
08
08
08
08
08
Contemporary Issues
Total
© CHARUSAT 2016
05 45
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VI.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 20 Sessions About 10 Sessions About 06 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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Page 119 of 533
VII.
Learning Outcomes At the end of the course, the student should have developed: The skills and gained ability to perform well in dimensions such as cost, quality, delivery, dependability and speed, innovation and flexibility to adapt him/her to variations in demand.
VIII.
Reference Material
Text-Books 1. Russell and Taylor, (Latest Edition), Operations Management, Pearson Education. 2. Lee Krajewski, Larry Ritzman and Manoj Malhotra, (Latest Edition), Operations Management, PHI.
Reference-Books Norman Gaither and G Fraizier, (Latest Edition), Operation management, Thomson south Weston. 2. Ashwathappa and Sridhar Bhatt, (Latest Edition), Production and Operation Management, Himalaya Publishing House. 3. Adam and Eberts, (Latest Edition), Production and Operation management, PHI. 1.
Journal / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Supply Chain Management Review The IUP Journal of Supply Chain Management The IUP Journal of Operations Management Harvard Business Review Journal of Management Research Advances in Management IIMB Management Review Business India Economic Times, Business Standard
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EE782: ENERGY AUDITING & MANAGEMENT YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objectives of the Course: Energy auditing and management is a course where a student will deal with various types of energy conservation schemes employed in industries, power stations, domestic and commercial areas. Also they will familiar with energy auditing and management procedures. The objectives of the course are:
To learn practical and theoretical elements of energy auditing and management To be able to assess the benefits and drivers of an energy audit and have knowledge of the Energy Audit Process To understand how to plan and carry out an energy audit and be confident with the process of reviewing energy data in the energy audit process To Have knowledge of the equipment and key considerations required when carrying out an energy audit To be aware about the energy efficient technology and energy storage system B. Outline of the Course: Sr. No.
Title of Unit
Min. No. of Hrs
1
Electrical Energy Conservation
3
2
Electrical Energy Management
10
3
Financial Management
4
4
Energy Management & Audit
5
5
Energy Efficient Technologies In Electrical Systems
3
6
Energy Storage Systems
3
7
Case Studies.
2 Total hours (Theory): 30
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C. Detailed Syllabus: 1
Electrical Energy Conservation
3 Hours
1.1
Energy Scenario: Introduction to energy science and energy technology, various forms of energy. Law of conservation of energy. Energy scenario of India, Introduction to global energy scenario. Carbon credit, Energy Sector Reforms, Energy Strategy for the Future, Energy Conservation Act 2001 and its features.
1.2
Measures for energy conservation: Potential energy conservation opportunities in: HVAC System, Lighting systems, Motors and Transformers.
2
Electrical Energy Management
10 Hours
2.1
Concept of energy management, Design of Energy management programmes, energy cost, Energy planning, Energy staffing, Energy Organization, Energy Requirement, Energy Costing, Energy Budgeting, Energy Monitoring, Energy consciousness, Energy Management Professionals, Environment pollution due to energy use. Need of energy planning, steps for energy planning, Energy management in industry, Energy management cell function and objective, Energy management cell roles and responsibilities, Role of energy manager, benchmarking, Social and economic cost benefits. Seven principals of energy management.
2.2 Electrical System Optimization Electricity rate tariff, key to reduction in electrical energy Consumption, Methods to improve plant power factor, load management, conduction loss, switching loss, magnetic loss, harmonic Compensation, Motor control, Lighting energy saving. 2.3
Cogeneration Definition, Need, Application, Advantages, Classification, Saving potentials
3
Financial Management
4 Hours
Investment-need, Appraisal and criteria, Financial analysis techniques-Simple payback period, Return on investment, Net present value, Internal rate of return, Cash flows, Risk and sensitivity analysis; Role of ESCOs. 4.
Energy Management & Audit
5 Hours
Introduction, Definition, Energy audit- needs, types and walkthrough energy audit. Energy audit at unit level, Industrial Audit approaches. Procedure for energy audit and equipments required. Comprehensive Energy audit Site testing Measurement & Analysis of Electrical System like Induction Motors. Transformers, Illumination system, Problems
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on Energy Management. 5.
Energy Efficient Technologies In Electrical Systems
3 Hours
Load Management and Maximum demand control. Electrical distribution system. Maximum demand controllers, Automatic power factor controllers, Energy efficient motors, Soft starters with energy saver, Variable speed drives, Energy efficient transformers, Electronic ballast, Occupancy sensors, Energy efficient lighting controls. 6.
Energy Storage Systems
3 Hours
Introduction, Demand for energy storage, Energy storage systems: heat storage- hot water, hot solids, phase change materials; Potential energy storage: spring, compressed gas. Pumped hydro: Flywheels. Rolling mills, Electrical and magnetic energy storage systems. 7.
Case Studies.
2 Hours
D. Instructional Methods and Pedagogy
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures which carries a component of the overall evaluation. Minimum two internal exams will be conducted and will be considered as a part of overall evaluation. Assignments based on course content will be given to the students for each unit/topic and will be evaluated at regular interval and its weightage may be reflected in the overall evaluation.
E. Student Learning Outcomes: After the completion of the course the students will be able to: 1. 2. 3. 4. 5.
Analyze about energy scenario nationwide and worldwide Decide about energy management in more effective way. To propose the effective way for energy conservation Carry out financial management. Can design energy efficient technologies and provide alternative solutions for energy storage
F. Recommended Study Material: Text Book: 1. Amlan Chakrabarti, Energy engineering and management, PHI Learning Private Limited. 2. K. Nagabhusan Raju, Industrial Energy Conservation Techniques, Atlantic Publishers & Distributors (P) Ltd. Reference Book: 1. Renewable energy and Meliss
© CHARUSAT 2016
sources and conservation technology By- N.K.Bansal, Kleemann
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2. Non – conventional energy sources by G.D. Rai 3. Energy technology by S.Rao. 4. A guide to energy management by Barney L Capehart, William J Kennedy, Wayne C Turner. Web Material: 1. www.energymanagertraining.com 2. www.bee-india.gov.in
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CE771: PROJECT MANAGEMENT YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course: The course aims to provide and understanding management issues process during project management. To develop an awareness of the need for project planning and management To apply professional attitudes and techniques to managing a project Provide students with a basic understanding of project management principles and practices. Increase the student's ability to function effectively on a project team. Increase the student's ability to function effectively as a project manager. B. Outline of the course: Sr.
Title of the unit
No.
Minimum number of hours
1
Overview of Project Management
03
2
Project Management Concepts and Techniques
03
3
Project Cost Estimation
04
4 5
Project Planning and Scheduling Project Monitoring and Control
05 05
6 7
Material Management in Project Management of Special Projects and Project Management Software Tools
© CHARUSAT 2016
04 06 Total hours (Theory): 30
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C. Detailed Syllabus: 1.
Overview of Project Management
03 Hours
Introduction to Project Management Overview of Project Planning, Project Estimation, Project Scheduling, Organization and Team Structure, Risk Analysis and Management, Resource Allocation Project Management Process and Role of Project Manager 2.
Project Management Concepts and Techniques
03 Hours
Project Screening and Selection Techniques Structuring Concepts and Tools (WBS,ORS,LRC) Project Planning Tools (Bar Chart, LOB, CPM and PERT) Risk Analysis and Management 3.
Project Cost Estimation
04 Hours
Types of Estimates and Estimating Methods Project Budgeting 4.
Project Planning and Scheduling
05 Hours
Dynamic Project Planning and Scheduling Project Scheduling with Resource Constraints 5.
Project Monitoring and Control
05 Hours
Monitoring Techniques and Time control system Project Cost Control and Time cost tradeoff 6.
Material Management in Project
04 Hours
Project Procurement and Material Management 7.
Management of Special Projects and Project Management Software Tools
06 Hours
Management of SE/NPD/R&D/Hi-Tech and Mega Projects Software tools for Project Management: MS Project, Primavera, Turbo Project, Risky Project. D. Instructional Method and Pedagogy: Lectures will be taken in class room with the use of multi-media presentations and black board – mix of both.
Assignments based on above course content will be given to the students at the end of each chapter. Each assignment contains minimum 5 questions.
Quizzes and Surprise tests will be conducted for testing the knowledge of students for particular topic.
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E. Student Learning Outcomes: Upon successful completion of this course, students will be able to understand project management process and different aspect of development process necessary for the management of the project which includes various activities, resources, quality, cost and system configuration etc. F. Recommended Study Material: Text Books: 1.
Project management: engineering, technology, and implementation by Shtub, Avraham, Jonathan F. Bard, and Shlomo Globerson, Prentice-Hall, Inc., 1994.
2. Project Management Handbook by Lock, Gower. 3. VNR Project Management Handbook by Cleland and King. 4. Management guide to PERT/CPM by Wiest and Levy, PHI. 5. Project Management: A Systemic Approach to Planning, Scheduling and Controlling by Horald Kerzner, CBS Publishers, 2002. 6. Project Scheduling and Monitoring in Practice by S. Choudhury, 7. Total Project Management: The Indian Context by P. K. Joy, Macmillan India Ltd. Reference Books: 1.
Project Management for Business and Technology: Principles and Practice by John M Nicholas, Prentice Hall of India, 2002.
2. Project Management, by N. J. Smith (Ed), Blackwell Publishing, 2002. 3. Effective Project Management by Robert K. Wysocki, Robert Back Jr. and David B. Crane, John Wiley, 2002. 4. Project Management: A Managerial Approach, by Jack R Meredith and Samuel J Mantel, John Wiley, 4th Edition, 2000.
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IT771: CYBER SECURITY & LAWS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours:
Teaching Scheme
Theory
Practical
Total
Hours/week
02
00
02
Credit
02 Marks
100
-
100
A. Objective of the Course: The main objectives for offering the course Cyber Security are
To under the concepts of Cybercrimes and cyber security
To create the awareness of how to avoid becoming victims of cybercrimes.
To provides the content which will help the students who wish to seek career in cyber security or independent study and research in the field of cyber security.
B. Outline of the Course: Sr
Title of the unit
No.
Minimum number of hours
1.
Computer and Cyber Security Basics
06
2.
Security Threats
09
3.
Provisions in Indian Laws in dealing with Cyber Crimes
07
4.
Case Studies
08 Total hours (Theory): 30
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C. Detailed Syllabus: 1.
Computer and Cyber Security Basics
06 hours
Introduction to Computers, Computer History, Software, Hardware, Classification, Computer Input-Output Devices, Windows, DOS Prompt Commands, Basic Computer Terminology, Internet, Networking, Computer Storage, Computer Ethics and Application Programs, Security : Security trends –Goal, Attacks, Services and Mechanism 2.
Security Threats
09 hours
Application security (Database, E-mail and Internet), Data Security ConsiderationsBackups, Archival Storage and Disposal of Data, Security Technology-Firewall and VPNs, Intrusion Detection, Access Control. Security Threats -Viruses, Worms, Trojan Horse, Bombs, Trapdoors, Spoofs, E-mail viruses, Macro viruses, Malicious Software, Network and Denial of Services Attack, Security Threats to E-CommerceElectronic Payment System, e-Cash, Credit/Debit Cards. Digital Signature, public Key Cryptography. 3.
Provisions in Indian Laws in dealing with Cyber Crimes
07 hours
Security Policies, Why Policies should be developed, WWW policies, Email Security policies, Policy Review Process-Corporate policies-Sample Security Policies, Publishing and Notification Requirement of the Policies. Information Security Standards-ISO, IT Act, Copyright Act, Patent Law, Cyber Laws in India; IT Act 2000 Provisions, Intellectual Property Law. 4.
Case Studies
08 hours
Identity Management, Cyber Security and Terrorism: Case Studies, The DigiNotar case, Deutsche Telekom, The disruption at the IT service provider Tieto, Web Based Attacks by Symantec, Password Security
D. Instructional Method and Pedagogy:
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Two internal exams will be conducted and average of the same will be converted to equivalent of 15 Marks as a part of internal theory evaluation.
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Assignments based on course content will be given to the students at the end of each unit/topic and will be evaluated at regular interval. It carries a weightage of 5 Marks as a part of internal theory evaluation. Surprise Tests/Quizzes/Seminar/Case Study will be conducted which carries 10 Marks as a part of internal theory evaluation.
E. Student Learning Outcome: Learning outcomes of the course are:
Students will able to do classification of cybercrime, methods used to perform crime, apply cyber security, and know the detailing of Information Technology Acts against offences. Students will understand and appreciate the legal and ethical environment impacting individuals as well as business organizations and have an understanding of the ethical implications of IT legal decisions. Students will have a fundamental knowledge of Information Technologies which affect organizational processes and decision-making.
F. Recommended Study Material: Reference Books: 1. Charles P. Pfleeger, Shari Lawerance Pfleeger, “Analysing Computer Security”, Pearson Education India. 2. V.K. Pachghare, “Cryptography and information Security”, PHI Learning Private Limited, Delhi India. 3. Dr. Surya Prakash Tripathi, Ritendra Goyal, Praveen kumar Shukla,”Introduction to Information Security and Cyber Law” Willey Dreamtech Press. 4. Schou, Shoemaker, “ Information Assurance for the Enterprise”, Tata McGraw Hill. 5. CHANDER, HARISH,” Cyber Laws And It Protection ” , PHI Learning Private Limited ,Delhi ,India
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CA842: MOBILE APPLICATION DEVELOPMENT YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective: Develop skills to describe mobile technologies, mobile environment and to develop Android application for mobile device using Android SDK, android application resource, application component, and Android APIs. Prerequisites: Object Oriented Programming. Methodology & Pedagogy: This course focuses on providing hands-on experience in designing and development of mobile application with emphasis on the real world application and techniques that enable smart phone based application development. Student shall also develop applications dealing with data storage, documents sharing among applications and application based on Google maps and integration of web service with mobile application.
Learning Outcomes:
Describe the different mobile technologies, mobile development platform and mobile GUI. Comprehend how Android applications works, their life cycle, Intents, fragments and resources. Design and develop useful Android applications with compelling user interfaces by using View, View Group, menu, and dialog elements. Use Android's APIs for data storage, retrieval, user preferences, files, databases, and content providers. Utilize the power of background services, notifications, and broadcast receiver. Use Android's communication APIs for SMS, telephony and location based application.
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B. Outline of the Course: Week No
Practical
Description
1
Brief about mobile Different mobile application development platform overview technologies and challenges in and Android architecture overview and basic components of mobile application Android application development overview. development and architectural overview of an Android platform.
2
Development of first Android based mobile application and overview of necessary components required for development.
3
Fundamentals of Interface designing.
4
User Interface Widgets-1
Hands-on demonstration of basic widgets like- Text View, Edit Text, Button, Toggle Button, Radio Button, Radio Group, Check Box, Rating Bar, Seek Bar etc.
5
User Interface Widgets-2
Hands-on demonstration of composite widgets like- List View, Spinner and Auto Complete Text View and customization of the composite controls.
6
Activity, Activity navigation Activity life cycle, Linking Activity using Intents: start and Intents. Activity(), Start Activity For Result().
Working of Android Studio IDE, Android project directory structure, Dalvik Virtual Machine Overview, Android Software development kit explanation, Virtual device creation and execution of first application on virtual as well as actual device
User XML based user interface designing using different available layouts like Relative Layout, Linear Layout, Table Layout etc.
Calling built-in applications: ACTION_VIEW, ACTION_DIAL,
ACTION_MAIN,
ACTION_SEND 7
Android Resources, Styles and Usage and implementation of different resources like drawable, string, color, dimes, raw and animation. Creating Themes. and Applying simple Style, Inheriting built-in Style and User defined style, Using Styles as themes.
8
Dialogs & Menus.
Hands-on demonstration of different dialogs and menus available in Android.
9
Data Persistence Techniques.
User Preferences and Database management through SQLite
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10
Broadcast Actions and Service: life cycle, create and destroy service, Alarm Manager Services implementation. and SMS Manager. Standard Broadcast Actions.
11
PHP based web service Creation and consumption of PHP based web service. implementation in Android
12
Simple Google Map Google Developer console usage, SHA-1 certificate creation incorporation with Android and API-KEY creation and incorporation in Android application. application. Total hours (Theory): 30
Text Books: 1. Wei-Meng Lee: Beginning Android 4 Application Development, Wiley India Pvt Ltd. 2. Mark L. Murphy: The Busy Coder‟s Guide to Android Development Reference Books: 1. Jonathan Simon: Head First Android Development, O‟REILLY publication 2. Mark L Murphy: Beginning Android, Wiley India Pvt. Ltd. Web References: 1. https://developer.android.com [Detail Android Development Guide] 2. https://www.youtube.com/watch?v=SUOWNXGRc6g&list=PL2F07DBCDCC01493A [200 android development tutorials] 3. www.androidhive.info/ [Advance application development with Android]
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PT796: FITNESS AND NUTRITION YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objectives of the course: This course is intended to introduce the student with the basic concepts of health and fitness and appraise the relative contribution of leading a physically active lifestyle. This shall familiarize the student with different perspectives on maintaining general health and fitness behavior and understand the nutritional information to suit individual needs and preferences. Upon completion of this course, the student should be able to: 1.
To provide general concepts of physical education, nutrition and fitness.
2. To promote and understanding of the value of sports for life skill development. 3. Introduce nutritional principles and application to improve overall health.
B. Outline of the course: S. No.
Title of the unit
Minimum number of hours
1.
Physical Education and Physical Fitness
10
2.
Nutrition and Health
10
3.
Sports and Life Skills Education
10 Total hours (Theory): 30
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C. Detailed syllabus: 1
PHYSICAL EDUCATION AND PHYSICAL FITNESS
1.1.
Concept of Physical Education, Meaning, Definition, Aims and Objectives of Physical Education, Need and Importance of Physical Education Physical Education and its Relevance in Inter Disciplinary Context Physical Fitness Components: Type of Fitness, Health Related Physical Fitness, Performance Related Physical Fitness NUTRITION AND HEALTH 10 hours
1.2 1.3 2 2.1 2.2 2.3
10 hours
3
Concept of Food and Nutrition, Balanced Diet, Food Pyramid Index Macro and Micronutrients: Types, functions and classification system Carbohydrates : Types, RDA data, Glycemic index, Sources of Fats, saturated, unsaturated fats, recommended intake, importance of fat in diet, fats in health and disease Protein: Types EAA, function, assessing quality of proteins, selecting incomplete proteins, RDA sources. Vitamins And Minerals: Types, functions, sources, and minerals - calcium, Phosphorus, iron, magnesium, sodium, potassium, and chloride. Trace elements - sources and functions. Determining Caloric Intake and Expenditure, Obesity, Causes and Preventing Measures – Role of Diet and Exercise, Importance of hydration in exercise SPORTS AND LIFE SKILLS EDUCATION 10 hours
3.1 3.2 3.3 3.4 3.5 3.6 3.7
Sports and Socialization Physical Activity and Sport – Emotional Adjustment and Wellbeing Substance Abuse among Youth – Preventive Measures and Remediation Yoga, Meditation and Relaxation Sports and Character Building Values in Sports Sports for World Peace and International Understanding
2.4 2.5
D. Instructional Method And Pedagogy: Interactive classroom sessions using black-board and audio-visual aids. Using the available technology and resources for e-learning. Students will be encouraged towards self-learning and under direct interaction with course faculty. Students will be enabled for continuous evaluation. Case study, didactic mode of group discussions E. Student Learning Outcomes: Upon completion of the course, the student should be able to : Appraise the importance of exercise in maintenance of health and fitness. Objectively define health and fitness in realistic environment and inculcate habits of physical activity, nutrition and sports as a behavior change and overall health promotion © CHARUSAT 2016
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F. Recommended Study Material: Textbooks: 1.
ACSM”s “Health Related Physical Fitness Assessment Manual Lippincott Williams and Walkins USA, 2005.
2. Siedentop.D,(1994) Introduction to Physical Education and Sports (2nd ed.), California: Mayfield Publishing Company. 3. Corbin.Charles Beetal. C.A., (2004) Concepts of Fitness and Welfare Boston McGraw Hill.
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NR752: EPIDEMIOLOGY & COMMUNITY HEALTH YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Course Objectives: Upon completing the course, students will be able to Familiar with epidemiologic terminology, outcome measures, and study designs; to appreciate application of epidemiology to subfields (e.g., infectious diseases, reproductive health, genetics); and to apply epidemiologic methods to current public health issues. B. Outline of the Course: Unit No. 1
2 3
4
5
6
Title of Unit Introduction: Concept, scope, definition, trends, History and development of modern Epidemiology Contribution of epidemiology Implications Health Statistics: Morbidity & Mortality Epidemiological approaches: Study of disease causatives (Cause & Risk) Health promotion Levels of prevention Epidemiology of Communicable diseases Non-communicable diseases Disaster: Disaster preparedness, Disaster management Health Organizations: Voluntary health organizations International health agencies –WHO, World health assembly, UNICEF, UNFPA, SIDA, US AID, DANIDA, DFID. AusAID etc Total
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Prescribed Hours 5
2 4
10
3
6
30 Hours
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C. Instruction Method and Pedagogy The course is based on practical learning. Teaching will be facilitated by reading material, discussion, microteaching, task-based learning, assignments, field visit and various interpersonal activities like group work, independent and collaborative research, presentations etc. D. Evaluation: The students will be evaluated continuously in the form of internal as well as external examinations. The evaluation (Theory) is schemed as 25 marks for internal evaluation and 75 marks for external evaluation in the form of University examination. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Assignments
1
8
8
2
Internal Test/ Model Exam
1
12
12
3
Attendance and Class Participation
Minimum 80% attendance
10
Total
30
External Evaluation The University Theory examination will be of 75 marks and will test the logic and critical thinking skills of the students by asking them theoretical as well as application based questions. The examination will avoid, as far as possible, grammatical errors and will focus on applications. Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Theory Paper
01
70
70 Total
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E.
Learning Outcomes: At the end of the course, learners will be able to: Understand the epidemiologic terminology, Understand the health statistic Understand the various methods of epidemiology Understand the role and functions of various health agencies Understand the epidemiological trends in communicable and non-communicable diseases.
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OC733: INTRODUCTION TO POLYMER SCIENCE YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objective of the course Fundamentals of polymer chemistry will be introduced. B. Outline of the course Approximate No of Hours
Sr.No
Title of Unit
1
Basic concepts of Polymer Chemistry
5
2
Chemistry of Polymerization
8
3
Kinetics of polymerization
8
4
Molecular weight and size
9 Total Hours (Theory): 30
C. Detailed syllabus: Sr. No
1.
Title of Unit
Basic concepts of Polymer Chemistry
Approximate No of Hours 5
Introduction to polymers, How are polymers made, Classification of polymers. 2.
Chemistry of Polymerization
8
Chain polymerization, Step polymerization, Miscellaneous polymerization reactions, Polymerization techniques. 3.
Kinetics of polymerization
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i). Free – Radical chain polymerization. ii). Cationic & anionic polymerization. iii). Polycondensation 4.
Molecular weight and size
9
Number – Average molecular weight. Viscosity – Average molecular weight. Polydispersity and molecular weight. Significance of polymer molecular weight. Size of polymer molecules
D. Instrumental Methods and Pedagogy: Topics will be taught in interactive class room sessions using black-board and if required powerpoint presentations will also be employed. Special interactive problem solving sessions will be conducted. Course materials will be provided from various sources of information. Students will be trained to measure molecular weight of polymers using appropriate instrument(s). Unit test will be taken regularly as a part of continuous evaluation and suggestions will be given to the students in order to do better in their performance. E. Student Learning Outcomes/Objective: The programme aims at providing the basic concepts in polymer science. Ensuring that students acquire skills for further research in this area. F.
References: 1. A First Course in Polymer Chemistry by A. Strepikheyev , V.Derevitskaya and G.Slonimsky ; MIR Publishers, Moscow 2. Polymer Science by V.R.Gowariker , N.V.Viswanathan and Jayadev Sreedhar, New Age International Publishers. 3. Polymer Science and Technology of Plastics and Rubbers by Premamoy Ghosh, Tata McGraw-Hill Publishing Company Ltd. New Delhi.
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MB651: SOFTWARE BASED STATISTICAL ANALYSIS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Course Objectives The objectives of this course are:
To enable the students to understand importance of research and statistical techniques. To provide hands on training of statistical software like SPSS, SYSTAT, MATLAB and other open source software like R , WEKA, for research.
B. Course Outline Module No.
Title/Topic
Classroom Contact Sessions
Introduction to Statistics 1
2
Research and Innovation Introduction to Statistics Quantitative Techniques in Research Software # 1 - Use of Software in Research
Introduction to the Software Creating Variables Data and its Types Importing Data from MS-Excel Transformation of Variables Visual Benning Determining Validity and Reliability of Scale using CFA Cronbach's (alpha) : a coefficient of internal consistency Estimation & Hypothesis Testing: Parametric Tests o Z Test o t – Test o Cross Tabulation and Chi – square o One-Way & Two-Way Analysis of Variance
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06
12
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Module No.
Classroom Contact Sessions
Title/Topic (ANOVA) o Pearson‟s Correlation Analysis o Regression Analysis o Simple & Multiple Linear Regression Analysis o Measures of Model Fit (R and R-square Statistics) Non-Parametric Tests o Mann-Whitney U Test o Wilcoxon Signed Rank Test o Run test o Krushal-Wallis Test o Spearman Correlation Analysis Statistical Analysis Using Open Source software
Introduction to Software Programming Language Basics – including creating, subsetting and analyzing Managing your files and workspace Controlling functions (procedures or commands) Data Acquisition – Reading files Data Transformations Selecting variables and observations Writing functions (macros) Graphics Article / Research Papers Reviews
3
4
10
02
Total
30
C. Pedagogy The course will emphasise self-learning and active classroom interaction based on students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom / Practical Contact Sessions
Research Paper Discussions / Feedback
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The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. D. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
Percentage of total internal evaluation
1
Quizzes
3
10
30
10
2
Assignment / Project work
1
150
150
50
3
Internal Tests
2
45
90
30
4
Attendance and Class Participation
30
10
300
100
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks f or the course. E. External Evaluation The University examination will be for 70 marks and will be based on practical computerbased tests and a viva-voce.
F. Learning Outcomes At the end of the course, the student should have developed:
Skills related to use of statistical techniques for analysis using software Rational decision making skills for typical business / other decisions Inputs for reviewing articles / research papers especially related to use of statistical techniques and analysis based on software G. Reference Material Text-book 1. Latest Manuals of Software Reference Books 1.
David .M. Levine, Krehbiel, Berenson, P.K. Viswanathan, (Latest Edition), Business Statistics – A First Course, (Latest Edition), Pearson Education
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MA772: DESIGN OF EXPERIMENTS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical/Tutorial
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A.
Objective of the Course:
The course is designed for Engineers, Physicists, Chemists, Mathematician. This course covers basics of Statistics and Experimental Design. The objectives of the course are to: 1. Understand basics of Statistical Techniques of Design of Experiment 2. Understand the applications of experimental design in practice
B.
Outline of the course: Sr No.
Title of the unit
Minimum number of hours
1.
Principles of Experimental Design
06
2.
Statistical Concepts
06
3.
Single Factor Experiments
08
4.
Factorial Experiments
10 Total hours (Theory): 30
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C.
Detailed Syllabus:
1
Principles of Experimental Design
06 Hours
1.1
Basic Terminologies: Types of Investigations and Experiments
1.2
Confirmatory and Exploratory Experiments
1.3
Modeling and selecting Response
1.4
Minimizing Bias and Variability
2
Statistical Concepts
2.1
Descriptive Statistics and Graphical Presentation
2.2
Probability Distributions, Hypothesis Tests and Confidence Intervals
2.3
Power and Sample size calculation
2.4
Experiments for Two Treatments
2.5
Linear Regression: Simple and Multiple
3.
Single Factor Experiments
3.1
Completely Randomized Designs
3.1
Concepts of Multiple comparison
3.2
Pairwise Comparisons
3.3
Comparisons with a Control
3.4
General Contrast
4.
Factorial Experiments
4.1
Inference from Factorial Experiments
4.2
Two-Level Factorial Experiments
4.3
Definition and Estimation of Main Effects and Interactions
4.4
Statistical Analysis
4.5
Two-Level Fractional Factorial Experiments: Introduction
06 Hours
08 Hours
10Hours
D. Instructional Method and Pedagogy:
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures/laboratory which carries a 5% component of the overall evaluation. Minimum two internal exams will be conducted and average of two will be considered as a part of 15% overall evaluation. Assignments based on course content will be given to the students at the end of each unit/topic and will be evaluated at regular interval. It carries a weighting of 5%.
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Two Quizzes (surprise test) will be conducted which carries 5% component of the overall evaluation. E. Student Learning Outcomes:
At the end of the course the students will be able to understand the basic concepts of Design of Experiment. Student will be able to apply concepts of these course in their study of specialization
F. Recommended Study Material: Text Books: 1.
Tamhane, Ajit C. Statistical analysis of designed experiments: theory and applications. Vol. 609. John Wiley & Sons, 2009. 2. Hinkelmann, Klaus, and Oscar Kempthorne. Design and Analysis of Experiments, Introduction to Experimental Design. Vol. 1. John Wiley & Sons, 2008. 3. Lorenzen, Thomas, and Virgil Anderson, eds. Design of experiments: a no-name approach. CRC Press, 1993.
Reference Books: 1. Cox, David Roxbee, and Nancy Reid. The theory of the design of experiments. CRC Press, 2000. 2. Goupy, Jacques L. Methods for experimental design: principles and applications for physicists and chemists. Vol. 12. Elsevier, 1993.
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PH826: INTELLECTUAL PROPERTY RIGHTS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objectives of the course: To acquaint the students with the basic concepts of Intellectual Property Rights; To develop expertise in IPR related issues, To sensitize the students with the emerging issues in IPR and the rationale for the protection of IPR, and; To explore practical aspects repeated to patenting.
B. Outline of the course: Sr. No.
Title of Unit
No. of Contact Hours.
1
Intellectual Property Concepts
5
2
IPR and Research
5
3
Practical aspect of patenting
10
4
IPR related treaties
5
5
Case Study
5 Total Hours (Theory): 30
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C. Syllabus Topics: Sr. No.
1
2
3
4 5
Title of Unit
Topics
Concept of property, conventional property vs. Intellectual Property Intellectual Property Basic aspect of the 8 different IPR mechanism Viz. Patents, Concepts Copyright, trademark, industrial design, layout design of integrated circuits, geographical indicators, plant varieties & trade secrets. Benefits of IPRs to improve the quality of research work IPR and Research Strategies for avoiding research duplications, infringements Indian patent act and its recent amendment with respect to following aspect: Patentable and non-patentable inventions, Essential criteria for filing a patent, Filling a patent in India and abroad, Drafting of patent application Patent Filling and Commercialization: Procedure for patent obtaining in India, National and International Patent Search, Patent Analysis, Patent Drafting and Filling Procedure in India, Patent Specification and Claims, How to right a Claim of Patent, Pre/Post Grant Issues in Patenting, Opposition of Patent Practical aspect of Granting, Infringement Analysis, Ground of Defense, Intellectual patenting Property Appellation Board (IPAB), International Filing: PCT System Patent and Biodiversity Act Introduction to World Intellectual Property Organization. (WIPO) Commercialization of patent: Need for Commercialization of research and role of IPRs in research Commercialization. Benefit/Disadvantages of patenting to the society Latest Amendment/Emerging Issues in Patenting IPR related treaties Patent co-operative treaty Budapest treaty Case Study
D. Instructional Methods and Pedagogy: The course employs in interactive classroom session using chalk and talk teaching to power point presentations. It also includes presentation by students on a specific topic assigned to them by the faculty and case study discussion with various litigation, infringement and patent rejection cases. Unit test will be conducted regularly as a part of continuous evaluation and suggestion will be given to student in order to improve their performance.
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E. Students Learning Outcomes/Objectives:
At the end of the course, the student will be able to understand the fundamental concepts of Intellectual Property Rights which further will be helpful in understanding other advanced aspects of Patent and Trademark applications in various scientific research and innovation. At the end student would gain experience in filling and drafting procedure of Patent. F. Recommended Study material 1. 2. 3. 4. 5. 6. 7.
8. 9.
Intellectual Property Right basic Concept, by M. M. S. Khatri, Atlantic Publisher and Distributors Pvt. Ltd., New Delhi. Epstein on Intellectual Property: 5th Edition by Michael M. Epstein, Wolters Kulwer India Pvt. Ltd. Gurgaon, India. Intellectual Property Right and Human Development in India by Shabana Talwar, First Edition, Serials Publications, New Delhi, India. IPR Handbook for Pharma Students and Researchers, Parikshit Bansal, Pharma Book Syndicate, Hyderabad, India. Patents, N. R. Subbaram, Pharma Book Syndicate, Hyderabad. Intellectual Property Right by Nikolaus Thumm, Springer-Verlag Publications, Germany. Intellectual Property - Patents, Copyright, TradeMarks and Allied Rights by Cornish, Aplin and Llewelyn, Sweet and Maxwell – Thomson Publishers, New Delhi, India The Enforcement of Intellectual Property Rights: A Case Book by Louis Tc. Harms, WIPO Publishing House, Geneva. Intellectual Property: From Creation to Commercialization - A Practical Guide for Innovators & Researchers by John P., MC Manus, Oak Tree Press, Ireland.
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MB 781.3: COMMUNICATION SKILLS-2 (CS-2) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
Non Credit Course
The objectives of this course are as follows: III.
To train the students to become efficient readers of written material on different aspects of life and business; To develop the students‟ ability to comprehend and retain the material so read for easy recall as and when required; To help them improve their vocabulary of English; To train them to think in groups of words appropriate to situations and express their thoughts spontaneously and comfortably in the written mode; and To impart skills for writing readable and effective communications.
Course Outline
Module No. 1
2
3
4
Classroom Contact Sessions
Title/Topic Introduction to Written Communication Skills Reading Skills Writing Skills Reading Skills Basics of Reading Reading Techniques Reading Comprehension Writing Skills Gathering Ideas for Writing Elements of Good Writing Creating Effective Sentences Understanding Words Creating Effective Paragraphs Business Communication Aids Grammar and Syntax
01
10
14
05
Total IV.
30
Pedagogy The course is based on experiential learning. Instructor will act more as facilitators in helping participants through the process of learning, using discussions, role plays, individual and group exercises, and participant presentations. The pedagogical mix will be as follows:
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V.
Classroom Contact Sessions Feedback of student‟s performance
...About 28 Sessions ...About 02 Sessions
Evaluation At the end of the course the students will have to submit a written report. Certificate will be awarded to the students who have successfully completed the course.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
The ability to read and comprehend comfortably material drawn from varied sources and express themselves equally comfortably in writing. The course should aim at making reading and writing enjoyable activities for students.
Reference Material
Text Book 1. Guy Brook, Hart, (Latest Edition), Business Benchmark, Cambridge. 2. Jones Leo, Alexan Richard, (Latest Edition), New International Business English, Cambridge.
Reference-Book 1. Hornby A. S., (Latest Edition), Guide to Patterns and Usage in English, Oxford University Press.
Journals / Magazines / Newspapers 1. Harvard Business Review 2. The Smart Manager
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Master of Business Administration (MBA) Programme
SYLLABI (Semester – 3)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY © CHARUSAT 2016
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MB800.3: SUMMER INTERNSHIP PROGRAMME (SIP) (PRACTICAL) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To enable the students to comprehend all the learning of the past one year (two semesters) so as to develop an in-depth understanding of all general and functional areas of management / organizations.
To investigate in a topic relating to one of their areas of interest / streams of specialisation, and in the process, develop a comprehensive understanding of the same in order to prepare a conceptual / research based paper. Pedagogy For this course, each student will be placed in an organization where a faculty guide (internal) and an organizational guide (external), if any, will provide guidance and supervision and work on various issues jointly. The students will work on their projects individually and not in pairs or teams. As a rule, the number of students, organization and faculty member / guides will be allotted based on certain criteria and as per the situation. A faculty co-guide may also be appointed for every/any student. The investigation will be in the nature of preparation of a project and research through: i. ii.
Study of secondary data from books, journal and magazine articles, newspaper articles, websites, electronic and physical databases, etc.; Primary data collection through interviews, discussions, and other research instruments. Students are encouraged to pursue research in the organisation where they have undergone their summer internship.
The outcome of the research will be a Summer Internship Programme – Project Report which would contain, among others, the following: Part-I – Organizational Profile
Introduction The Company / Organisation Functional Areas Decision-making Financial Analysis My learning from the study of the organisation
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Part-II – Project Study
Area of research chosen, with reason Literature Review Problem Definition Research Method Data Collection and Analysis Conclusions and Recommendations, if any. Limitations of the study and leads for further work
The detailed format of the report will be circulated to the students at the beginning of the end of the second semester. IV.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the faculty guide on the basis of the regularity and quality of work done by the student under his/her guidance. The internal evaluation will be for 30% of the course.
V.
External Evaluation The university examination will be based on oral presentation, review of students‟ reports and a viva-voce and will carry 70% marks for the course evaluation.
VI.
Learning Outcomes At the end of the course, the students should have developed:
A comprehensive understanding of the functioning of the organization, process of undertaking / conducting systematic inquiry into a phenomenon, and the art of writing a paper (conceptual / literature / research type) and integrating fundamental and functional areas of management for effective strategic decision making.
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MB801.3: STRATEGIC MANAGEMENT (SM) YEAR2, SEMESTER 3 I.
Number of Credits
II.
:
3
Course Objectives The objectives of this course are:
III.
To introduce the student to competitive strategy and competitive advantage; To make students familiar with Michael Porter‟s concepts of value chain and the two main sources of competitive advantage viz. Cost advantage and Differentiation; To expose the students to different types of strategic choices for various levels of the business, viz. Corporate , Business , and Operational levels; and To develop the students‟ skills for putting strategies into actions, adopting the appropriate strategy for competitive advantage
Course Outline
Module No. 1
2
3
4
Title/Topic Introduction to Strategic Management The Strategic Management Process External Analysis: The Identification of Industry Opportunities and Threats The Nature of Competitive Advantage Internal Analysis: Distinctive Competencies, Competitive Advantage and Profitability Building Competitive Advantage through Functional Level Strategies Building Competitive Advantage Building Competitive Advantage through Business Level Strategy Competitive Strategy and the Industry Environment Strategy in High Technology Industry Strategy in Global Environment Corporate Strategy o Horizontal Integration o Vertical Integration o Strategic Outsourcing Corporate Strategy o Diversification o Acquisition o Internal New Ventures Implementing Strategy Corporate Performance, Governance, and Business Ethics Implementing Strategy in Companies that Compete in A Single Industry Implementing Strategy in Companies that Compete Across
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Classroom Contact Sessions 06
10
10
10
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Module No.
Classroom Contact Sessions
Title/Topic Industries and Countries Balanced Scorecard - Use and Limitations Strategic Thinking How to Think Strategically? – Tools and Exercises Contemporary Issues
5 6
06 03 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 22 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
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Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 157 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of the meaning of strategy and strategic management. An ability to think strategically; and see organisations from a holistic perspective through Balanced Scorecard Approach.
Reference Material
Text-Books Chales W.L. Hill, Gareth R. Jones, (Latest Edition), Strategic Management –An integrated Approach, Biztantra, Houghton Mifflin. 2. Michael E. Porter, (Latest Edition), Competitive Advantage, Free press. 1.
Reference-Books 1. Arthur A Thompson Jr, A J Strickland III, John E Gamble, Arun K Jain, (Latest Edition), Crafting and Executing Strategy, McGraw Hill. 2. Gerry Johnson, Kevan Scholes, (Latest Edition), Exploring Corporate Strategy, Pearson. 3. Adrian Haberberg, Alison Rieple, (Latest Edition), Strategic Management, Oxford. 4. Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, (Latest Edition), Strategy Safari, Pearson.
Journals / Magazines / Newspapers 1. Harvard Business Review 2. Vikalpa 3. The Smart Manager 4. California Management Review
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MB802.3: LEGAL ENVIRONMENT AND PUBLIC SYSTEMS (LE&PS) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To enable the students to understand a few important laws, acts and regulations affecting organisations and management operations; and To help the students develop insights into the provisions of some important laws affecting decision-makers‟ processes in their roles as employees, managers or owners. To understand the public system, its components, functioning and relationship between public system and business and society. Course Outline
Module No.
1
2
Title/Topic Indian Contract Act, 1872 General Principles Offer and Acceptance Capacity to Contract Consent, Consideration, Performance and Discharge of Contract Void, Contingent and Quasi Contracts, Special Types of Contract The Sale of Goods Act, 1930 Overview Conditions and Warranties Transfer of Ownership Performance of Sale Breach and Remedial Measures The Companies Act, 1956 Overview Formation Memorandum and Articles of Association Prospectus Issue and Allotment of Capital Meeting and Proceedings Directors and BOD Account, Audit and Investigation Winding up Limited Liability Partnership, Producer Companies
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Classroom Contact Sessions
07
07
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Module No.
3
4
5
6
7
Classroom Contact Sessions
Title/Topic The Negotiable Instrument Act, 1881 Overview Parties to Negotiable Instruments Presentation Negotiation Discharge of Parties Liability of Banker Dishonour of Instruments Protest and Noting Law of Intellectual Property Rights Patent, Trademark and Copyright. Others The Consumer Protection Act, 1986 Information Technology Act, 2000 Foreign Exchange Management Act, 1999 The Competition Act, 2002 Indian Partnership Act, 1932 Indian Public System – Part 1 Constitution of India Administrative System of India Central and State Government Components of Public System Public Finance Indian Public System – Part 2 Public System and Society Public System and Business Indian Political System Public Sector Undertaking Problems and Challenges of Public System Important Bodies/ Institution in Indian Public System
07
07
07
07
Contemporary Issues
03
Total IV.
45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 22 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks
Percentage of total internal evaluation
30 90 60 90 30 300
10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students should have developed:
A clear understanding of a few representative commercial laws, acts, rules and regulations affecting management decision making. An ability to interpret the provisions of various laws and understand their applications in practical contexts. A clear understanding of the public system within which the business and society functions.
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VIII.
Reference Material
Text-Books K. R. Bulchandani, (Latest Edition), Business Law for Management, Himalaya Publication. 2. S. N. Maheshwari and S.K. Maheshwari, (Latest Edition), A Manual of Business, Himalaya Publication. 3. S. S. Gulshan, (Latest Edition), Mercantile Law, Excel Books. 1.
Reference-Books 1. 2. 3. 4.
P. P. S. Gogna, (Latest Edition), Mercantile Law, S. Chand Publication. N. D. Kapoor, (Latest Edition), Elements of Business Law, Sultan Chand and Co. C. L. Bansal, (Latest Edition), Business and corporate laws, Excel Books. Akhileshwar Pathak, (Latest Edition), Legal Aspect of Business, Tata McGraw Hill Pvt. Ltd.
Journals / Magazines / Newspapers Students and faculty members are advised to read the Bare Acts and discuss in the classroom. They may also refer to other standard law books and are advised to read newspapers / magazines on law and public systems so as to keep themselves updated on the major developments/changes taking across India and world.
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MB803.3: MANAGEMENT INFORMATION SYSTEMS (MIS) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
To develop an understanding of Management Information System, its concepts and business, the key learning objectives are: To understand the role of the information systems (IS) function in an organization. To develop an insight as to how information systems influence business strategy. To develop the ability to contribute meaningfully towards information system selection. To help the students how to use MI Systems for gaining competitive advantage.
III.
Course Outline
Module No.
Classroom Contact Sessions
Title/Topic Organization Management Networked Enterprise
1
and
the
Information Systems in Global Business IS in the Enterprise (How Businesses use Information Systems?) Information Systems, Organizations and Strategy Contemporary Approaches in Information Systems Part I Project: Analyzing Business Processes for an Enterprise System
08
Information Technology Infrastructure (Obtain a Bird’s Eye View of Contemporary Technologies and Infrastructure required to Implement an IS.) 2
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IT Infrastructure and Emerging Technologies and its Platforms. Foundation of Database and Information Management Telecommunications, the Internet and Wireless Technology
08
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Module No.
Classroom Contact Sessions
Title/Topic
Part II Project: Creating a New Internet Business
Enterprise Information Systems and Key System Applications of Modern Age
3
E-Commerce: Digital Markets, Digital Goods Business Processes and Enterprise Applications Knowledge Management Part III Project: Designing an Enterprise Information Portal
08
Information Security (Understand the Importance and Issues related to the Protection of an Organization’s Information Assets) 4
08
Security and Control Risk Assessment Ethical and Social Issues Artificial Intelligence and Expert Systems
Development of Information System 5
Business Process Re-engineering Information Systems System Development The Open Source of Development International Information System
Building System 6
7
and
Maintaining
and 06
Information
Building Information System Project Management: Establishing the Business Value of Systems and Managing Change
Contemporary Issues
03
Total IV.
04
45
Pedagogy
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The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 23 Sessions About 09 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.Classroom V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level Evaluation Marks for the course. The institute level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
© CHARUSAT 2016
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VIII.
A sound understanding and the appreciation of the concepts of MIS including learning how to design MIS for different departments of an organization. The ability gain knowledge about latest technologies in the field of telecommunication, networks and Database.
Reference Materials
Text-Books Loudon, Kenneth C. and Loudon, Jane P., (Latest Edition), “Management Information Systems: Managing the Digital firm”, Pearson Publication. 2. O‟Brien, (Latest Edition), “Management Information Systems – Managing Information Technology in the Business Enterprise”, Tata McGraw Hill. 3. Stephen Haag, Maeve Cummings, Amy Philips, (Latest Edition), “Management Information Systems – For the Information Age”, Tata McGraw Hill. 1.
Reference-Books 1. 2.
3. 4. 5.
W. S. Jawadekar, (Latest Edition), “Management Information Systems”, Tata McGraw Hill. Ephraim Turban, Dorothy Leidner, Ephraim McLean, James Wetherbe, (Latest Edition), “Information Technology for Management – Transforming organizations in the Digital Economy”, Wiley Publication. S.A. Kelkar, (Latest Edition), “Management Information Systems – A Concise Study”, PHI Publication. McLeod, Raymond and Schell, George P., (Latest Edition), “Management Information Systems”, Pearson Publication. Miller, (Latest Edition), “MIS Cases: Decision Making with Application Software”, Pearson Publication.
Journals / Magazines / Newspapers 1.
Computer Express, Digichip, PC World, Computer Shopper, Dataquest etc.
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MB804.3: ENTREPRENEURSHIP AND MSMEs (EMSMEs) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To enable the students to understand the meaning of entrepreneurship, intrapreneurship, and MSMEs. To provide insights into the challenges and joy of being an entrepreneur. To reinforce the importance of practicing entrepreneurial and leadership skills as organisational managers. To bring out the role and importance of entrepreneurs and MSMEs in in developing and developed economies as drivers of employment and growth. To familiarise the students with MSME Act; and to help them adapt corporate management practices to MSMEs.
Course Outline
Module No.
Title / Topic
Classroom Contact Sessions
1
Entrepreneurship and Free Enterprise Entrepreneurship and New Venture Opportunities Entrepreneurship and Innovation Entrepreneurship for Small Business Corporate Entrepreneurship Social Entrepreneurship Entrepreneurship, Management, Administration – Similarities and Differences Personal Attributes for Entrepreneurial Success Role of Entrepreneurship Development Schemes and Programmes Entrepreneurial Stages and Cycles – Some Models Roles of Mentors and Incubators, Entrepreneurship Lab etc.
06
2
Sources of Ideas for New Ventures Importance of Learning Attitude Media, Secondary Data, Primary Research, etc. Creativity and Idea Generation Tools and Techniques o Brain Storming o NGT o Delphi o Synectics o Morphological Analysis o Bionics, etc.
04
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Module No.
3
4
5
6 7
Classroom Contact Sessions
Title / Topic Entrepreneurial Challenges and Enablers Business Plan – Contents, Importance, Pre-Requisites for an Effective Business Plan Markets and Market Development Finance and Resource Mobilisation – Different Sources, Including Venture Capital and Private Equity HR Challenges – Availability of Talent, Retention, Compensation, Etc. Legal and Government Challenge Supportive Measures and Policies of Governments Public Bodies for Entrepreneurial Support Introduction to MSMEs MSME as Understood in India and Developed Countries Guidelines of RBI and NABARD Nature and Contribution of MSMEs An Overview of MSME Structure and their Relationship to Corporate and Large Business Houses MSME Classification on the Basis of Various Criteria Legal Framework and Environment of MSMEs MSME Management Challenges Markets Finance Human Resources Regulations, Systems and Procedures Capacity – Physical, Intellectual and Technical or Technology Case Studies of Successful Entrepreneurs and Unsuccessful Entrepreneurs and Failed Ventures – Lessons for New Entrepreneurs Contemporary Issues
Total IV.
08
06
13
04 04 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
© CHARUSAT 2016
Page 168 of 533
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 23 Sessions About 10 Sessions About 04 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
A clear understanding of the concept of entrepreneurship; and An appetite for being innovative, creative and entrepreneurial. An integrated understanding of the rationale for co-existence of MSMEs along with large businesses; An appreciation of the importance of MSMEs in developing and developed countries; and An ability to distil management principles relevant to MSMEs from corporate management practices.
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VIII.
Reference Material
Text-Book 1. David Holt, (Latest Edition), Entrepreneurship – New Venture Creation, PHI.
Reference-Books 1. Zimmerer, et. al., (Latest Edition), Essentials of Entrepreneurship and Small Business Management, PHI. 2. Hisrich, et. al., (Latest Edition), Entrepreneurship, TMH
Magazines / Journals / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9.
Business India Business World Business Standard The International Journal of Entrepreneurship The Smart Manager Indian Management Harvard Business Review California Management Review Academy of Management Review
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MARKETING MANAGEMENT ELECTIVES
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MB810.3: CONSUMER BEHAVIOUR AND TECHNOLOGY (CBT) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
III.
To expose the students to the different aspects of consumer behaviour and provide an insight into the consumer decision making process and factors that influence it. To provide the students an overview of different consumer decision making models by undertaking marketing research in hitherto known and unknown areas of consumer behaviour. To make the students understand the basic concepts of consumer behaviour through real-life examples and cases; To understand the internal forces, external influences and processes that go on to affect consumer behaviour, the challenges generated for the marketers and the strategies which could be implemented.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction The Impact of Digital Revolution on Consumer Behaviour Consumer Research Market Segmentation Consumer as an Individual Consumer Motivations Personality and Consumer Behaviour Consumer Perceptions Consumer Learning Consumer Attitude Formation and Change Communications and Consumer Behaviour Consumer in their Socials and Cultural Settings Reference Groups and Family Influences Social Class, Culture and Sub-Culture and Consumer Behaviour Cross-cultural Consumer Behaviour: International Perspective The Consumer Decision Process Consumer Influence and Diffusion of Innovation Consumer Decision-Making and Beyond Understanding Consumer Behaviour through and CPA, RTI, etc. Consumer Protection Act / Councils: Rights of the Consumer Right to Information and Consumer Behaviour
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Classroom Contact Sessions 09
12
09
09
06
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Module No.
Classroom Contact Sessions
Title/Topic Use of Technology in Marketing Internet Marketing Web Based Marketing Strategies and Business Models Networking, Customer Support and Online Quality Services, Etc. Consumer Behavior Insights on Layout and Design of the Website Direct Marketing Strategies Under Customized Marketing Project / Cases Presentations Contemporary Issues
6
7 8
06
06 03 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake a marketing research project chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 27 Sessions About 13 Sessions About 09 Sessions About 09 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 173 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed: A clear understanding of the factors that influence consumer decision making and marketing strategies that stimulate such behaviour. They should be able to appreciate this technology for marketing of goods/ services.
VIII.
Reference Material
Text-Book 1.
Leon Schiffman and Leslie Kanuk, (Latest Edition), Consumer Behaviour, Pearson Education, Low Price Edition / PHI.
Reference-Books 1. 2. 3. 4. 5. 6. 7.
Satish Mishra and S. H. Kazmi, (Latest Edition), Consumer Behaviour, Text and Cases by Excel Books. S. Ramesh Kumar, (Latest Edition), Conceptual Issues in Consumer Behaviour by Pearson Education. Suja R. Nair, (Latest Edition), Consumer Behaviour in Indian Perspective, HPH. Solomon, (Latest Edition), Consumer Behaviour, Pearson Education. Hawkins, Best Coney, (Latest Edition), Consumer Behaviour, TMH. Loudon and Della Bitta, (Latest Edition), Consumer Behaviour, Concepts and Application, TMH. Blackwell, Miniard and Engel, (Latest Edition), Consumer Behaviour, Concepts and Application, Thomson-Southwestern.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7.
Indian Journal of Marketing ICFAI Marketing Mastermind Marketing Mastermind Indian Management Journal of Consumer Behaviour Journal of Consumer Research Economic Times- Brand equity
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MB811.3: INTEGRATED MARKETING COMMUNICATION (IMC) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To help students to understand various concepts of advertising and sales promotion through real-life examples and cases. To help students to develop understanding of integrated marketing communication systems and processes. To sensitize students to the various facets of advertising, public relation and promotion management To help the students develop an understanding of concepts and tools like Advertising Brief (Creative Brief), AIDA, DAGMAR, Reach, Frequency, and Impact etc. to develop proficiency in the planning of activities of an organization.
Course Outline
III.
Module No. 1
2
3
4
5
Title/Topic Introduction to Integrated Marketing Communication IMC: Evolution and Role in Branding The Promotional Mix The IMC Planning Process Role of IMC in the Marketing Process Integrated Marketing Program and Situational Analysis Organizing for Advertising and Promotion o The Role of Ad Agencies and Other Marketing Communication Organizations Perspectives on Consumer Behaviour Analysing the Communication Process The Communication Process Source, Message, and Cultural Factors Objectives and Budgeting for IMC Programs Establishing Objectives and Budgeting for the Promotional Program Developing Integrated Marketing Communication Program Creative Strategy: Planning and Development Creative Strategy: Implementation and Evaluation Media Planning and Strategy Evaluation of Broadcast, Print and Support Media o Direct Marketing o The Internet and Interactive Media o Sales Promotion
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Classroom Contact Sessions
06
04
04
04
18
Page 175 of 533
Module No.
Classroom Contact Sessions
Title/Topic Public Relations, Publicity and Corporate Advertising o Personal Selling Monitoring, Evaluation, and Control Measuring the Effectiveness of the Promotional Program International Advertising and Promotion Regulation of Advertising and Promotion Evaluating the Social, Ethical, and Economic Aspects of Advertising and Promotion Project Presentations Usage and Impact on Children via Advertisements Ethics in Advertising Sex in Advertising Laws Related to Deceptive Advertising Impact of Globalization on Advertising Relevance and usage of Puffery in Advertisements Contemporary Issues o
6
7
8
Total
10
10
04 60
Pedagogy
IV.
The course will emphasize participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, students are expected to undertake a project chosen by the instructor and present the same. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 36 Sessions About 08 Sessions About 06 Sessions About 08 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: A clear understanding of functioning of an advertising department / agency and the roles managers assume for managerial performance.
VIII.
Reference Material
Text-Book 1.
Belch and Belch, (Latest Edition), Advertising and Promotion: An Integrated Marketing Communications Perspective, Tata McGraw Hill Publication
Reference-Book Clow and Black, (Latest Edition), Integrated Advertising, Promotion and Marketing Communications, PHI. 2. Kazmi and Batra, (Latest Edition), Advertising and Sales Promotion, Excel Books. 3. Batra, Myers and Aaker, (Latest Edition), Advertising and Management, Pearson Education. 4. S. A. Chunawalla, (Latest Edition), Advertising, Sales and Promotion Management, HPH. 1.
Journals / Magazines / Newspapers 1. Pitch 2. Economic Times - Brand equity 3. Business Line - Catalyst
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MB812.3: SALES AND DISTRIBUTION MANAGEMENT (SDM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To acquaint students with concepts, tools & techniques of sales. To develop skills of personal selling. To develop the skills of managing and leading a sales force. To devise the suitable channels of distribution in the contemporary scenario To manage the performance of the channels in the changing environment
Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction to Sales Management, Personal Selling and Marketing Strategy Sales Management and the Business Enterprise Sales Management, Personal Selling, and Salesmanship Setting Personal-Selling Objectives Organising the Sales Effort The Effective Sales Executive The Sales Organisation Sales Force Management Personal Selling in the Selling Field Recruiting Sales Personnel Selecting Sales Personnel Planning Sales Training Programs Executing and Evaluating Sales Training Programs Motivating Sales People Compensating Sales Personnel Managing Expenses of Sales Personnel Sales Meetings and Sales Contests Controlling Sales Personnel: Evaluating and Supervising Controlling the Sales Effort The Sales Budget Quotas Sales Territories Sales Control and Cost Analysis Marketing Channel Introduction to Marketing Channel Function and Channel Structures Channel Relationship
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Classroom Contact Sessions
04
02
12
08
08
Page 178 of 533
Module No.
Classroom Contact Sessions
Title/Topic Channel Design and Implementation Channel Design: Demand, Supply and Competition Service Output and Supply Side Analysis Membership Issues Gap Analysis Vertical Integration Channel Implementation and Performance Measurement Channel Power Managing Channel Conflict Channel Implementation Issues Strategic Alliances and Legal Constraints on Channel Policies in India Institution for Channels Retailing Wholesaling Franchising Logistics and Supply Chain Management Contemporary Issues
6
7
8
08
14
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 30 Sessions About 08 Sessions About 12 Sessions About 08 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Skills to know how to apply the concepts of Sales in organisations. The ability to plan, organise, manage and coordinate territories and intermediaries for organisations.
Reference Material
Text-Books Still, Condiff and Govoni, (Latest Edition), Sales Management-Decisions, Strategies and Cases, PHI. 2. Stern, Ansary and Coughlan, (Latest Edition), Marketing Channel, PHI or Pearson. 1.
Reference-Books David Jobber, Geoff Lancaster, (Latest Edition), Selling and Sales Management, Pearson Education. 2. Spiro. Stanchart and Rich, (Latest Edition), Salesforce Management, Tata McGraw Hill. 3. Tanner, Honeycutt, Erffmeyer, (Latest Edition), Sales Management- Shaping Future Sales Leaders, Pearson Education. 4. Tapan K Panda and Sunil Sahadev, (Latest Edition), Sales and Distribution Management, Oxford. 1.
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5. B. S. Sahay, (Latest Edition), Supply Chain Management, Macmillan. 6. Havaldar and Cavale, (Latest Edition), Sales and Distribution Management, Tata McGraw Hill. 7. Venugopal Pingali, (Latest Edition), Sales and Distribution Management in Indian Perspective, Response Book. 8. Dent Julian, (Latest Edition), Distribution Channel, Kogan Page. 9. Rosenbloom Bent (Latest Edition), Marketing Channel, Thomson Publication.
Journals / Magazines / Newspapers 1. Sales and Marketing Management 2. Economic Times 3. Business Standard – The Strategies
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MB813.3: STRATEGIC MARKETING (S-MKTG) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To develop a clear understanding of a range of concepts of relevance to strategic marketing management, marketing strategy and marketing planning such as market segmentation together with the ability to apply such terminology in the context of real world situations. To develop ability to undertake strategic marketing analyses, using a range of appropriate techniques and to apply such techniques to actual company/market based examples. To develop ability to consider a range of strategic marketing options and critically choose between them. To develop ability to select from various marketing activities in an appropriate way for a given marketing scenario. Course Outline
Module No.
1
2
3
4
Title/Topic Introduction Understanding Strategic Marketing: Principles, Process and Hierarchy Internal Competences or Organizational Capabilities The External Environment or Analysis Constructing Plans and Selecting Strategies Market Strategies Product-Market Strategies for Consumer Goods, Business-toBusiness and Services o Characteristics various Markets o Segmenting, Target Market and Positioning o Strategies for various Markets Competition, Competitive Advantage, Growth Strategies Competitor Analysis Sustainable Competitive Advantage Growth Strategies: Product Market Development and Diversification Specialized Strategy Applications Applications o Innovation Strategy o Recession Marketing Strategy o Strategic Rural Marketing o Relationship Marketing
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Classroom Contact Sessions
09
12
09
06
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Module No.
Classroom Contact Sessions
Title/Topic Specialized Strategy Consolidation and Evaluation Consolidation o Marketing Strategy and Profit Evaluation o Critical Success Factors / Criteria Strategic Marketing for Non-Profit Organizations Developing Customer Orientation Understanding Target Audience Organizing Resources o Attracting Human Resources: Staff and Volunteers o Working with Private Sector Developing and Controlling Marketing Mix Project / Cases Presentations Contemporary Issues
5
6
7 8
06
06
Total IV.
08 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake a marketing research project chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 28 Sessions About 08 Sessions About 09 Sessions About 12 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding of and exposure to strategic marketing principles, plans; products based strategies for consumer goods, B2B and service markets and learn strategic aspects for non-profit organisation.
Reference Material
Text-Book 1.
A Nag, Strategic Marketing, (Latest Edition), Macmillan Publishers India Ltd.
Reference-Books Douglas West, John Ford and Essam Ibrahim, (Latest Indian Edition), Strategic Marketing, Oxford University Press. 2. Allan R Andreasen, Philip Kotler, (Latest Edition), Strategic Marketing for Non-profit Organizations, Pearson Education. 3. Colin Gilligan and Richard M.S. Wilson, (Latest Edition), Strategic Marketing Planing, Butterworth-Heinemann – an imprint of Elsevier. 4. David A Aaker, (Latest Edition), Strategic Market Management, John Wiley and Sons, Inc. 1.
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5. Mark E. Parry, (Latest Edition), Strategic Marketing Management, Tata McGraw-Hill Publishing Co. Ltd. 6. Musadiq A Sahaf, (Latest Edition), Strategic Marketing, Prentice Hall of India Pvt. Ltd. 7. Ferrell and Hartline, (Latest Edition), Strategic Marketing, Cengage Learning India Pvt. Ltd.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7.
Indian Journal of Marketing ICFAI Marketing Mastermind Marketing Mastermind Indian Management The Strategists The Hindu – Business Line – Archives Economic Times- Brand equity
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MB814.3: RURAL MARKETING YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To provide an overview of rural markets and emerging perspectives of rural marketing. To understand the buying behaviour, the consuming pattern, the need and wants of the rural consumer. To provide some of the challenges and opportunities that the rural market holds for the Companies
Course outline
Module No 1
2
3
4
5
Title/Topic Introduction to Rural Marketing Definition and Scenario Nature and Scope Opportunities and Challenges The Rural Marketing Environment The Evolution of Rural Marketing The Rural Environment The Rural Economic Environment The Rural Economic Structure The Rural Infrastructure Rural Consumer Behaviour and Marketing Research Fundamentals of Consumer Behaviour Factors influencing Consumer Behaviour The Buyer Decision Process The Rural Marketing Research Process Tools used in Rural Marketing Research Field Procedure and Rural Realities Selecting and Attracting Markets Concepts and Process Segmentation Target Positioning Rural Marketing Mix Product Strategy Pricing Strategy Distribution Strategy Communication Strategy
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Classroom Contact sessions 06
06
08
06
10
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Module No
Classroom Contact sessions
Title/Topic Applications Marketing of Consumer Products Marketing of Agri Inputs Marketing of Services Agricultural Marketing The Future of Rural Markets Changes in Pattern Emerging Segments Technology and Innovation Rural Innovations Marketing of Rural products Contemporary Issues
6
7
8
10
08
Total IV.
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 35 Sessions About 10 Sessions About 10 Sessions About 03 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Sl. No. 1 2 3 4 5
Internal Evaluation The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability of applying the concepts of Sales in organisations.
Reference Material
Text-Books Badi, R V., and Badi, (Latest Edition), N.V., Rural Marketing, Himalaya Publishing House. 2. Kashayp Pradeep, (Latest Edition), Rural marketing, Pearson Education. 1.
Reference-Books 1. Singh. S., (Latest Edition), Rural Marketing, Vikas Publishers. 2. Kashyap, P., and Rant, S., (Latest Edition), The Rural Marketing, Biztantra. 3. Rahman, H. U., (Latest Edition), Rural Marketing, Himalaya Publishing House. 4. Gopalaswamy, T. P., (Latest Edition), Rural Marketing, Vikas Publishing House. 5. Dogra and Ghuman, (Latest Edition), Rural Marketing-Concepts and Practices, Tata McGraw-Hill. 6. Krishnamacharyulu and Ramkrishnan, (Latest Edition), Rural Marketing- Text and Cases, Pearson Education. 7. Sanal Kumar, (Latest Edition), Rural Marketing, Sage Publications. 8. S. S. Acharya and N. L. Agarwal, (Latest Edition), Agricultural Marketing in India Oxford and IBH Publishing Co Pvt Ltd.
Journals / Magazines / Newspapers 1. 2. 3. 4.
ICFAI Marketing Mastermind Marketing Mastermind Indian Journal of Rural Marketing The Strategists
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FINANCIAL MANAGEMENT ELECTIVES
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MB820.3: FINANCIAL DECISION ANALYSIS (FDA) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To acquaint students with financial theories and practical problems arising in organisations. To make students understand how organizations make value optimizing financial decisions, and reflectively and critically assess the ethical issues arising from these decisions. To equip students with financial analysis skills in the facilitation of strategic decision making.
Course Outline Module No.
1
2
3
Title/Topic Financial Aspects of Project Appraisal Present Values Values of Bonds and Common Stocks NPV Leads to Better Investment Decisions Project Analysis Sensitivity Analysis Real Options and Decision Trees Risk and the Cost of Capital Projects Costs of Capital Measuring the Cost of Equity and Debt Setting Discount Rates Without Beta Risk Analysis in Capital Budgeting Sources and Perspectives of Risk Various Techniques and Models for Analysis Risk Analysis in Practice Capital Investment Strategy Market Values Economic Rents and Competitive Advantage Financing and Valuation The After-Tax Weighted-Average Cost of Capital Valuing Businesses Using WACC in Practice Adjusted Present Value
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Classroom Contact Sessions
08
08
08
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Module No. 4
5
6
7
8
Classroom Contact Sessions
Title/Topic Working Capital Management Cash Budget Simulation Discriminant Analysis and Customer Classification Advances in Inventory Management Payout Policy Choice of Payout Policy Dividend Payments and Stock Repurchases The Payout Controversy Leasing and Hire Purchase Types of Leases Rationale for Leasing Mechanics of Leasing Leasing as a Financing Decision Hire-Purchase Arrangement Choice between Lease and Hire-Purchase Value Based Management Methods and Key Premises of VBM Marakon Approach Alcar Approach McKinsey Approach BCG Approach Contemporary Issues
08
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 37 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to explain how organisations make value optimising financial decisions, and reflectively and critically assess the ethical issues arising from these decisions. Demonstrate a clear conceptual understanding of the fundamental financial theories relevant to financial decision making. Critically analyse and evaluate various financial models and decision making techniques and their impact on different constituencies of stakeholder. Apply financial analysis skills in the facilitation of strategic decision making. Assess the features of alternative and diverse sources of finance and critically evaluate their appropriateness under different circumstances. Evaluate elements of risk, return and value in a range of strategic operational financial decisions and understand the implications in regulatory and governance terms of the consequences of doing so.
Reference Material
Text-Books 1.
Brealy and Myers, (Latest Edition), Principles of Corporate Finance, Tata McGraw Hill.
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2. Prassana Chandra, (Latest Edition), Financial Management Theory and Practice, Tata McGraw-Hill Education.
Reference-Books 1. 2. 3. 4. 5. 6. 7.
Alan C. Shapiro and Sheldon, (Latest Edition), Modern Corporate Finance, Pearson Education I. M. Pandey, (Latest Edition), Financial Management, Vikas Publication. Rajiv Shrivastava and Anil Misra, (Latest Edition), Financial Management, Oxford University Press Brigham and Ehrhardt, (Latest Edition), Financial Management, Theory and Practice, Thomson South-Western James C. Vanhorne, (Latest Edition), Financial Management and Policy, PHI. Pandey and Bhat, (Latest Edition), Cases in Financial Management, Tata McGraw-Hill (CFM). Robert F. Bruner, (Latest Edition), Case Studies in Finance, Tata McGraw-Hill. (CSF)
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7.
Finance India Indian Economy Review The Economist Economics and Political Weekly Harvard Business Review Journal of Finance Business Newspapers Business Standard The Economic Times Financial Express
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MB821.3: MANAGEMENT OF FINANCIAL SERVICES (MFS) YEAR 2, SEMESTER 3 I. II.
Number of Credits: 4 Course Objective The objectives of this course are as follows:
III.
To enable the students to understand the working of Indian Financial System as a whole. To provide detailed insight into the range of various financial services available and their role, importance and functioning.
Course Outline Module No.
1
2
3
4
Title/Topic Indian Financial System and Components Financial System Indian Instruments Financial Markets Financial Institutions Banking Services Indian Banking System Banking Products and Services Aspects of Bank Management Risk Management in Banking Asset – Liability in Banking Management of NPA Technology and CRM in Banking NBFC Functions Prudential Norms for NBFCs Development Financial Institutes Asset/Fund Based Financial Services Hire Purchase Finance Lease Finance Bills Discounting Factoring and Forfeiting Housing Finance Infrastructure Finance Fee Based Advisory Financial Services Issue Management Stock Broking and PMS Credit Rating Custodial and Depository Services
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Classroom Contact Sessions
08
08
08
08
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Module No.
5
6
7 8
Classroom Contact Sessions
Title/Topic Insurance Services Introduction Principles of Insurance Services Economics of Insurance Life Insurance General Insurance Reinsurance Insurance Sector Reforms Liberalization of Insurance Sector Specialized Financial Services Mutual Funds Merchant Banking Investment Banking Securitization Trade Finance Venture Capital Microfinance Regulatory Aspect of Financial System Institutional Framework Legal Framework Contemporary Issues
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: A clear understanding of the Indian financial system as a whole and its functioning. He / she will also be able to understand various services offered in the financial system and its role, usefulness and interrelation with other components of the system. A keen desire for reading news of economic and financial changes/developments on a regular basis, and engaging in discussion and critical evaluation of such developments. An ability to appear for different banking examinations includingJAIIB and CAIIB.
VIII.
Reference Material
Text-Books 1. 2. 3. 4.
Dr. S. Gurusamy, (Latest Edition), Financial Services and System, Thomson Publication. Bharti Pathak, (Latest Edition), Indian Financial System, Pearson Education. H.R. Machhiraju, (Latest Edition), Indian Financial System, Vikas Publishing. Padmalatha Suresh and Justin Paul, (Latest Edition), Management of Banking and Financial Services, Pearson education.
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Reference-Books 1. Nalini Purva Tripathy, (Latest Edition), Financial Service, Prentice-Hall of India. 2. M.Y. Khan, (Latest Edition), Financial Services, Tata McGraw Hill publication. 3. K. Sasidharan and Alex Mathews, (Latest Edition), Financial Services and System, Tata McGraw Hill 4. H.R. Machiraju, (Latest Edition), Merchant Banking, New Age International Publishers. 5. Madhu Vij and Swati Dhawan, (Latest Edition), Merchant Banking and Financial Services, Tata – McGraw Hill. 6. Thummuluri Siddaiah, (Latest Edition), Financial Services, Pearson education. Apart from the above mentioned books, students are also requested to regularly read the business daily, watch the business channels and refer to the important and useful web sites.
Journals / Magazines / Newspapers 1. Journal of Financial Services Research 2. Indian Journal of Finance
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MB822.3: SECURITY ANALYSIS AND INVESTMENT MANAGEMENT (SAIM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable the students to understand various types of financial market in India as well as abroad. To enable the students to understand various securities, their features and their valuation and creation & monitoring the performance of the portfolio.
Course Outline
Module No.
1
2
3
4
5
6
Title/ Topic Financial Markets Money Market Debt Market Government Security Market Foreign Exchange Market Derivatives Market Commodities Market Primary and Secondary Market. Securities and their Valuation-I Securities Term Structure of Interest Rate Risk and Return Equity Share Valuation Securities and their Valuation-II Preference Share Valuation Bond Valuation Bond Portfolio Security Analysis and Portfolio Design Fundamental Analysis Technical Analysis Financial Planning Taxation Aspect in Investment Portfolio Management Optimal Portfolio Capital Asset Pricing Model and Arbitrage Pricing Model Efficient Market and Efficient Market Hypothesis Portfolio Performance Evaluation Investment Strategies Derivatives
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Classroom Contact Sessions
08
08
08
08
08
10
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Module No.
Classroom Contact Sessions
Title/ Topic Types of Derivatives (Forward, Future, Options and Swaps) Mechanism of Derivatives Trading and Valuation of Derivative Derivatives Investment Strategies and Risk Management Development of Derivatives in India Advanced Topics International Securities Market Effects of Global Factors on Indian Securities Markets ADR, GDR, FDI, FII, Etc. Regulations of Securities Market and Investor Protection Contemporary Issues
7
8
06
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Sl. No. 1 2 3 4 5
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
© CHARUSAT 2016
Page 199 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
A clear understanding of various financial markets in the country as well as across the globe. They will be able to understand how the financial markets functions and play a very important role in the growth and development of sound financial system. An ability to understand the features , pros and cons of various securities, their valuation, selection of securities, construction of portfolio and its performance measurement. The understanding related to capital markets, derivative instrument, mutual fund etc… students are also expected to be able to appear and pass certificates exams conducted by National Stock Exchange, Bombay Stock Exchange and National Institute of Security Market (established by SEBI), to enhance the placement and career opportunities.
VIII. Reference Material
Text-Books 1. 2. 3. 4. 5.
Prasanna Chandra, (Latest Edition), Investment Analysis and Portfolio Management, TataMcGraw Hill Reilly and Brown, (Latest Edition), Investment Analysis and Portfolio Management, Thomson publishing. V. K. Bhalla, (Latest Edition), Investment Management, Sultan Chand and Co. Dhanesh Khatri, (Latest Edition), Security Analysis and Portfolio Management, Macmillan publication. Fischer and Jordan, (Latest Edition), Security Analysis and Portfolio Management, Prentice-Hall of India.
Reference-Books 1. 2. 3. 4. 5.
Sudhindra Bhat, (Latest Edition), Security Analysis and Portfolio Management, Excel Books. Ranganatham and Madhumathi, (Latest Edition), Investment Analysis and Portfolio Management, Pearson Education Dr. S. Gurusamy, (Latest Edition), Financial Market and Institutions, Thomson Education. Clifford Gomez, (Latest Edition), Financial Markets, Institutions and Financial Services, Prentice –Hall of India NSE‟s Certification for Capital Market (Dealer) Modules (CMDM) workbook.
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Apart from the above mentioned books, students can refer to any book on the subject matter to have a better understanding. Students are required to read business dailies, refer to important websites and watch the business new channels on regular basis. Discussing the contemporary development on the subject matter in the classroom is the integral part of the overall teaching pedagogy and will carry due weightage on the evaluation components.
Journals / Magazines / Newspapers 1.
The Journal of Portfolio Management.
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MB823.3: FINANCIAL REPORTING, ANALYSIS AND CORPORATE GOVERNANCE (FRA&CG) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To understand the financial reports. Compute ratios and analysis of the annual report. To analyse and interpret the financial reports to evaluate the financial position of the company, and take proper decision. To enable the students to understand the meaning of corporate governance and its core principles. To spell out in detail the structures and processes in corporate governance generally envisaged for implementation as a concept.
Course Outline
Module No.
1
2
3
4
Title/Topics Financial Reports Conceptual Framework of Financial Statements Income Statement Balance Sheet Cash Flow Statements Reading and Understanding other Financial Reports, Auditors‟ Report and Directors‟ Report Segment Reporting Generally Accepted Accounting Principles Indian Accounting Standards for: Valuation of Assets Under Finance Lease and Intangible Assets Asset Impairment Accounting for Liabilities Cost Accounting Financial Statement Analysis Horizontal Analysis Common Size Analysis Trend Analysis Earnings Per Share Analysis Ratio Analysis Analysis of Cash Flow Statement Auditing Roles of Auditors
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Classroom Contact Sessions
08
08
08
08
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Module No.
Classroom Contact Sessions
Title/Topics Auditing Process Understanding Audit Reports Guidelines of ICSI and ICAI Global Financial Reporting Standards GAAPs and IFRSs, IAS Indian GAAP and US GAAP Introduction to Corporate Governance History of Corporate Governance Introduction: Corporate Governance Corporate Governance and Compliance Requirements Best Boards Corporate Governance and Other Sectors Corporate Governance and Banking Sector Corporate Governance and Public Enterprises Emerging legal Framework Study of Indian vs. Global Scenario Contemporary Issues
5
6
7
8
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 42 Sessions About 10 Sessions About 02 Sessions About 04 Sessions About 03 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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Page 203 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The institute level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand and interpret financial statements for various forms of businesses. The ability to analyse and interpret the data contained in these statements for improved decision-making. The understanding the Corporate Governance structures and systems and their importance. The ability to analyse business environment in the context of Corporate Governance Systems.
Reference Material
Text-Books 1. I. M. Pandey, (Latest Edition), Financial Management, Vikas Publications. 2. N. Gopalsamy, (Latest Edition), A Guide to Corporate Governance, New Age International (P) Limited.
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Reference-Books 1. 2. 3. 4. 5. 6. 7.
Prassana Chandra, (Latest Edition), Financial Management Theory and Practice, Tata McGraw-Hill. Ambrish Gupta, (Latest Edition), Financial Accounting for Management: An Analytical Perspective, Pearson Education. D. S. Rawat, (Latest Edition), Students‟ Guide to Accounting Standard, Taxmann. S. K. Bhattacharya, John Dearden, (Latest Edition), Accounting for Management, Vikas Publishing House. N Ramchandran, Ram Kumar Kakani, (Latest Edition), Financial Accounting for Management, Tata McGraw- Hill. Harrison, Horngren, (Latest Edition), Financial Accounting, Pearson Education Stice and Stice, (Latest Edition), Financial Accounting- Reporting and Analysis, Cengage Learning.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Business Line Mint The Economic Times Financial Express Business Standard Harvard Business Review
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MB824.3: TAXATION MANAGEMENT (TM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To acquaint the students with individual and corporate taxation and various tax planning concepts leading to better grasp of the issues regarding corporate decision making. To provide knowledge of tax planning with respect to direct tax and indirect tax laws applicable in managerial decisions making. Course Outline
Module No.
1
2
3
4
Topics Income Tax Basic Concept Definitions Chargeability Scope of Income Tax o Residential o Income Tax Evasion, Avoidance, Planning, Exemption, Deduction, Rebate and Relief Computation of Taxable Income of Individual- Concepts Heads of Income o Salaries o Profits and Gains from Business or Profession o Capital Gains o Income from Other sources o Deductions and Exemptions Submission of Return and Procedure of Assessment PAN and TAN Preliminary Ideas of Deduction and Collection of Tax at Source Advance Payment of Tax Tax Planning Concept and Application For setting up New Business Units Tax Incentives and Export Promotion Schemes Other Applicable Tax Benefits and Exemptions Tax Management Computation of Income and Return of Income Tax Filing Procedure, e-filing Assessment, Reassessment, Appeals, Revisions, Review Rectifications, Settlement of Cases
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Classroom Contact Sessions
08
08
08
08
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Module No.
Classroom Contact Sessions
Topics Special Procedure for Assessment of Search Cases E-commerce Transactions, Liability in Special Cases Penalties, Fines and Prosecution Introduction to GST Basic Concepts Service Tax Introduction, Nature of Service Tax, Service Provider and Service Receiver, Registration and Related Issues Negative List of Services, Exemptions and Abatements Customs Act and Valuation Basic Concepts Central Excise Act, 1944 Definitions Chargeability Valuation VAT / Sales Tax Act Basic Concepts Contemporary Issues Total
5
6
7 8
08
08
08 04 60
IV. Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 48 Sessions About 10 Sessions About 02 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed: A conceptual understanding and knowledge of tax planning with respect to direct tax and indirect tax laws applicable in managerial decisions making.
VIII.
Reference Material
Text-Books 1. V K Singhania, (Latest Edition), Direct Tax planning and Management, Taxmann. Delhi. 2. V .S. Datay, (Latest Edition), Elements of Indirect Taxes, Taxmann Delhi.
Reference-Books 1. Prasad Bhagwati, (Latest Edition), Income Tax Law and Practice, Vishwa Prakashan. 2. Santaram R., (Latest Edition), Tax Planning by Reports, Taxman. 3. Prasad, Bhagabati, (Latest Edition), Direct Tax Law and Practice, New Age Publication Delhi. 4. Merhotra, H. C., (Latest Edition), Direct Taxes Planning, Sahitya Bhavan. 5. Srinivas E. A., (Latest Edition), Corporate Tax Planning, TMG. 6. Lakhotia R. N., (Latest Edition), Corporate Tax Planning, Vision Publications.
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7. Ahuja, Girish and Gupta, Ravi, (Latest Edition), Systematic Approach to Income Tax; Central Sales Tax, Bharat Law House. 8. Datey V. S., (Latest Edition), Indirect Taxes-Law and Practice, Taxmann Publications. 9. Lakhotia R. N., (Latest Edition), How to Save Wealth Tax, Vision Book. 10. Palkhiwala, (Latest Edition), Income Tax, Tripathi Publication. 11. Dr. Vinod K Singhania, (Latest Edition), Corporate Tax Planning and Business Tax Procedures with Case Studies, Taxmann.
Journals / Magazines / Newspapers 1. Journal of Accounting and Taxation 2. Tax Management International Journal
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HUMAN RESOURCE MANAGEMENT ELECTIVES
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MB830.3: STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To enable students to differentiate between HR and strategic HR and the various practices and processes associated with it. To help students to understand the strategic role of HR in building the competency of the organization. To provide students with sufficient exposure to the contemporary concepts of the industries and enable them to think strategically before taking decision related any HR process.
Course Outline
Module No.
1
2
3
4
Title/Topics Introduction to Strategic Role of HRM An Investment Perspective of HRM Factors Influencing How “Investment Oriented” The Organization is Impact of Technology Workforce Demographic Change and Diversity Model of Strategy The Process of Strategic Management The Evolving Strategic Role of HRM Strategic HR VS Traditional HR Barriers to Strategic HR Models of SHRM Approaches to the Development of HR Strategies Approaches for Attaining Strategic Fit The Strategic Role of HR Function Human Resource Planning Nature, Objective, Process and Models of HRP Link to Business Planning Design and Redesign of Work Systems with respect to Change Recruiting, Training and Developing Recruitment and Selection Training Process – Planning and Strategizing Training Strategic Choice – Training, Development and Performance Improvement Methods of Executive Development
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Classroom Contact Sessions
08
10
06
08
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Module No.
Classroom Contact Sessions
Title/Topics Evaluation of Training Programmes Performance Management Strategy and Performance Appraisal Process Performance Management Cycle Myths and Realities of HRD Concepts and Principles Balance Score Card Approach to Performance Management Performance Appraisal and its Methods Managing Employee Relations Unions and Strategic Collective Bargaining Change and Restructuring Strategic Approach to Compensation and Benefits Strategic Approach to Industrial Relation Strategic Development of Human Resources Employee Separation Reduction in Force Turnover Retirement Contemporary Issues
5
6
7 8
10
08
06
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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VI.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute – Level evaluation marks for the course. The Institute – level evaluation will constitute 30% of the total marks of the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VII.
The abilities of strategic thinking and decision making while dealing with human resources within and outside the organization. An understanding of different ways of dealing with workers as well as employees within the organization. A critical insight of different issues related to management of human resources.
Reference Material
Text-Book 1.
Mello A. Jeffrey, (Latest Edition), Strategic Human Resource Management by South – Western Thomson, Learning Publication.
Reference-Books Mabey, Christopher, Salaman, Graeman and Storey John, (Latest Edition), HRM: A strategic Introduction, Oxford, Blackwel Business. 2. Armstrong Michael, (Latest Edition), Handbook of strategic Human Resource Management: A Guide to Action, Crest Publishing House in arrangement with Kogan Page Ltd. (India). 1.
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Journals / Magazines / News Papers 1. 2. 3. 4. 5. 6.
Journals and magazines in HRM like Human Capital Management Review – IIM Bangalore Vikalp – IIM Ahmedabad Asian Journal of Management Cases Harvard Business Review Global Business Review
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MB831.3: ORGANIZATIONAL AND CHANGE DEVELOPMENT (OCD) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of the course are as follows: III.
To enable the students to understand the significance of systems, process and culture of the organization in organizational development. To make understand the students the way organizations and change work. To help to understand the issues and concerns involved in organizational development while addressing the change management. To develop basic skills of the students as future of OD practitioners.
Course Outline
Module No.
Title / Topic
Classroom Contact Sessions
1
Introduction to Organizational Development Field of OD History and Definitions of OD Values, Assumptions and Beliefs of OD Characteristics of OD
05
2
Foundations of OD System Theory Action Research Model Interventions Characteristics and Classification of OD Intervention
06
3
OD Consultant Choosing the OD Consultant Role of the OD Consultant Competencies of the OD Consultant Ethical Issues in OD Consulting Organizational Power and Politics and its Impact on OD
08
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4
5
6
7 8
Leading and Managing Change Meaning of Change Overview of Changing Activities Motivating Change Creating a Vision Developing Political Support Managing Planned Change Assessing Change Forces Managing the Transition Sustaining Momentum Human Interventions– Types Individual Interventions Training Experiences Team Interventions Inter-Group Interventions Third Party Peace Making Intervention Other Interventions Structural Interventions Socio Technical System as an Intervention Work Redesign Quality of Work Life Total Quality Management Reengineering Comprehensive OD Interventions Issues in Consultant-Client Relations OD Consultant, Role, Skills and Dilemmas Contemporary Issues
08
10
10
08
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
© CHARUSAT 2016
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
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The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to demonstrate group facilitation skills that foster a wide range of ideas and perspectives; create an inclusive culture for diverse human beings; keep a group focused on its purpose and tasks. The ability to demonstrate teamwork skills, including the abilities to coordinate high performing teams; building trust with constituencies, plan team meetings and processes; delegate responsibilities and tasks; follow-up and hold teammates accountable; and coach teammates to be more effective.
Reference Materials
Text-Books French W. and Bell C., Adapted by Vohra, (Latest Edition), Organization Development, Pearson Education. 2. Cummings T. and Worley C., (South Western, Latest Edition) Essential of OD and Change, Pearson Education. 1.
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Reference-Books S. Ramanarain, T. V. Rao, Kuldeep Singh, (Latest Edition), OD Interventions and strategies, Response books, Sage Publications. 2. S.K. Batra, (Latest Edition), Managing Change and Organization Development, Deep and Deep Publications, New Delhi. 1.
Journals / Magazines / Newspaper 1. 2. 3. 4. 5. 6. 7. 8. 9.
Journal of Organization Development International Journal of strategic human management Asian Journal of Management Cases Harvard Business Review Global Business Review South Asia Economic Journal Indian Management Management Review-IIM Bangalore Vikalp-IIM Ahmedabad
Websites 1. http://www.codhyd.org/ 2. http://www.odsynergy.com/od-synergy-tools.html
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MB832.3: INDUSTRIAL RELATIONS (IR) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable the students to understand the legal dimensions of managing Human Resources within the organization. To help students to understand the significance of managing the industrial relations and the role played by intermediaries in the same. To help students to understand the various acts and laws governing industrial relations.
Course Outline
Module No.
1
2
3
4
Title/Topic Background to Industrial Relations Understanding / Appreciating Industrial Relations Approaches to Industrial Relations Forms of Industrial Relations Evolution of Industrial Relations in India Trade Unionism in India Employers or Management Association Changing profile of Major Stakeholders of Industrial Relations in India Management of Conflict in Industry Conflict Resolution / Dispute Resolution Collective Bargaining Management of Discipline Principle of Natural Justice and Negotiations Role of Lok-Adalat Background of Labour Legislation Introduction to Labour Legislations Indian Constitution and Labour Legislations ILO and its Influence on Labour Legislations in India Protective and Regulative Legislations The Trade Unions Act, 1926 The Industrial Employment (Standing Order) Act, 1946 The Industrial Disputes Act, 1947 The Factories Act, 1948
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Classroom Contact Sessions
05
08
05
10
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Wage Legislations The Payment of Wages Act,, 1936 The Minimum Wages Act, 1948 The Equal Remuneration Act, 1976 The Payment of Bonus Act, 1965 Social Security Legislations The Employee Provident Funds and Miscellaneous Act, 1952 The Employee State Insurance Act, 1948 Workmen‟s Compensation Act, 1923 The Maternity Benefit Act, 1961 The Payment of Gratuity Act, 1972 Miscellaneous Legislations Contract Labour (Regulation and Abolition) Act Sexual Harassment – A Legal Perspective Child Labour (Prohibition and Regulation) Act,, 1986 The Apprentices Act, 1961 Contemporary Issues
09
10
07
Total IV.
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the different aspects of maintaining healthy industrial relations within the defined legal framework. The ability to gain knowledge of all important laws and acts governing the industrial relations.
Reference Material
Text-Book 1.
B. D. Singh, (Latest Edition), Industrial Relations and Labour Laws, Excel Books.
Reference-Books C. B. Mamoria, (Latest Edition), Dynamics of Industrial Relations, Himalayan Publishing House. 2. N. D. Kapoor, (Latest Edition), Industrial Laws, Sultan Chand and Co. 3. Taxman‟s Labour Law, (Latest Edition), Taxmann Allied Services (P) Ltd. 4. S. C. Srivastava, (Latest Edition), Industrial Relations and Labour Laws, Vikas Publication. 1.
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5. Ajay Garg, (Latest Edition), Labour Laws-One should know, A Nabhi Publication.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Indian Management Management Review-IIM Bangalore Vikalp- IIM Ahmedabad Human Capital http://lljlibrary.com(Online Journal)
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MB833.3: HUMAN RESOURCE AUDITING (HRA) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an appreciation towards optimum utilization of human resource through understanding and developing conceptual clarity on human resource auditing and accounting. To identify the process and benefits associated with auditing human resource and its activities.
Course Outline Module No. 1
2
3
4
5
6
Title/Topic Introduction HR as Assets Definition of Human Resource Accounting HRA – Concepts, Methods and Applications Human Resource Accounting vs. Other Accounting Human Resource Costs / Investments Human Resource Costs The Monetary Value Approach Non-Monetary Value Based Approaches Investment in Employees Human Resource Development through Investment Return on Investments Development of HR ROI through High Performance Employees Measurement of Group Value o The Likert and Bowers Model o Hermanson‟ Sun Purchased Goodwill Model Human Resource Accounting System Developing Human Resource Accounting System Implementation of Human Resource Accounting System Integration with other Accounting System Human Resource Score Card HR Score Card Constituents of HR Score Card HR Score Card as an Instrument in HR Audit Human Resource Audit Role of Human Resource Audit in Business Environment HR Audit Objectives, Concepts, Components, Need,
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Classroom Contact Sessions
05
08
05
10
09
10
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Module No.
7 8
Classroom Contact Sessions
Title/Topic Benefits and Importance Methodology and Instruments of HR Audit The Audit Process Issues in HR Audit Human Resource Audit Report HR Audit Report – Purpose Report Design – Preparation of Report Use of HR Audit Report for Business Improvement Contemporary Issues
07 06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 225 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to audit the various HR processes and find out the discrepancies in the record/s for improvement. The ability to demonstrate the ability of accounting the human resources with the help of effective tools like balance score card. The ability to understand the ways in which the audit reports are generated and will also develop an ability to read and comprehend the audit reports.
Reference Material
Text-Book 1.
Eric G. Flamholtz Kluwer, (Latest Edition), Human Resource Accounting – Advances In Concepts, Methods and Applications, Academic publishers.
Reference-Books Udai Pareekh and T. V. Rao, (Latest Edition), Designing and Managing Human Resource Systems / 3e, Oxford/ IBH. 2. William B. Werther and Keith Davis, (Latest Edition), Human Resource Management and Personnel Management, McGraw-hill. 3. K. Aswathappa, (Latest Edition), Human Resource Management and Personnel Management, McGraw-Hill. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4.
Indian Management Management Review-IIM Bangalore Vikalp-IIM Ahmedabad Human Capital
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MB834.3 : OCCUPATIONAL TESTING (OT) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To help students to develop an understanding of different types of psychological tests involved in assessment of an individual which may eventually help during different phases of recruitment, selection and manpower management. To provide theoretical background for supplementing the psychological tests used for assessment. To help students to interpret the results obtained through the psychological tests. To develop a perspective about the intricacies and ethics of use of psychological tests.
Course Outline Module No.
1
2
3
4
Title/Topic Introduction to Occupational Testing Concept and Need of Occupational Testing Pros and Cons of Occupational Testing Psychological Testing and their Categories Theory and Issues in Psychological Testing Assessment Centers Integration of Profiles Use of Occupational Testing in Competency Mapping Intelligence Testing Theoretical Background Significance of Intelligence Testing Types of Psychological Tests used for Testing the Intelligence Application of Intelligence Tests Aptitude Testing Theoretical Background Significance of Aptitude Testing Types of Psychological Tests used for Testing the Aptitude (D.A.T.) Application of Aptitude Tests Personality Testing Theoretical Background Significance of Personality Testing Types of Psychological Tests used for Testing the Personality (Multi-factor Personality Tests, 16.P.F., FIRO B)
© CHARUSAT 2016
Classroom Contact Sessions
05
08
08
10
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Application of Personality Tests Self-Report Inventories Theoretical Background Significance of Self-Report Inventories Types of Self-Report Inventories (M.M.P.I) Application of Self-Report Inventories Typological Tests Theoretical Background Significance of Typological Testing Types of Typological Tests (M.B.T.I.) Application of Typological Tests Projective Techniques Theoretical Background Significance of Projective Techniques Types of Projective Techniques (T.A.T.) Application of Projective Techniques Contemporary Issues
08
08
08
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
VII.
The ability to demonstrate the knowledge gained through the course and apply the same in carrying out any research in the area of HR or OB. The ability to understand the significance of different psychometric tests and will be able to identify the relevant area of their application.
Reference Material
Text-Books 1. Anne Anastasi, (Latest Edition), Psychological Testing, Pearson Pubications. 2. Udai Pareekh, (Latest Edition), Training Instruments in HRD and OD. 3. Robert Kaplan, Ennis Saccuzzo, (Latest Edition), Psychological Testing: Principles, Applications and Issues, Cengage Learning.
Reference-Books 1. Mike Bryon, (Latest Edition), The Ultimate Psychometric Test Book, Kogan Page. 2. Liam Healy, (Latest Edition), Psychometric Tests for Dummies, John Wiley and Sons.
Journals / Magazines / Newspapers 1.
Psychological Assessment, ISSSN: 1040-3590
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INFORMATION TECHNOLOGY MANAGEMENT ELECTIVES
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MB840.3: INFORMATION TECHNOLOGY IN BUSINESS MANAGEMENT (ITBM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: III.
To introduce the concept of Information Technology applications affecting business enterprises, governments, consumers and people in general. To understand how IT shapes future businesses and be prepared to contribute to enterprise architecture. To recognize the risks and benefits of digitized processes and think strategically about whether to perform those processes internally or externally. To realize the impact of globalization and be prepared to lead change.
Course Outline
Module No.
1
2
3
4
5
Title / Topic Introduction Understanding Business Organizations Understanding Development Organizations Organizational Management and Control Commonality in Business and Development Organizations Constituents of IT Applications in Business Tactical Applications in Business Strategic IT Applications in Business Information Technology Applications in Management Functions Practical Approach for Managers in Identifying Right IT Applications Systems Approach to Organizations Managing Data and Information Information System Evolution and Modelling Information System (Identification, Design and Development) Information System Quality Understanding Information Technologies Understanding and Planning Information Technologies Hardware, Software and Databases Network and Communication Planning Information Technologies Infrastructure Enterprise Data Management Accounting Commercial Management Forecasting Warehousing DRP (Distribution Resource Planning) Human Resources Management
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Classroom Contact Sessions
04
10
10
10
08
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Module No.
Classroom Contact Sessions
Title / Topic CMMS (Computerized Maintenance Management System) MRP (Material Requirement Planning) FCS (Finite Capacity Scheduling) WFMS (Workflow Management Systems) CRM (Customer Relationship Management) SCM (Supply Chain Management) E-governance, Business Data Communications and Networking Case Study of Banking System Case Study of University System Other Sector Based Case Studies Introduction to Computer Networks Sharing Resources Overview of Networking Models Introduction to Search Engine Optimization for Business Management Contemporary Issues
6
7 8
Total IV.
10
02 06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The ability to understand the opportunities to create business value from IT. A practical understanding of the way business value is created from IT, and the potential barriers. The ability to expand a series of frameworks to help non-IT managers gain confidence in managing IT and its business impacts.
VIII.
Reference Material
Text-Book 1.
Misra, Harekrishna, (Latest Edition), Information Systems Management in Business and Development Organizations (Text and Cases), PHI Learning.
Reference-Books Adikesavan, T. A., (Latest Edition), Information Technology: Best Practices and Applications in Business, PHI Learning. 2. Nickerson Robert C., (Latest Edition), Business and Information Systems, PHI Learning. 1.
Journals / Magazines / Newspapers 1.
International Journal of Information Technology and Management, Inder Science Publishers
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2. 3. 4. 5. 6.
Journal of Information Technology Management (JITM) The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication & Networking
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MB841.3: MANAGEMENT OF SOFTWARE PROJECTS IN IT (MSPIT) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of the course are as follows:
To demonstrate an understanding of steps needed to build and maintain effective development teams. To understand the procedures needed to monitor, control and report upon an IT development project. To comprehend the ways in which appropriate quality attributes of the products of an IT development project can be assessed and assured. To explore software project management activities from product concept through development based upon best practices.
III. Course Outline Module Title / Topic No. Introduction to Software Project Management Project Definition Contract Management 1 Activities Covered by Software Project Management Overview of Project Planning Stepwise Project Planning Project Procurement Management Planning Purchase and Acquisitions Planning Contracting Requesting Seller Responses 2 Selecting Sellers Administering and Closing the Contract Using Software to Assist in Project Management Outsourcing Project Evaluation Strategic Assessment Technical Assessment Cost Benefit Analysis 3 Cash Flow Forecasting Cost Benefit Evaluation Techniques Risk Evaluation Activity Planning Project Schedule Sequencing and Scheduling Activities 4 Network Planning Models Forward Pass Backward Pass
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04
10
10
10
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Module No.
5
6
7
8
Classroom Contact Sessions
Title / Topic Activity Float Shortening Project Duration Activity on Arrow Networks Risk Management Hazard Identification and Analysis Risk Planning and Control Monitoring and Control Creating Framework Collecting the Data Visualizing Progress Cost Monitoring Earned Value Prioritizing Monitoring Getting Project Back to Target Change Control Advanced Methods and Tools of Project Management CPM/PERT Design Structure Matrix System Dynamics Critical Chain Discrete Event Simulation Earned Value Management Project Risk Management Risk Management Planning Common Sources of Risk in Information Technology Projects Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Using Software to Assist in Project Risk Management Contemporary Issues Introduction of any One Tool for Software Project Management
Total IV.
08
08
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in
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advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to understand approaches for managing and optimizing the software development process. The ability to understand the unique considerations of the software development life cycle that impact project management. An awareness of the need for project planning and management. The ability to apply professional attitudes and techniques to managing a project Reference Material
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VIII.
Reference Material
Text-Books Hughes, Bob and Cotterell, Mike, (Latest Edition), Software Project Management, McGraw-Hill. 2. Cadle J. and D. Yeates, (Latest Edition), Project Management for Information Systems, Pearson Prentice Hall. 1.
Reference-Books Kathy Schwalbe, (Latest Edition), Information Technology Project Management, Thomson Publication. 2. Jack Marchewka, (Latest Edition), Information Technology Project Management Providing Measurable Organizational Value, Wiley India. 3. Stellman and Greene, (Latest Edition), Applied Software Project Management, Wiley India. 4. Richard Thayer and Edward Yourdon, (Latest Edition), Software Engineering Project Management, Wiley India. 1.
Journals / Magazines / Newspapers 1.
International Journal of Project Management, International Project Management Association, Elsevier. 2. Journal of Software Project Management and Quality, International Science Press. 3. Project Management Journal, Wiley.
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MB842.3: SYSTEM ANALYSIS AND DESIGN (SAD) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: III.
To understand role of systems analysis and design within various systems development lifecycles To develop an awareness of the different approaches that might be taken to systems analysis and design To understand the activities of the systems analyst and systems designer, and apply some current techniques
Course Outline Module No.
1
2
3
Classroom Contact Sessions
Title / Topic 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 Information Gathering Strategies Methods Documenting Study System Requirements Specification from Narratives of Requirements to Classification of Requirements as Strategic, Tactical, Operational and Statutory Feasibility Analysis Deciding Project Goals Examining Alternative Solutions Cost – Benefit Analysis Quantifications of Costs and Benefits Payback Period System Proposal Preparation for Managements
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04
10
10
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Module No.
4
5
6
7
8 IV.
Title / Topic 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 Structured Systems Analysis and Design Procedure Specifications in Structured English 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 E-Commerce Transactions and security Introduction of Open Source E-Commerce Platforms Encryption Methods Symmetric and Asymmetric Encryption Digital Signature Certifying Authorities for Signatures Legal Status of E-Commerce Transactions Contemporary Issues Total
Classroom Contact Sessions
10
08
08
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows: Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions
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The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. IV.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcome At the end of the course, the student should have developed:
VII.
The ability to learn to design methodology for databases and verifying their structural correctness. The skills to implement databases and applications software primarily in the relational model. The ability to learn how to use querying languages, primarily SQL, and other database supporting software. The ability to apply the theory behind various database models and query languages. The ability to learn how to implement the security and integrity policies relating to databases. The ability to work in group settings to design and implement database projects.
Reference Material
Text-Books 1.
Whitten, Bentaly and Barlow, (Latest Edition), System Analysis and Design Methods, Galgotia Publication.
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2. Kenneth E Kendall and Julie E Kendall, (Latest Edition), System Analysis and Design, PHI Publication.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.
Hoffer, (Latest Edition), Modern Systems Analysis and Design, Pearson Education. Kendall and Kendall, (Latest Edition), Systems Analysis and Design, Prentice-Hall. Whitten, J. L., (Latest Edition), System Analysis and Design Method, Tata McGraw-Hill. Awad E. M., (Latest Edition), System Analysis and Design, Galgotia books. Jalota, Pankaj, (Latest Edition), An Integrated Approach to Software Engineering, Narosa Publishing House. Sommerville, (Latest Edition), Software Engineering, Pearson Education. Pfleeger, (Latest Edition), Software Engineering: Theory and Practice, Pearson Education. Pressman R. S., (Latest Edition), Software Engineering: A Practitioner's Approach, McGraw-Hill. Elias M. Awad, (Latest Edition), System Analysis and Design, Galgotia Publication. Kenneth E Kendall and Julie E Kendall, (Latest Edition), System Analysis and Design, PHI Publications. Grienstein and Feinman, (Latest Edition), E-commerce –Security, Risk Management and Control, TMH Publications. Ankit Fadia, (Latest Edition), Encryption-Protecting your Data, Vikas Publication. Singh B, (Latest Edition), Network Security, PHI Publication.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication and Networking ACM Transactions on Internet Marketing
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MB843.3: ERP SYSTEMS: TECHNOLOGY PLANNING AND IMPLEMENTATION (ERP: TPI) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: III.
To help students to understand the generic approach to enterprise resource planning systems and their interrelationships, covering all functional areas of management. To build skill and knowledge for better management of an enterprise systems.
Course Outline Module No.
1
2
3
4
Title / Topic Introduction to ERP Integrated Management Information Seamless Integration – Supply Chain Management Integrated Data Model Benefits of ERP Business Engineering and ERP Definition of Business Engineering Principle of Business Engineering Business Engineering with Information Technology Business Modeling for ERP Building the Business Model Role of Consultant Vendors and Users Customization Precautions ERP Implementation ERP Implementation an Overview ERP Post Implementation Options ERP Implementation Technology Guidelines for ERP Implementation ERP and the Competitive Advantage ERP domain MPGPRO IFS/Avalon Industrial and Financial Systems Baan IV SAP Market Dynamics and Dynamic Strategy
© CHARUSAT 2016
Classroom Contact Sessions
08
06
04
10
Page 244 of 533
Module No. 5
6
7 8
Classroom Contact Sessions
Title / Topic Commercial ERP Package Description Multi-Client Server Solution Open Technology User Interface Application Integration Architecture Basic Architectural Concepts The System Control Interfaces Services Presentation Interface Database Interface Cases Case Studies and Project Presentations Contemporary Issues
10
10
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
V.
Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 245 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to understand the concept and process of Enterprise Resource Planning Systems and Re-engineering and Enterprise Resource Planning Systems. The ability to exhibit knowledge of Planning, Design, and Implementation of Enterprise Resource Planning Systems along with ERP modules. The ability to successfully manage an ERP Project and will be effectively dealing with the issues involved in Supply Chain Management and the e-Marketplace
VIII.
Reference Material
Text-Books Vinod Kumar Garg and N.K. Venkita Krishnan, (Latest Edition), Enterprise Resource Planning, Concepts and Practice, PHI. 2. Sumner, Mary, (Latest Edition), Enterprise Resource Planning, Pearson Education. 1.
Reference-Books 1. 2. 3. 4. 5.
S Sadagopan, (Latest Edition), Enterprise Resource Planning, PHI. Alexis Leon, (Latest Edition), Enterprise Resource Planning, Tata McGrew Hill. Jose Antonio Fernandz, (Latest Edition), The SAP R/3 Handbook, TMH. Lau, (Latest Edition), Enterprise Resource Management, McGraw Hill. Daniel E O‟Leary, (Latest Edition), Enterprise Resource System: Systems, Lifecycle, Electronic Commerce, and Risk.
Journals / Magazines / Newspapers 1. Journal of Information Technology, IBIMA Publishing 2. Business Process Management Journal, Emerald Insight
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MB844.3: RELATIONAL DATABASE MANAGEMENT SYSTEMS (RDMS) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
III.
To provide basic understanding of the RDBMS and SQL and the skills to make use of these in business organizations. To equip the students with the relevant quantitative tools and techniques for application in solving managerial problems To study the physical and logical database designs, database modeling, relational, hierarchical, and network models
Course Outline
Module No.
1
2
3
4
5 6
Title / Topic Introduction to Databases and Transactions Database System Purpose of Database System View of Data Database Architecture Transaction Management Data Models The Importance of Data Models Basic Building Blocks Business Rules The Evolution of Data Models Degrees of Data Abstraction Relational Database Management Systems History Advantages and Limitations of RDBMA Users of RDBMS Software Modules in RDBMS Architecture of RDBMS Modeling Techniques Different Types of Models Introduction to ERD Types of Databases Hierarchical Database Network Database Relational Database Normalization
© CHARUSAT 2016
Classroom Contact Sessions
13
08
04
10
10 05
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Module No.
7
8
Classroom Contact Sessions
Title / Topic Advantages and Disadvantages of Normalization 1NF-2NF-3NF Rules With Examples Anomalies SQL Commands Basic Structure Set Operations Aggregate Functions Null Values Nested Sub Queries Views Complex Queries Modification of the Database Joined Relations Data-Definition Language Embedded SQL and Dynamic SQL Exercises Introduction to Object Oriented Database Concept Object Binding in Oracle Class Attribute Methods Object Type Declaring and Initializing Methods Alter and Drop Type Contemporary Issues
05
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows: Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions
© CHARUSAT 2016
Page 248 of 533
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation
:
The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to design and develop a conceptual model of a database from user requirements, with ER diagramming techniques and translate the ER model to a Relational model. The ability to define and implement relations using tables using Oracle database. An understanding to apply the theory of normalization to reduce the redundancies in the data tables. The ability to learn to define business rules and constraints using schema definitions in RDBMS. The ability to apply the knowledge of transactions, concurrency and locking to analyze transactions for serializability. The ability to analyze the given user requirements, design, implement, demonstrate and present a database-intensive application, to class
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VIII.
Reference Material
Text-Book 1. Silberschatz, Korth, Sudarshan, (Latest Edition), DATABASE System Concepts, BPB Publication.
Reference-Book Coleman, Pat and Peter Dyson, (Latest Edition), Internets, BPB Publication. Keen, Peter and Mark McDonald, (Latest Edition), The E-Process Edge, Tata McGraw – Hill. 3. Oberoi, Sundeep O, (Latest Edition), Security and You, Tata McGraw-Hill. 4. Ricart, Alberto Manuel and Stephen Asbury, (Latest Edition), Active Server Pages, IDG Books. 5. Rich, Jason R., (Latest Edition), Starting an E-Commerce Business, IDG Books. 6. Samantha Shurety, (Latest Edition), E-business with Net Commerce, Addison Wesley. 7. Schneider Robert D. and J. R. Garbus, (Latest Edition), Optimizing SQL Server 7, N.J., Prentice – Hall. 8. Desai, (Latest Edition), An Introduction to Database System, Galgotia. 9. Ullman and Widom, (Latest Edition), First course in Database Systems Pearson Education. 10. C. J. Data, (Latest Edition), An Introduction to Database Systems, Narosa Publishers. 11. D. Kroenke, Database Processing, Galgotia. 12. Henry F.korth, Abraham, (Latest Edition), Database System Concepts, McGraw Hill. 1. 2.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology. International Journal of Information Sciences and Application. ACM Journal on Emerging Technologies in Computing Systems. International Journal of Mobile Communication & Networking. ACM Transactions on Internet Marketing.
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HEALTH CARE MANAGEMENT ELECTIVES
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MB850.3: HEALTH ECONOMICS AND SOCIAL POLICY (HESP) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To develop an understanding of the relevance of economic concepts to the health care sector. To describe the system of health care financing and delivery arrangements in the health care sector. To impart an understanding the role of economic factors in the development of public policy concerning health and health care.
III.
Course Outline
Module No.
1
2
3
4
5
Title/Topic The Relevance of Economics in Health and Medical Care Using Economics to Study Health Issues Analysing Medical Care Markets Economic Evaluation in Health Care Demand Side Considerations Demand for Health and Medical Care The Market for Health Insurance Supply Side Consideration Managed Care The Physician‟s Service Market The Hospital Service Market The Market for Pharmaceuticals Health Care Policy and Programmes Health Education and Environmental Sanitation Health Development as A Determinant to Socio-Economic Development National Health Programmes Public Policy in Medical Care Delivery Policies that Enhances Access Policies to Contain Costs Lessons for Public Policy Medical Care Systems Worldwide Financing Health Care Uncertainty and Health Insurance Compulsory Insurance Patient Payment Economic Evaluation and Priority Setting Non-Monetary Effects and Monetary Benefits
© CHARUSAT 2016
Classroom Contact Sessions
06
06
10
10
08
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Module No.
6
7
8
Classroom Contact Sessions
Title/Topic Costs and Discounting Social Welfare Social Policy Healthcare and Social Development Public and Social Policy Health Policy Formulation Factors Determinants Other Sectoral Issues National Health Policy Review of Different Committees Contemporary Issues International Perspective Alternative Approaches to Meet Basic Health Needs in Developing Countries
Total IV.
07
07
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of economics for effective health care delivery. A keen desire for reading news of economic and financial changes / developments on a regular basis, and engaging in discussion and critical evaluation of such developments with respect to health care industry.
Reference Material
Text-Books 1. James W Henderson, (Latest Edition), Health Economics and Policy, South Western Educational Publishing. 2. Chatterice, Meera, (Latest Edition), Implementing Health Policy, Manohar.
Reference-Books 1. Jan Abel Oslen, (Latest Edition), Principles in Health Economics and Policy, Oxford University Press. 2. S.L.Goel, (Latest Edition), Health Care Policies and Programmes, Deep and Deep Publications Pvt Ltd.
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3. Latest reports of Ministry of Health and Welfare, Government of India
Journals / Magazines / Newspapers 1. Journal of Health Economics 2. Health Economics Review 3. International Journal of Health Planning and Management
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MB851.3: HOSPITAL PLANNING AND MANAGEMENT (HPM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of the general health care planning and administration sector. To describe the system of health care administration and delivery arrangements in the hospitals. Course Outline
Module No.
1
2
Title/Topic Hospital Planning Concept of Planning Guiding Principles in Planning Hospital Facilities and Services Regional Planning and Factors to be Emphasised Steps in Hospital Planning Planning Team and Stages of Project Estimation Architect Brief and Master Plan Selection of Site and Decision on Land, Space, and Utilities Outpatient Services Objectives, Functions, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Daily Planning and Scheduling of Work Managing Time Waiting Time and Total Time Spent by a Patient Specialty, Sub-specialty and Super Specialty Clinics Diagnosis, Physiotherapy and Occupational Therapy Emerging Concepts o Day Care o Reservation o Appointment by Phone o Medico-Social Works o Patient Counselling Other Facilities o Pharmacy o Gifts Shop o Prayer or Meditation Room
© CHARUSAT 2016
Classroom Contact Sessions
06
08
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Module No.
3
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Trauma Care: Emergency and Casualty Services Objective, Function, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicator Disaster Management Principles and Classification Life Saving Drugs Ambulance and Paramedic Services Medico Legal Procedures Forms and Registers to be Maintained Communication System Inpatient Service Objective, Function, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Admission, Transfer, Billing and Discharge Procedures Managing Death Intensive Care Units Objectives Functions, Location, Design and Layout-Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Types of ICUs Operation Theatre Objectives, Functions, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Daily Planning and Scheduling Determinants of number of Operating Rooms Zoning and Aseptic or Sterile Techniques Clinical Protocols Sub-Stores CSSD Immediate Postoperative Recovery Rooms Safety Issues Contemporary Issues
Total
© CHARUSAT 2016
10
10
08
08
04
06 60
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
© CHARUSAT 2016
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of healthcare planning and administration.
Reference Material
Text-Book 1.
G.D. Kunders, (Latest Edition), Designing for Total Quality in Health Care, Prism Books Pvt. Ltd., Bangalore.
Reference-Books B.M. Sakharkar, (Latest Edition), Principles of Hospital Administration and Planning, Jaypee Brothers Medical Publishers Pvt. Ltd. 2. C.M. Francis and et al., (Latest Edition), Hospital Administration, Jaypee Brothers Medical Publishers Pvt. Ltd. 1.
Journals / Magazines / Newspapers 1. International Journal of Health Planning and Management 2. Health Policy and Planning Journal
© CHARUSAT 2016
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MB852.3: ENVIRONMENTAL HEALTH MANAGEMENT AND SAFETY PLANNING (EHMSP) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To understand and identify significant gaps in the current knowledge base concerning the health effects of environmental agents and identify areas of uncertainty in the riskassessment process.
To examine health issues, scientific understanding of causes, and possible future approaches to control of the major environmental health problems in industrialized and developing countries.
III.
Course Outline
Module No. 1
2
3
4
5
6
Title/Topic Human Impact on the Environment Environment-Human Interaction Environmental Impact on Humans Safety, Health and Environment Exposure, Dose, Response Environmental Toxicology Environmental Carcinogenesis Environmental Health Economics and Policy Risk Assessment and Management Indoor and Outdoor Air Pollution Monitoring for Safety, Health and Environment Occupational Safety Principles and Practices Occupational Health Bureau of Indian Standards on Safety and Health : 14489 – 1998 and 15001-2000 ILO and EPA Standards Hazardous Waste Management Solid Waste Handling and Disposal Liquid Waste Handling Collection and Disposal Water Treatment and Distribution Planning and Organising for Safety and Waste Management Legal and Social Aspects of Waste Management Safety, Health and Environment (SHE) Education and Training SHE : Element of Training Cycle
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
10
08
08
Page 260 of 533
Module No.
Classroom Contact Sessions
Title/Topic
Assessment of Needs Techniques of Training, Design and Development of Training Programs Competence Building Technique (CBT) Relevance of WTO regarding Safety, Health and Environment Accident and Incident Investigation: Reporting and Analysis Philosophy, Purpose, Process and Types of Investigation Identifying the Key Factors and the Immediate and Basic Causes Corrective Action Agencies Investigating Accident Accident Reporting Report Forms, Writing Reports, Essential Elements Accident and Incident Analysis Standard Classification of Factors Associated with Accident Methods of Collating and Tabulating Data, Record Keeping Contemporary Issues
7
8
Total IV.
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
© CHARUSAT 2016
Page 261 of 533
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An integrated understanding of strategic operations and its applicability to health care and environmental policies. A keen interest in observing health issues, scientific understanding of causes, and possible future approaches to control of the major environmental health problems.
Reference Material
Text-Book 1.
Yassi, A., Kjellstrom, T., de Kok, T., Guidotti, T. L. (Latest Edition), Basic Environmental Health, New York: Oxford University Press.
Reference-Books Blumenthal, D. S., and Ruttenber, A. J., (Latest Edition), Introduction to Environmental Health, New York: Springer. 2. Nadakavukaren, A., (Latest Edition), Our Global Environment: A Health Perspective, Prospect Heights: Waveland Press, Inc. 1.
Journals / Magazines / Newspapers 1. International Journal of Health Planning and Management 2. Healthcare Management Science
© CHARUSAT 2016
Page 262 of 533
MB853.3: HEALTH CARE MARKETING (HM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To provide foundational knowledge of the principles of marketing and their particular application in health. To develop an understanding of the marketing activities in a healthcare sector. Course Outline
Module No. 1
2
3
4
5
6
Title/Topic Elements of Successful Marketing Strategic Marketing Process Organising for Marketing Requirements for Organisational Marketing Success The Environment of Marketing Strategy Economic Factor Technological Factors Social Factors Competitive Factors Regulatory Factors Understanding the Consumer Buying Behaviour Marketing Research Marketing Segmentation Developing Customer Loyalty Marketing Mix Product Strategy Price Distribution Promotion The communication Model Promotional Mix Advertising Developing Advertising Campaign Working with Advertising Agencies Sales and Sales Management New Business Selling Missionary Selling Personal Sales Process Sales Approaches Managing the Sales Functions
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
10
08
08
Page 263 of 533
Module No.
Classroom Contact Sessions
Title/Topic Controlling and Monitoring Sales Force Control Advertisement Control Consumer Satisfaction Control Components of a Measuring System Marketing Audit Contemporary Issues
7
8
04
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 264 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of marketing concepts to healthcare system.
Reference Material
Text-Book 1.
Eric N. Berkowitz, (Latest Edition), Essentials of Healthcare Marketing, Jones & Bartlett Learning.
Reference-Books John L. Fortenberry, Jr., (Latest Edition), Health Care Marketing: Tools and Techniques, Jones and Bartlett Learning. 2. John L. Fortenberry, Jr., (Latest Edition), Cases in Health Care Marketing: Tools and Techniques, Jones and Bartlett Learning. 1.
Journals / Magazines / Newspapers 1. International Journal of Health Planning and Management. 2. International Journal of Pharmaceutical and Healthcare Marketing.
© CHARUSAT 2016
Page 265 of 533
MB854.3: FINANCIAL MANAGEMENT OF HEALTH INSTITUTIONS (FMHI) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To provide students with the ability to application of quantitative financial analysis to investment, financing, and operating decisions in the health care sector.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Evolution of Healthcare Financial Management Healthcare Financial Management Profitability and Productivity Study Comparison of Management Accounting and General Accounting Fundamentals of Sound Healthcare Financial Management Organisation Development of Hospitals Organisation Structure Add it to Chart of Accounts Cost Characteristics of Health Institutions Major Cost Classification Primary Cost Classification Secondary Cost Classification Break Even Analysis Contribution and Contribution Margin Margin of Safety Zero Based Budgeting Production Units and Performance Evaluation Macro Production Units Micro Production Units Cost Allocation Volume Forecasting Least Square Multiple Regression Analysis Budgetary Control Process Functional Budgeting Budget Control Programme Preliminary Budget and Cost Finding Connection Capital Expenditure Planning Fixed Asset Working Capital Management
© CHARUSAT 2016
Classroom Contact Sessions
06
08
10
10
08
08
Page 266 of 533
Module No.
Classroom Contact Sessions
Title/Topic Evaluation of Capital Expenditure Cash Forecasting and Management Cash Management Process Revenue Budgeting Wage and Salary Budgeting Non-Wage and Salary Budgeting Contemporary Issues
7
8
04
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 267 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of financial management concepts to healthcare system.
Reference Material
Text-Book 1.
Allen G. Herkimer, (Latest Edition), Understanding Hospital financial Management, An Aspen Publication.
Reference-Books David Edward Marcinko, Hope Rachel Hertico, (Latest Edition), Financial Management Strategies for Hospitals and Healthcare Organizations: Tools, Techniques, Checklists and Case Studies, CRC Press. 2. Michael Nowicki, (Latest Edition), The Financial Management of Hospitals and Healthcare Organizations. 1.
Journals / Magazines / Newspapers 1.
International Journal of Healthcare Financial Management
© CHARUSAT 2016
Page 268 of 533
PROJECT AND INFRASTRUCTURE MANAGEMENT ELECTIVES
© CHARUSAT 2016
Page 269 of 533
MB860.3: PROJECT FORMULATION AND EXECUTION (PF&E) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives:
:
4
The objectives of this course are as follows:
III.
To expose the students to the basics of project preparation; To acquaint the students with different tools & techniques available to formulate, initiate, monitor and control the project; the same should be effectively used in execution of the project. Course Outline:
Module No
1
2
3
4
5
6
Title/Topic Introduction to Project Management Definition of the Project and Programme Characteristic of the Projects and Programme Classification of the Projects and Programme Project Life Cycle Project Conceptualization Project Ideas and Sources Techniques for Project Idea Generation Firs-Cut or Broad-Brush Screening of Ideas Project Formulation Project Goals and Objectives Various Dimension of the Project Project Initiation Project Management Maturity Project Selection Criteria and Methods Types of Project Selection Models Risk Consideration in Project Selection The Project Portfolio Process Projects Bids and RFPS (Request For Proposals) Project Monitoring The Planning Monitoring and Control Cycle Information Needs and Reporting Earned Value Analysis Computerized PMIS Project Control The Fundamental Purpose of Control Typed of Control Design of the Control System
© CHARUSAT 2016
Classroom Contact Sessions
03
09
09
09
09
09
Page 270 of 533
Module No
Classroom Contact Sessions
Title/Topic Control of Change and Scope Creep Control: Primary Function of the Management Project Auditing Purpose of Evaluation The Project Audit The Project Audit Life Cycle Essentials of Audit or Evaluation Measurement Contemporary Issues
7
8
09
Total IV.
03 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 271 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the importance of Project monitoring are evaluation students are expected to monitor & evaluate the project through various tools and methods. The ability to learn the project control techniques and effectively implement the same The ability to understand the importance of the project audit, preparing project audit reports and presents the same. Reference Material
Text-Books Jack Meredith and Samuel Mantel, (Latest Edition), Project Management, Wiley India Edition. 2. Project Management Institute, (Latest Edition), Project Management Body of Knowledge (PMBOK Guide), Project Management Institute. 1.
Reference-Books 1. Rory Burke, (Latest Edition), Project Management, Wiley India Edition. 2. Prasanna Chandra, (Latest Edition), Project Facts, Tata McGraw-Hill Education. 3. Rajendra Mishra, (Latest Edition), Project Facts, Excel Books Publishers. Journal / Magazine / News Paper 1.
The International Journal for Project Management
© CHARUSAT 2016
Page 272 of 533
MB861.3: SOCIAL PROJECTS AND INFRASTRUCTURE (SPI) YEAR 2, SEMESTER 3 I.
Number of Credits :
II.
Course Objective
4
The objectives of this course are as follows: III.
To understand government policies and problems of Social Infrastructure in India. To help students to get acquainted with the knowledge of labour forces and the legislative framework related to them.
Course Outline
Module No
1
2
3
4
5
6
Title/Topic Understanding Social Infrastructure Nature and Scope of Social Infrastructure Poverty and Poverty Alleviation Programme Poverty Line Incidence of Poverty Causes of Poverty Major Poverty Alleviation Programme Labour Force and Employment Policy Work Force Participation Rates Occupational Structure Nature and Extent of Unemployment in India Causes of Unemployment Government Policies to Tackle Unemployment Employment Policy in Eleventh and Twelfth Five Year Plan Labour Welfare: Legal Framework and Initiatives Need for Social Security Legislations Pertaining to Labour Labour Related Organisations or Activities or Schemes Human Development Index Human Development Indicators Social Security: Conceptual Framework Social Security in India‟s Constitution and Present Status Education and Training Education as Critical Input An Inclusive Development Model for Health, Education, and Housing Sectors Public Private Partnership and Social Infrastructure Foundation of E-Government A PPP Model for Medical Education and Tertiary Healthcare PPP Model for Village Primary Health Care Centres
© CHARUSAT 2016
Classroom Contact Sessions
06
10
10
10
09
06
Page 273 of 533
Module No
Classroom Contact Sessions
Title/Topic PPP Model in Vocational training Models for Solid Waste Management in India Models in Vogue under PPP SWM through External Funding Support Capital Investment by Service Provider and Cost Sharing by Community for SWM Contemporary Issues
7
8
05
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
Marks per incidence
Total Marks
Page 274 of 533
V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The basic understanding of Social Infrastructure projects, and government policy and regulations about Social Infrastructure projects.
Reference Material
Text-Book 1.
Jetli K. Narindar and Sethi Vishal, (Latest Edition), Infrastructure Development in IndiaPost-Liberlisation Initiatives and Challenges, New Century Publications.
Reference-Book 1.
Brett m. Frischmann, (Latest Edition), Infrastructure: the social value of shared resources, Oxford University Press.
Journals / Magazines / Newspapers 1. Journal of Infrastructure Development 2. Journal of Economic Policy Reform 3. Journal of Social and Economic Development
© CHARUSAT 2016
Page 275 of 533
MB862.3: INFRASTRUCTURAL PROJECTS (IP) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To provide an overview of the importance of infrastructure management as necessitated by the economic development – Indian and International context. To discuss policy perspectives relating to infrastructure development To familiarize with the issues relating to development of physical infrastructure
III. Course Outline Module Title/Topic No An overview of Basic Concepts Related to Infrastructure 1 Introduction to Infrastructure Economic Reforms and Infrastructure Development 2 Infrastructure Development in India's Reforms Sectoral Infrastructure Development i.e. Transport, Power, Water Supply and Sanitation1 An Overview of the Power Sector in India An Overview of the Water Supply and Sanitation Sector in India An Overview of the Road, Rail, Air and Port Transportation Sectors 3 in India An Overview of the Telecommunications Sector in India An Introduction to Special Economic Zones. Sectoral issues in Ports Sectoral Issues in Rural and Urban Infrastructure2 Formulation of Infrastructure Projects An Integrated Framework for Successful Infrastructure Planning 4 Infrastructure Management Systems and Future Directions Financing Issues in Infrastructure, Projects Management and Development 5 Mapping and Facing the Landscape of Risks in Infrastructure Projects 6 Private Involvement in Infrastructure
Classroom Contact Sessions 03 09
09
09
09 09
1
Above mentioned sectors can be discussed in line with the aspects/ issues such as: Environmental Aspect, Political Aspect, Social or Cultural Aspect, Technological Aspect, Administrative or Bureaucratic Issues, Financial Issues, Legal or Regulatory Aspects, Global or Cross Country Aspect, Issues Relating to Basic or Supportive Inputs, Economic Aspect, Ecological Issues, Management or HR Issues, Supply Chain Management, Public-Private Partnership, Other Relevant Aspects or Issues 2
Faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material.
© CHARUSAT 2016
Page 276 of 533
Module No
Classroom Contact Sessions
Title/Topic A Historical Overview of Infrastructure Privatization The Benefits of Infrastructure Privatization Problems with Infrastructure Privatization Infrastructure Related Issues Tendering Systems and Procedures Infrastructural Contracts Land Acquisition Issues of Foreign Direct Investment and Infrastructure Infrastructure Regulators and Compliances Environmental Regulations and Impact Assessment, Infrastructure and Competition Issues Contemporary Issues
7
8
09
Total IV.
03 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 277 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.Learning Outcomes At the end of the course, the student should have developed: VIII.
An understanding of the basic concepts related to Infrastructure and Financial Management of Projects.
Reference Material
Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth.
Journals / Magazines / Newspapers 1. Journal of Infrastructure Development 2. Journal of Economic Policy Reform 3. Journal of Social and Economic Development
© CHARUSAT 2016
Page 278 of 533
MB863.3: INTRODUCTION TO INFRASTRUCTURE POLICY FOR DEVELOPMENT (IIPD) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives:
4
The objectives of this course are as follows: III.
To understand the various policies designed related to infrastructure and development and measure the impact of the policy design. To understand the economic aspects of infrastructure using the tools of economic analysis in deciding the optimal level of infrastructure provision.
Course Outline Module Title/Topic No. Introduction: Infrastructure Policy and Development Economic Importance of Infrastructures 1 Economic Impact of Public Infrastructures Demand and Supply Effects Spill Over Effects Infrastructures and Economic Growth Models used to Investigate the Relationship between 2 Infrastructure and Productivity Data Problems and Key Findings Decision-Making on Infrastructure Provision 3 Cost Benefit Analysis Beyond Financial Appraisal Models of Public-Private Infrastructure Management The Problem of Monopoly in Infrastructure Provision and 4 the Range of Possible Solutions Public Provision of Infrastructures and Reasons for Privatization Infrastructure Regulation And Competition 5 Infrastructure Regulation: Rate of Return and Price Cap Vertical Unbundling and the Introduction of Competition Policy Framework National Level Infrastructure Policy 6 State Level Infrastructure Policy Addressing Policy Issues 7 Contemporary Issues
Total
© CHARUSAT 2016
Classroom Contact Sessions
06
10
10
10
10
10 04 60
Page 279 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An understanding of economic aspects of infrastructure
© CHARUSAT 2016
Page 280 of 533
VIII.
An understanding of various government infrastructural policies Reference Material
Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth. Journal / Magazine / Newspapers 1.
The International Journal for Project Management
© CHARUSAT 2016
Page 281 of 533
MB864.3: LEARNING PROJECT MANAGEMENT THROUGH SOFTWARE (LPMS) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course objectives:
4
The objectives of this course are as follows: III.
To learn Windows-based project management software package To learn preparing project plan and tracking it to its completion. To learn Microsoft project calendar controls, allocation of resources, production of PERT, GANTT charts. Resource charts, calendar charts and other reports
Course Outline
Module No.
1
2
3
Title/Topic Introduction to MS Project Overview of User Interface Creating New Project Working with Tasks o Creating Manual Scheduled Task o Creating Automatic Scheduled Task o Linking Tasks o Creating a Summary Task o Updating Task Process Project Planning Setting Up a Project File Identifying the Work to Be Done Building a Schedule Building a Team for Project Assigning Resources to Tasks Setting Up a Project Budget Reviewing and Fine-Tuning Your Plan Tracking Status Methods for Tracking Status. Preparing to Update Your Project Obtaining Status Data Updating Schedule Status in Project Updating Project Costs Evaluating and Correcting Project Performance Scheduled, Baseline, and Actual Values. Is the Project on Time? Is the Project Within Budget? Earned Value Analysis Getting Back on Track
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05
05
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Module No.
4
5
6
Title/Topic Managing Changes in Project Reporting on Projects An Overview of Project‟s Reports Working with Graphical Reports Working with Visual Reports Printing Views to Report Project Information Closing a Project Obtaining Project Acceptance Tying Up Loose Ends Producing Project Closeout Reports What to Do with Project Information Project Power Tools Working on More Than One Project Managing Multiple Projects Sharing Resources Among Projects Exchanging Data Between Programs Copying Information Importing and Exporting Data Integrating Project and Outlook Linking and Embedding Understanding Linking and Embedding Linking and Embedding Project Data Linking and Embedding Data into Project Working with Linked and Embedded Objects Hyperlinking to Information Customizing Project Filtering Through Information Grouping Project Elements Defining Own Fields Customizing the Ribbon and Quick Access Toolbar Customizing the Quick Access Toolbar Customizing the Ribbon Sharing a Custom Ribbon and Quick Access Toolbar Reusing Project Information Understanding the Types of Templates Storing Project Settings and Elements Sharing Custom Elements Building Templates for Projects Saving Time with Macros Recording Macros Running Macros Viewing and Editing Macro Code Learning More About Programming Project SAP Based Project Management Module Open ERP- Project Management Module
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05
10
08
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Module No. 7
8
Classroom Contact Sessions
Title/Topic Introduction to Open Softwares Tuleap Open ALM OrangeScrum MyCollab-Project ProjectLibre LibrePlan OpenProject ]project-open[ Redmine Open Source Project Management Software for Small Business Bitrix24 Trello Plan Project Management Software Asana MeisterTask GanttProject Producteev Freedcamp
Total IV.
11
11
60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
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Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 70 marks and will be based on practical computer-based tests and a viva-voce.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Proficiency in software based projects.
Reference Material
Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various hand-outs can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth. Journals / Magazines/ Newspapers 1.
The International Journal for Project Management
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FAMILY BUSINESS & ENTREPRENEURSHIP MANAGEMENT ELECTIVES
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MB870.3: LEADERSHIP SKILLS (LS) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To define what leadership is and how it is applied at all levels of organizational management. To understand the basics of leadership and management. To determine what is necessary to lead teams and organizations, and how to integrate this with business management. To become adept at assessing leadership traits and qualities in ourselves and others To learn how to develop leadership in ourselves and others. To appreciate the importance of organization culture and the leader‟s role in establishing it.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Introduction What are Leadership Skills? A Born Leader Traits of Successful Leader Why Leadership? o Managerial Roles Importance of Leadership Leading Vs Managing Roles and Relationships Developing Personality for Effective Leading Roles Authority Vs. Responsibility Leading the Team Delegation and Acceptance Mentoring Leadership–Styles, Models and Philosophy Leadership Styles Leadership Models Leadership Philosophy The Essence of Supportive Leadership The 21st Century Demand Leadership Competency Model Integrating, Cultivating and Rewarding Employees The Essence of Empowering Leadership Understanding the Needs, Motivation and Behaviour of
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08
08
08
08
08
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Module No.
Classroom Contact Sessions
Title/Topic Your Employees Developing, Strengthening and Practicing the Empowerment Skills. Multiple Intelligence of Leadership Cognitive Intelligence Emotional Intelligence Social Intelligence Cultural Intelligence Moral Intelligence Spiritual Intelligence Practical Interplay and Expression of Multiple Intelligence Contemporary Issues
7
8
Total IV.
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of leadership and its nuances The ability to asses self and others for leadership traits The ability to grow to a 360o leader. An understanding of what leaders do to be successful.
Reference Material
Text-Books 1. MTD Training, (Latest Edition), Leadership, Bookboon. 2. Douglas L. Jones, Empowering Leadership, (Latest Edition), Bookboon. 3. Walter Baets, Erna Oldenboom, (Latest Edition), Value Based Leadership in Business Innovation, Bookboon.
Reference-Book 1. Roger Gill, (Latest Edition), Theory and Practice of Leadership, Sage Publications India Pvt. Ltd.
Journals / Magazines / Newspapers 1.
HBR Issues on Building Leadership Skills
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MB.871.3: BUSINESS REGULATIONS AND START-UP FINANCING (BRSF) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To understand the business regulations in India. To provide an understanding of the main areas needed to know about in order to run a successful business. To provide students information that will help them develop the knowledge, understanding and skills associated with starting a small business.
Course Outline
Module No.
1
2
3
4
5
6
7
Title/Topic Industrial Acts and Legislations Companies Act Industrial Disputes Act Industries Development and Regulation Act Trade Unions Act Contract Law Laws relating to Intellectual Property Rights (IPRs) IPR and WTO India and IPR Key Regulations Environment Exports and Imports Occupational Health and Safety Man Power Competition Protection Finance and Economics Concepts Financial Planning and Management Financial Statements and Analysis Creating a Budget, Breakeven, What You Need to Show an Investor? Estimating Funding Needs Creating A Basic Financial Model and Budget Angle and Venture Funding Definition Methods Alternative Sources of Funding Crowd sourcing Foundations
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08
08
08
08
08
08
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Module No. 8
Classroom Contact Sessions
Title/Topic Corp Venture Contemporary Issues
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The understanding of the economic importance of entrepreneurs, enterprise and small business start-ups. The ability to understand the importance of a well-researched and well-constructed business plan. The ability to construct a business plan to attract potential lenders and investors.
Reference Material
Text-Books 1.
Philip J. Adelman, Alan M. Marks, (Latest Edition), Entrepreneurial Finance, Pearson Education. 2. William J. Stolze, (Latest Edition), Start Up Financing: An Entrepreneur's Guide to Financing a New or Growing Business, Career Pr Inc. 3. Sara Williams, (Latest Edition), The Financial Times Guide to Business Start Up: The most Comprehensive Annually Updated Guide for Entrepreneurs, Pearson Education. 4. Burns, P. (Latest Edition), Entrepreneurship and Small Business, Palgrave Macmillan Publishers Ltd.
Reference-Book 1.
Naeem Zafar, (Latest Edition), Finance Essentials for Entrepreneurs A Simple Guide to Understanding and Creating Financial Statements for Your Business
Journals / Magazines / Newspapers 1. SME World
Websites
http://business.gov.in/starting_business/pricing.php
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MB.872.3: CREATIVITY, INCUBATION AND INNOVATION (CII) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of the course are as follows: To understand the purpose, processes and tools of creativity and innovation. To discern appropriate strategies for implementing ideas. To appreciate the challenges that members of society and specifically entrepreneurs in today‟s ever changing, diverse, and global environment. II.
Course Outline
Module No.
1
2
3
4
5
Title/Topic What are Creativity, Incubation and Innovation Creativity How Business Incubators Work Innovation Innovation = Creativity + Commercialization The Business Incubator Players The Property Developers Government and Local Government The Academics The Corporate Venturers The Entrepreneurs The Venture Capitalists The Business Angels The Consultants Variations on a Theme Incubator Associations Creativity Tools and Techniques Lateral Thinking Enablers and Barriers to Creativity Creative Personality Brainstorming Entrepreneurial Creativity Creativity and Creative Groups Three Components of Individual Creativity Characteristics of Creative Groups Time Pressure and Creativity Steps for Increasing Your Own Creativity Types of Innovation Incremental and Radical Innovation Factors that Favor Incremental Innovation
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08
08
08
08
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Module No.
Classroom Contact Sessions
Title/Topic Innovations in Processes Service Innovations Idea Generation New Knowledge Tapping the Ideas of Customers Learning from Lead Users The Role of Mental Preparation How Management can Encourage Idea Generation Moving Innovation to Market The Idea Funnel Stage-Gate Systems Extending Innovation through Platforms Contemporary Issues
6
7 8
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the concepts of building blocks of innovation. The ability to understand processes and methods of creative problem solving: observation, definition, representation, ideation, evaluation and decision making. Their creative and innovative thinking skills. The ability to learn to practice and value teaming, communication, and diversity. The ability to understand risk taking, paradigm shift, and paradigm paralysis.
Reference Material
Text-Books William and Sons, (Latest Edition), Managing Creativity and Innovation: Practical Strategies to Encourage Creativity, Harvard Business School Press. 2. Bettina von Stamm, (Latest Edition), Managing Innovation, Design and Creativity, John Wiley & Sons, Inc. 3. Edited by Meredith Erlewine and Ellen Gerl, (Latest Edition), A Comprehensive Guide to Business Incubation National Business Incubation Association NBIA Publications. 4. Colin Barrow, (Latest Edition), Incubators: A Realist's Guide to the World's New Business Accelerators, John Wiley & Sons, Inc. 1.
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Reference-Books 1.
Shlomo Miatal and D.V.R. Seshadri, (Latest Edition), Innovation ManagementStrategies, Concepts and Tools for Growth and Profit, Sage Publications.
Journals / Magazines / Newspapers 1.
International Journal of Innovation, Creativity and Change
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MB.873.3: MANAGEMENT OF TECHNOLOGY AND INNOVATION (MTI) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To understand the dynamics of technological innovation To be familiar with how to formulate technology strategies To know how to implement technology strategies. To understand how to manage ideas in a technological based organization.
Course Outline
Module No. 1
2
3
4
5
6 7
Title/Topic Introduction Technology for Survival and Growth Innovate or Abdicate Change or Perish Science and Technology Scientific Discovery Technology Differences between Science and Technology Types of Technologies Technology Portfolio Technology Life Cycle Globalization of Technology Management of Technology Strategic Management of Technology Strategic Technology Management System Technology Forecasting Technology Generation Asset Protection and Timing of Innovation and Technology Methods to Protect Technological Knowledge Patents, Secrets, Etc. Models and Strategies of Market Timing for Innovations Technology Maturity, Obsolesce and Discontinuities Technology Maturity Technology Obsolescence Technological Discontinuities International Technology Transfer and Know-How Internationalization and Management of Innovation Introduction to New Product Development (Internal
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08
08
08
08
08 08
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Module No.
8
Classroom Contact Sessions
Title/Topic Technology Transfer) and Open Innovation New Product Development (NDP) Contemporary Issues
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the management of technology and innovation and work for instance in the area of business development, strategic projects or innovation management in his/her organization.
Reference Material
Text-Books Vijay Kumar Khurana, (Latest Edition), Management of Technology and Innovation, Ane Books Pvt. Ltd. 2. Schilling, M, (Latest Edition), Strategic management of technological innovation. McGrawHill. 1.
Reference-Books 1. 2.
Robert Burgelman, (Latest Edition),Strategic Management of Technology and Innovation, McGraw-Hill/Irwin Khalil, Tarek, (Latest Edition), Management of Technology: The Key to Competitiveness and Wealth Creation, Boston, MA: McGraw Hill Irwin.
Journals / Magazines / Newspapers 1. 2.
Journal of Business Venturing Technological Forecasting and Social Change
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MB874.3: SOCIAL ENTREPRENEUSHIP AND MANAGEMENT (SEM) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of the course are as follows: III.
To understand the field of social entrepreneurship and many of the opportunities, challenges, and issues faced by social entrepreneurs To understand and appreciate the role of (and need for) social entrepreneurship in building a sustainable society. To acquire the knowledge, skills, tools and techniques needed to become an entrepreneur in the social sector. To understand how to develop sustainable “business” model for building a social enterprise that can make a difference
Course Outline
Module No.
1
2 3
4
5 6 7 8
Classroom Contact Sessions
Title/Topic Defining Social Entrepreneurship What is Social Entrepreneurship Who are the Pioneers What does A Social Entrepreneur Do? Social and Business Entrepreneurship Understanding the SE Terrain Sector Studies Social Entrepreneurs’ DNA Social Enterprise Cases Global v/s Local Managing a Social Venture The Challenge of Managing Business Professional‟s V/S Social Activists. Managing Operations Accounting in A Non Profit Context Marketing Social Entrepreneurship Hybrids, Partnerships and Alliances Measuring Social Impact Delivering The Promises Understanding Risk: The Social Entrepreneur, and Risk Management Envisioning an Innovative Society How is Social Entrepreneurship Changing Minds? Governments Role Contemporary Issues
Total
© CHARUSAT 2016
08
08 08
08
08 08 08 04 60
Page 301 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation
Sl. No. 1 2 3 4 5
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The knowledge of the famous cases and stories of social entrepreneurs. The ability to analyze the goods and bad‟s of SEs, and potentially able to provide consultancy. The students will also learn to participate in social entrepreneurship, e.g. volunteering, entering competition, internship etc.
Reference Material
Text-Books David Bornstein, (Latest Edition), How to Change the World. New York: Oxford University Press. 2. David Bornstein, (Latest Edition), Social Entrepreneurship: What Everyone Needs to Know. Oxford; New York: Oxford University Press. 3. Justine C. Law and James J. Baderman, (Latest Edition), Everyday Legends: The Ordinary People Changing Our World, the Stories of 20 Great UK Social Entrepreneurs. WW Publishing. 4. Willie Cheng, (Latest Edition), The world that changes the world: how philanthropy, innovation, and entrepreneurship are transforming the social ecosystem. John Wiley & Sons. 1.
Reference-Books Rob John, Skoll Centre Working Paper: Beyond the Cheque: How Venture Philanthropists Add Value. UK: Said Business School, University of Oxford. 2. J. Gregory Dees, Jed Emerson, Peter Economy, (Latest Edition), Enterprising Nonprofits. A Toolkit for Social Entrepreneurs, John Wiley and Sons. 3. Alex Nicholls, (Latest Edition), Social Entrepreneurship: New Models of Sustainable Social Change, Oxford University Press. 1.
Journals / Magazines / Newspapers 1. Journal of Social Entrepreneurship 2. International Journal of Social Entrepreneurship and Innovation 3. Social Enterprise Journal
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TOURISM AND HOSPITALITY MANAGEMENT ELECTIVES
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MB880.3: PRINCIPLES AND CONCEPTS OF TOURISM AND HOSPITALITY MANAGEMENT (PCTHM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of basic concepts of tourism and hospitality management. To make the students aware of the significant contribution of tourism and hospitality industry.
Course Outline Module No.
1
2
Title/Topic Conceptual Framework of Tourism and Hospitality Industry Tourism and Hospitality o Concept, Meaning, Nature and Scope Definition and Differentiation o Tourist o Travellers o Visitor o Transit Visitor o Excursionist Leisure, Recreation and Tourism and their Interrelationship Greening of the Hospitality Industry The Tourism System Tourism Resource Attraction Product Market Industry Destination in the Context of Tourism Components of Tourism Intermediaries and Suppliers Types and Typologies of Tourism Medical, Adventure and Educational Tourism Approaches to Study Tourism Elements of Tourism Attraction Accessibility Accommodation
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10
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Module No.
3
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Concept and Types of Tourism Products Characteristics of Tourism Products Historical Dimensions of Tourism Travel and Tourism through the Ages o Early Travels o „Renaissance‟ and o „Age of Grand Tours‟ o Emergence of Modern Tourism o Concept of „Paid holiday‟ Understanding Tourism Motivations Concept of Heritage Management Commercialization of Tourism and Hospitality Business Factors Affecting Growth and Development of International and National Tourism Concept of Push and Pull Factors in Tourism Impacts of Industrialization and Technological Advancements on Tourism and Hospitality Industry Destination Creation Infrastructure in Tourism and Hospitality Business Tourism Infrastructure o Types, Forms and Significance Transport Sectors o Modes and Relative Significance Other Support Infrastructures required for Tourism Tourism Demand and Supply Concept of Demand and Supply in Tourism Unique Features of Tourist Demand Constraints in Creating Ideal Destination Significance of Tourism and Hospitality Industry Economic Impacts of Tourism and Hospitality Business o Income and Employment o Multipliers of Tourism o Balance of Payments o Foreign Exchange Etc. Socio-Cultural Impacts of Tourism and Hospitality Business o Cultural Exchange Among Nations and International Understanding Impacts of Tourism and Hospitality Business on Ecology and Environment. Emerging Forms of Tourism Contemporary Issues
Total
© CHARUSAT 2016
08
08
08
08
08
05 60
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Clear exposure and understanding of the basic concepts of tourism and hospitality management. Insights into the historical dimensions, role of infrastructure and significance of tourism and hospitality industry.
Reference Material
Text-Books 1. Cooper, C. Fletcher, J. Gilbert, D. and Wanhill, S., (Latest Edition), Tourism: Principles and Practice, Addison Wesley Longman Publishing, New York. 2. Mishra, S. N. Sadual S. K., (Latest Edition), Basics of Tourism Management, Excel Books.
Reference-Books 1. Prasad, V. and Sundari V. B. T., (Latest Edition), Travel and Tourism Management, Excel Books. 2. Raj. K., (Latest Edition), Modern Dictionary of Tourism, Ivy Publishing House. 3. Seth, P. N. Bhat, S., (Latest Edition), An Introduction to Travel and Tourism, Starling Publishers. 4. Krishnan, K. K., (Latest Edition), Managing Tourist Destination: Development, Planning, Marketing, Policies, Kanishka Publishers Distributors. 5. Bhatia, A. K., (Latest Edition), Tourism Development: Principles and Practices, Starling Publishers Pvt. Ltd.
Journals / Magazines / Newspapers 1. The Management of Hospital and Tourism Enterprise. 2. Asia on Tour: Exploring the Rise of Asian Tourism, Tim Winter
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MB881.3: TOURISM POLICY, DESTINATION PLANNING AND DEVELOPMENT (TPDPD) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of basic concepts of Tourism Policy, Planning and Development. To make the students aware about the different types of tourism planning. To increase understanding of the steps taken by Indian Government for Tourism development in India.
Course Outline
Module No.
1
2
3
4
Title/Topic Tourism Policy Concept of Policy Role of Government, Public and Private Sectors in Formulating Tourism Policy National Tourism Policy 1982 and 2002 Tourism Planning Planning o Concept o Definition o Nature o Process Tourism Planning o Concept o Need o Objective o Goals Levels and Types of Planning Tourism Planning Principles Importance of Planning in Tourism Steps in Tourism Planning Planning, Staffing and Evaluation Approaches of Planning in Tourism Planning Approaches for Different Form of Tourism Eco Tourism Urban Tourism Rural Tourism Destination Planning Ways and Benefits of Destination Planning
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Classroom Contact Sessions
05
10
08
08
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Module No.
Classroom Contact Sessions
Title/Topic
Planning for the Development of a Tourist Destination Impacts of Unplanned Tourism Development on a Tourist Destination Process of Destination Planning Significance of Defining Objectives, Background Analysis and Detailed Research in the Destination Planning Process Destination Planning Process Development of Tourism in India Plans and Policies of the Government of India for the Development of Tourism Sector National Action Plan for Tourism (NAPT) 1992: Objectives and Strategies. Constraints of Developing the Tourism Sites Challenges Faced during the Implementation of Tourism Development Plans. Role of State and Central Government in Allocating Funds for Tourism Development Benefits of Developing the Tourism Sites Contemporary Issues
5
6
7
8
Total IV.
08
08
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand of tourism policies, short term and long term tourism planning and the constraints and challenges associated with it. The ability to understand the development aspects involved in tourism management.
Reference Material
Text-Books 1. 2.
Inskeep, E., (Latest Edition), Tourism Planning: An Integrated and Sustainable Development Approach, Van Nostr and Reinhold, New York. Sharma, J. K., (Latest Edition), Tourism Planning and Development, New Delhi.
Reference-Books 1. 2. 3. 4.
Mukhopadhyay S., (Latest Edition), Tourism Economics, ANE Books, New Delhi. Sharma. K. K., (Latest Edition), Planning For Tourism, New Delhi. Sinha, R. K., (Latest Edition), Tourism: Strategies, Planning and Development, New Delhi. UNWTO, (Latest Edition), National and Regional Tourism Planning: Methodology and Case Studies, Thomson Learning, UK.
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Journals / Magazines / Newspapers 1. Journal of Tourism and Hospitality Management, ISSN 2328-2169. 2. South Asian Journal of Tourism and Heritage, ISSN 0974-5432.
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MB882.3: INDIAN TOURISM AND HOSPITALITY MANAGEMENT (ITHM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To familiarize students with the important tourism destinations in India. To help students to understand the relevance and importance of famous tourism destinations in India. To help students to understand the significance of developing Indian tourism destinations. To help students to understand emerging trends in tourism industry.
Course Outline
Module No.
1
2
3
Title/Topic Indian Tourism Diversity India as Tourism Destination Man Made Tourism Resources Architectural Heritage o Forts, Palaces, Monument Indian Culture and Traditions Culture and Tradition o Folklore, Cuisine, Costume Religions o Jainism, Islam, Hinduism, Christianity, Sikhism Dance and Music Handicrafts Fairs and Fests Important Destinations in India Natural Tourism Resources National Parks Wild Life Sanctuaries Biosphere Reserves Mountains Beaches Islands Back Water Inland Water Ways Adventure Tourism Aero Based Tourism
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05
08
08
Page 314 of 533
Module No.
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Perspectives of Tourism and Hospitality Management in Selected States of India with respect to the following details: Profile of the State o Brief History o Major Destinations o Archaeological o Historical o Heritage o Religious o Natural Resources Other Major Cities Arts, Crafts and Shopping Folk Music and Dances Fairs and Festivals Adventure Sports and Special Interest Tours National Parks and Wildlife Sanctuaries Cuisine Major Circuits and Packages Popular Tourist Festivals Organized for the Promotion of Tourism Other Places of Interest Like Major Museums, Adventure Sports, Forts, Palaces etc. Heritage Management Assessing the Economic Evaluation of Heritage Sites Need and Significance of Developing the Heritage Sites Constraints Faced during the Heritage Management Role of Government and Local Authorities in Heritage Management Educating Local People in regards to Heritage Management Role of National Organizations Engaged in Heritage Management Dynamism of Indian Tourism and Hospitality Industry Emerging Form of Tourism in India o Responsible o Alternative o Rural o Agro Tourism Sustainable Tourism o Eco Tourism o Medical Tourism o Village Tourism Contemporary Issues
Total
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14
06
06
08
05 60
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Clear understanding and exposure to the details of Indian Tourism industry and its significance. The ability to think strategically in expanding the tourism business in India by capitalizing the natural and cultural diversity of India.
Reference Material
Text-Books 1. Basam A.L., (Latest Edition), Wonder – That Is India, Pan Macmillan. 2. Bryn Thomas, (Latest Edition), Lonely Planet, Lonely Planet Publications. 3. Asif Iqbal Fazili, (Latest Edition), Tourism in India Planning and Development, New Delhi.
Reference-Books 1. Bhagawati, A. K., Bora, A. K., Kar, B. K., (Latest Edition), Geography of Assam, Rajesh Publishers, Latest Edition, New Delhi. 2. Bora, Sheila and M. C., (Latest Edition), The story of Tourism: An Enchanting Journey through Indias‟ North- East, USB Publishers Distributors Pvt. Ltd., New Delhi. 3. Romila Chowla, (Latest Edition), Cultural Tourism and Heritage, Arise Publishers, New Delhi. 4. I. C. Gupta, (Latest Edition), Tourism Products of India, Gian Publishing House, New Delhi. 5. Acharya Ram, (Latest Edition), Tourism and Cultural Heritage of India, RBSA Publishers, Jaipur.
Journals / Magazines / Newspapers 1. Journal of Tourism and Hospitality Management, ISSN 2328-2169.
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MB883.3: LEGAL ASPECTS OF TOURISM AND HOSPITALITY MANAGEMENT (LATHM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enables students to know the government rules and regulations to set up a business in tourism and hospitality industry. To create awareness among students about service industry related laws like contract act, industrial legislation and tourism related laws.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Role of Indian Government Regulatory Framework of Tourism and Hospitality Industry in India. Role of Ministry of Tourism in India. State Level Tourism Development Corporation Introduction to Indian Acts Applicable to Tourism and Hospitality Industry Minimum Wages Act Workmen‟s Compensation Act Payment of Gratuity Act 1972 Payment of Bonus Act 1966 Employee State Insurance Act Consumer Protection Laws Entertainment Laws No Smoking Laws Behavioural Rules and Restrictions in Public Areas Foreign Exchange Regulation Act Procedure for Customer Grievance Redressal Role of State and National Commission Tourism Laws in India The Wildlife Protection Act 1980 Antiquities and Art Treasures Act 1972 Monuments and Archaeological Sites and Remains Act 1958 Sustainable and Preservation Act Laws related to Tourists in India Citizenship Act Passport Act Foreigners Registration Act Import Export Control Act
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Classroom Contact Sessions
05
10
08
08
08
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Module No.
6
7 8
Classroom Contact Sessions
Title/Topic Tourism related Procedures and Guidelines Customs FERA Act Reserve Bank of India – Guidelines Government Procedures Tourism Regulations of Government Laws and Regulations in Tourism and Hospitality Sector Laws and Regulations related to Transport Sector Laws and Regulations related to Hospitality Sector Laws and Regulations relating to Travel Agency Contemporary Issues
08
08 05 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 319 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The understanding and insights to the tourism and hospitality business related legislative framework with more emphasis on the role played by Ministry of Indian Tourism and State governments to promote the tourism activities in India.
Reference Material Text-Books 1. M. C. Metti, (Latest Edition), Hotel, Restaurant and Travel Law, Anmol Publications. Pvt. Ltd. 2. Gary and Chawla, (Latest Edition), Mercantile law, Anmol Publications. Pvt. Ltd. 3. Gary and Chawla, (Latest Edition), Business Law, Anmol Publications. Pvt. Ltd. 4. Tulsian, (Latest Edition), Business Law, Anmol Publications. Pvt. Ltd. Reference-Book 1.
Bare Acts for the Acts covered in Course Syllabus.
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MB884.3: FRONT OFFICE MANAGEMENT (FOM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To help students to know the basic functions of front office management. To help students to understand the emergencies and critical issues to be handled in Tourism and Hospitality business.
Course Outline
Module No.
1
2
3
Title/Topic Front Office Basics Front Office – House Keeping Front Office Organization Charts Front Office Personnel Job Descriptions of Front Office Staffs Inter Departmental Relationship between Front Office and Other Departments Qualities of Front Office Staff Reservations Types of Reservation o Guaranteed Reservation o Non-Guaranteed Reservation o Travel Agents Reservation o Corporate Reservation o Group Reservation Source of Reservation Importance of Reservation Methods of Reservation On-Line and Off-Line Bookings Basic Reservation Activities Reservation Records and Documents Reservation Charts Computerized Reservation System Reservation Cancellation Terms and Conditions Registration Registration Activities Pre-Arrival Registration Maintenance of Registration Records Flow of Guest Information between Front Office and Other Departments Walk-In Guests
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Classroom Contact Sessions
05
10
08
Page 321 of 533
Module No.
4
5
6
7 8
Classroom Contact Sessions
Title/Topic Guest with Non-Guaranteed Reservation Guest with Guaranteed Reservation Functions of Front Office Accounting System Types of Accounts The Front Office Accounting Cycle Creation and Maintenance of Accounts Settlement of Accounts Types of Settlement , Cash Settlement, Credit Settlement Methods of Handling Guest Accounts Manually and Computerized Accounting Tariff Structure and Payment Handling Basis of Charging Hubbart Formula Different Types of Tariffs Rack Rates Discounted Rates for Corporates, Airlines, Groups and Travel Agents Alliance Maintenance Maintaining Executive Longue Foreign Currency Handling Forms of Payments Complaint Handling Emergency Procedures Medical Emergency, Theft, Death, Fire Dealing with Drunken Guest Dealing with Guest Problems Telephone o Services o Equipment o Procedure o Manners Telex and Fax Messages o Equipment and Procedures Safety Locker Management Sector Specific Front Office Management Hotel Aviation Contemporary Issues
Total
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08
08
08
08 05 60
Page 322 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding of the basic functions of front office management like reservation, registration and account keeping. The ability to learn the strategies to deal with the customers in critical situations.
Reference Material
Text-Books Peter Abbott, (Latest Edition), Front Office Procedures and Management, ButterworthHeinemann. 2. S. K. Bhatnagar, (Latest Edition), Front Office Management, Frank Bros. and Co. Publishers Ltd., New Delhi. 1.
Reference-Books Dennis Foster, Lake Forest, (Latest Edition), Front Office Operation and Administration, McGraw-Hill. 2. Micheal L., Kasavama, (Latest Edition), Front Office Procedures, EIAHMA, US. 1.
Journals / Magazines / Newspapers 1.
The Management of Hospital and Tourism Enterprise.
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JOURNALISM AND MASS COMMUNICATION MANAGEMENT ELECTIVES
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MB890.3: DEVELOPMENT COMMUNICATION (DC) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To sensitize students with the need and issues of development To understand paradigms of development, and their adoption To have an understanding of approaches to development communication To understand development issues, particularly in Indian perspective
Course Outline
Module No 1
2
3
4
Title/Topic Introduction to Development Development: Definition Measuring Development Characteristics of Developing Countries Development Organizations and Plans Union or State Governments Ministries and Departments Planning Commission: Five Year Plans International Organizations: UNICEF, UNDP, UNESCO, WTO, WHO Theories of Development Dominant Paradigms o Modernization Approach o Rostow‟s Theory of Stages of Growth o Big Push Theory o Theory of Unbalanced Growth Structuralist Paradigms o Dependency Theory o Theory of Raul Prebisch o Theory of Andre Gunder Frank o Paulo Freire Approach Non-Unilinear Approach o Approaches of Gandhi and Schumacher o Neo Marxist Paradigm o Basic Needs Model Development Communication Development Communication: Definition, Concept, Need Role of Mass Communication in Development o Empathy o Diffusion of Innovation o Magic Multiplier
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Classroom Contact Sessions 06
06
12
10
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Module No
Classroom Contact Sessions
Title/Topic o Development Support Communication Definition, Concept, Extension o Application of DSC in Agriculture, Health, Literacy Localized Approach o Participatory Rural Appraisal o Application of DSC in Agriculture, Health, Literacy o Role of NGOs and Panchayati Raj Institution in Development Indian Perspective and Development Issues Rural Development o Poverty Alleviation o Land Reforms o Women and Child Development o Health and Family Welfare Urban Development o Slum, Housing o Public Transport, Traffic o Water and Power Supply Forest and Tribal Development o Ecology Vs. Economy o Tribal Rights on Forest o Wild Life and Forest Conservation Sustainable Development Sustainable Development: Concept and Practice Role of Media Role of Media in Development Use of Traditional Media for Development Role of Print Media in Development Contribution of Broadcast Media to Development New Media and Development Cinema and Development Contemporary Issues
5
6
7
8
Total IV.
08
06
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of development communication and understand its role in society.
Reference Material
Text-Books 1. Tiwari, IP., (Latest Edition),Communication Technology and Development, Publication Division, Govt. of India, New Delhi. 2. Thirwall A. P., (Latest Edition), Growth and Development –With Special Reference to Development Economics, ELBS/Macmillan, New York.
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Reference-Books 1. Singhal, Arvind, Rogers, (Latest Edition), India‟s Information Revolution, Sage, New Delhi. 2. Melkote, Srinivas R., (Latest Edition), Communication for Development in the Third World: Theory and Practice, Sage, New Delhi. 3. Ostman, Ronals E., (Latest Edition), Communication and Indian Agriculture, Sage, New Delhi. 4. Dreze Jean and Sen Amartya., (Latest Edition), Indian Development: Selected Regional Perspective, Oxford, Delhi. 5. Gupta V. S., (Latest Edition), Third Revolution in Indian Perspective- Contemporary Issues and Themes in Communication, Concept Pub Co. New Delhi. 6. Jonson Kirk., (Latest Edition), Television and Social Change in India, Sage, New Delhi. 7. Mody, Bella., (Latest Edition),Designing Message for Development Communication, Sage, New Delhi.
Journals / Magazines / Newspapers 1.
The Journal of Development Communication.
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MB891.3: INTROUDCTION TO MASS COMMUNICATION AND JOURNALISM (IMCJ) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To understand the relationship between communication and society. To study different modes, structures and forms of communication. To apprise students of theories of mass communication in socio cultural perspective
Course Outline
Module No 1
2
3
4
5
6
7
Title/Topic Introducing the Mass Communication Introduction Tools of Mass Communication Mass Communication and Society Principles of Communication Communication Principles of Effective Communication Business Communication Techniques Mass Communication: Various Approaches Theoretical Approach Approach to Culture Pertinent Issues Journalism Journalism News Reporting Editing Newspaper Printing and Management Photography Photojournalism Advertising and Public Relations Advertising Objective DAGMAR Models Public Relations Mass Communication Channels Print Media Electronic Media Cinema Recent Trends in Mass Communication Green Revolution Cyber Journalism
© CHARUSAT 2016
Classroom Contact sessions 06
06
10
06
10
10
06
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Module No
Classroom Contact sessions
Title/Topic Event Management Designing Creative Brief Contemporary Issues
8
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
Page 331 of 533
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to apply the concepts of Mass Communication, Journalism and latest trend in it.
Reference Material
Text-Books B.K. Chaturvedi, S.K. Mittal, (Latest Edition), Mass Communication Principles and Practices, Global Vision Publishing House. 2. McQuail, Dennis, (Latest Edition), Mass Communication Theory, Sage Publication, New Delhi. 1.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Baran, Stanley J and Davis, Dennis K., (Latest Edition), Mass Communication Theory, Thomson Wadsworth, New Delhi. Ghosh, S., (Latest Edition), Mass Media Today in the Indian Context, Profile Publishers, Kolkata. De Fleur, (Latest Edition), Melvin and Sandra, Ball Rokiach Theories of Mass Communication, Longman, New York. Susmita Bala., (Latest Edition), Samkeleen Sanchar Sidhant, DPS Publishing House, New Delhi. Narula, Uma, (Latest Edition), Handbook of Communication Models, Perspective, Strategies, Atlantic Publishers, New Delhi. Kumar, Kewal J., (Latest Edition), Mass Communication in India, Jaico Books, New Delhi. J.S. Yadava and Pradeep Mathur, (Latest Edition), Issues in Mass Communication: The Basic Concepts, Kanishka Publishers, Delhi. Shymali Bhattacharjee, (Latest Edition), Media and Mass Communication: An Introduction, Kanishka Publishers, Delhi.
Journals / Magazines / Newspapers 1. 2. 3. 4.
Mass Communicator: International Journal of Communication Studies. Journal of Advanced Research in Journalism and Mass Communication. Journal of Creative Communication. Journalism and Mass Communication.
© CHARUSAT 2016
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MB892.3: MEDIA LAWS AND ETHICS YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of the course are as follows: III.
To look into the relevance of media laws and analyze ethical issue. To assess need for regulation and control on contents in media. To apprise the students of cyber laws and the ethical issues involved. To understand the intricacies of promotional media and their responsibility.
Course outline
Module No
1
2
3
Title/Topic Introduction to Media Laws and Ethics The Roots of Constitutions Society, Laws, Media and Democracy Laws - Bills and Act, Ordinance, Regulations, Statute, Code, Norms, Conventions Legal Terminology - Plaintiff, Defendant, Affidavit, Evidence, Prosecution, Conviction, Accused, Acquittal, Bail, Prima Facie, Subjudice etc. Ethical Issues Freedom of the Press Pre-Independence Press Laws, Curbs on Press Freedom Freedom of Speech and Expression, Freedom of the Press- Art 19(1)(A) Freedom of Speech and Expression as Applied to Cinema, Film Censorship Reasonable Restrictions on the Freedom of the Press- Art 19(2) Contempt of Court, Defamation Parliamentary Privileges Vs Freedom of the Press Official Secrets Act 1923 Transparency Laws in India and Elsewhere, RTI Act 2005 Whistleblower Laws in India and Other Countries, Public Interest Disclosure and Protection to Persons Making the Disclosure Bill, 2010 Media Laws and Ethical Issues Press and Registration of Books (PRB) Act 1867, Need of Amendment Working Journalist Act 1955 and 1958: Wage Boards and Fixation of Wages Press Council Act 1978, PCI and its Code of Conduct International Norms, Code of Ethics in Different Countries
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Classroom Contact Sessions
06
08
08
Page 333 of 533
Module No
4
5
6
Title/Topic Intellectual Property Right, Copyright in India Right to Privacy, Invasion in Privacy By Media Laws Related to Vulgarity, Obscenity in Media Social Responsibility of the Press, Self Regulation Social Audit, Ombudsman Self Regulations among others Broadcast Media: Laws and Ethics Broadcast Laws in India and Abroad AIR and DD Broadcast Code, Commercial Code, Election Code Prasar Bharti Act: Relevance of Corporation, Standard of Contents Broadcasting Services Regulation Bill 2007, Issue of Content Code Fight For TRP and Its Fallout on Ethical Standard of TV Channels Self Regulation By the Industry: News Broadcasters Association (NBA) Regulation By the Government: Indian Broadcasting Foundation (IBF) Broadcasting Content Complaints Council (BCCC) Issue of Protection of Viewers and Competition Among Channel Operators, Cable Television Networks (Regulation) Act 1995, Act Role of Telecom Regulatory Authority (TRAI) in Broadcast Media Cyberspace: Laws and Ethics Cyber Crimes, Cyber Attacks, Cyber Bullying, Cyber Security Hacking and Anti-Hacking Concepts Information Technology Act 2000, Report of Expert Committee on Amendments Blogging and Social Networking Sites, and Ethical Issues Efforts for Control of Web Contents in India, China and Elsewhere Debate on Making Cyber Laws A Part of International Law Issue of Copyright and IPR on Web: Stop Online Piracy Act (SOPA) Protect IP Act (PIPA) Online Protection and Enforcement of Digital Trade Act (OPEN) Ethical Rules By Professional Bodies At National – International Level Promotional Media: Laws and Ethics Integrated Marketing Communication, Laws and Ethics Advertising, Media and Freedom of Speech Marketing and Advertising Regulations in India and Abroad Advertising and Consumers: Drug and Magic Remedies
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Classroom Contact Sessions
08
08
08
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Module No
Classroom Contact Sessions
Title/Topic (Objectionable Advertisement) Act 1954 Consumer Protection Act 1986 Internet Advertising, Piracy Policies and Related Issues Advertising-Ethical Rules Framed By Advertising Standard Council of India (ASCI) Advertising Agencies Association of India, Indian Newspaper Society (INS) Ethical Rules Framed By International Bodies- American Association of Ad Agency (4 A) Federal Trade Commission (FTC) Cyber Journalism : Laws and Ethics Contemporary Issues
7 8
Total IV.
08 06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
V.
Sl. No. 1 2 3 4 5
Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of Media Laws and Ethics.
Reference Material
Text-Books Ravindranath, P. K., (Latest Edition), Press Laws and Ethics of Journalism, Authors Press, New Delhi. 2. Barua, Vidisha, (Latest Edition), Press and Media Law Manual, Universal Law Publishing Co. Pvt. Ltd., New Delhi. 1.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Ravindran, R. K., (Latest Edition), Handbook of Radio, Television and Broadcast Journalism, Anmol Publication, Delhi. John Vernon Pavlik, (Latest Edition), New Media Technology, Allyn and Bacon. Ambrish Saxena, (Latest Edition), Freedom of Press and Right to Information in India, Kanishka Publication, New Delhi. Guha Thakurta, Paranjoy, (Latest Edition), Media Ethics, Oxford University Press, New Delhi. Jethwaney J. and Jain Shrut, (Latest Edition), Advertising Management, Oxford University Press, New Delhi. Angela Wadia, (Latest Edition), Global Resource Book on Right to Information, Kanishka Publication, New Delhi. Jean Claude Bertrand, (Latest Edition), Media Ethics and Accountability System, Transaction Publishers. Valerie Alia, Brian Brennan, (Latest Edition), Deadlines and Diversit, Fernwood Publishing. Barry Hoffmaster, (Latest Edition), Journalism Ethics in a Changing World, Black Point. Clow E Kenneth, (Latest Edition), Integrated Advertising, Promotion and Marketing Communication, Printice Hall. Philip Kotler, (Latest Edition),Marketing Management, Pearson Prentice Hall.
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Journals / Magazines / Newspapers 1. Journal of Applied Journalism and Media Studies 2. Journalism Studies, Taylor and Francis Journals
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MB893.3: MEDIA ECONOMICS AND ANALYSIS YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
To explains the fundamental concepts relevant to the study of media economics. To Study economic theory to business practice. To study the impact of economics on public policy.
III. Course outline Module Title/Topic No Introduction to Media Economics Macroeconomics and Microeconomics The Firm in Economic Theory Competitive Market Structures Market Structure and Behaviour 1 What is So Special about Economics of the Media? Key Economic Characteristics of the Media Economies of Scale Economies of Scope Strategies The Vertical Supply Chain Changing Market Structures and Boundaries Corporate Growth and Concentration Strategies Strategic Responses to Digitization 2 Managerial Theories Horizontal Expansion Diagonal and Conglomerate Growth Vertical Expansion Transnational Growth Media and Public Policy Free Market Versus Intervention Support Measures for Media Content Protectionism 3 Concentrated Media Ownership Promoting Competition Monopolies and Technological Change Maximising Efficiency PSBs and State Aid Rules Media and Market 4 Demand: Push to Pull Mass to Niche
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06
08
08
08
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Module No
5
6
7
8
Classroom Contact Sessions
Title/Topic User Empowerment Segmentation and Branding Audience Flow Management Market Failure in Broadcasting Public Service Content Provision Economics of Content Supply Novelty and Risk Spreading Portfolios Repetition and Formats Funding Models: Cost Plus Versus Deficit Financing Windowing Media and Network Networks Economics of Networks Broadcasting Networks Global Networks in Transnational Publishing Online Content Distribution Social Networks and Microblogging The Changing Role of Networks in Media Economics Economics of Media Organizations Sources of Revenue in A Newspaper / Magazine Cost and Revenue Relationship in A Newspaper/ Magazine TV Organization: Issues of Marketing And Distribution Cost and Revenue Relationship in A TV Channel Cost and Revenue Factors in Web Based Organizations Economics of Advertising The Advertising Industry Why Does Advertising Take Place? Firms Control on their Own Markets Informative Versus Persuasive Advertising Advertising as a Barrier to Market Entry Advertising and the Performance of the Economy The Rise of Internet Advertising The Firm's Advertising Decision Contemporary Issues
06
10
08
Total IV.
06 60
Pedagogy The course will emphasise self-learning and active classroom interaction based on students‟ prior preparation. The instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the
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material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom discussions of concepts and theory Case discussions Students‟ presentation Management Exercise/ Stimulations/Game Feedback
… … … … …
About 40 sessions About 08 sessions About 06 sessions About 04 sessions About 02 sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation
Sl. No. 1 2 3 4 5
The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of Media Economics and Analysis.
Reference Material
Text-Book 1.
Doyel G., (Latest Edition), Understanding Media Economics, SAGE Publications Ltd.
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Reference-Books Porter, M. E., (Latest Edition), The Value Chain and Competitive Advantage, M. E. Porter, Competitive Advantage (First., pp. 33–61). 2. Albarran, A. B., (Latest Edition), Media Economics: Understanding Markets, Industries and Concepts, Ames, IA: Iowa State Press. 3. Albarran, A. B., (Latest Edition), The Media Economy, New York: Routled. 1.
Journals / Magazines / Newspapers 1. Journal of Applied Journalism and Media Studies 2. Journalism Studies, Taylor and Francis Journals
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MB894.3: MEDIA ANALYTICS YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
To gain an understanding of how managers use business analytics to formulate and solve business problems and to support managerial decision-making. To become familiar with the processes needed to develop, report, and analyze business data. To learn use of statistical tools and software for business analytics.
III. Course Outline Module Title/Topic No Introduction to Media Analytics Introduction to Analytics 1 A Framework for Analytics Need and scope of Media Analytics Data Visualisation and Interpretation Types of Data Data Summarisation and Visualisation 2 Basic Probability Concepts Sampling and Estimation Data Interpretation Data Modelling- I Fitting and Interpreting Regression Model 3 Identifying and Selecting Important Predictors Operation Research and Linear Programming Data Modelling- II Dummy Variables and Interaction Terms 4 Nonlinear Relationship and Data Transformation Multi-Collinearity and Variable Selection Decision Framework Decision Need 5 Decision Model Decision Making Decision Execution Media Channel Analytics Audience Analytics Quality Service Monitor 6 Viewer Diagnostics Social Media Analytics Mobile Analytics
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Classroom Contact Sessions 03
06
06
10
10
10
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Module No 7 8
Classroom Contact Sessions
Title/Topic Introduction to MS Excel and Statistical Software Use of MS Excel for Analysis Use of SPSS/ SAP for Analytics Contemporary Issues
10 05 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the tools of business analytics.
Reference Material
Text-Book 1.
Rahul Saxena, and Anand Srinivasan, (Latest Edition), Business Analytics: A Practitioner‟s Guide, Springer Science and Business Media, New York
Reference-Book Wolfgang Jank, (Latest Edition), Business Analytics for Managers, Springer Science and Business Media, USA. 2. Chuck Hemann, Ken Burbary, (Latest Edition), Digital Marketing Analytics: Making Sense of Consumer Data in a Digital World, Que Publising, USA. 3. S. Albright, Wayne Winston, (Latest Edition), Business Analytics: Data Analysis and Decision Making, Cengage Learning, USA. 1.
Journals / Magazines / Newspapers 1. Journal of Applied Journalism and Media Studies 2. Journalism Studies, Taylor and Francis Journals
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Master of Business Administration (MBA) Programme
SYLLABI (Semester – 4)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY © CHARUSAT 2016
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MB805.3: COMPREHENSIVE PROJECT (CP) (PRACTICAL) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
6
The objectives of this course are as follows:
III.
To enable the students to investigate in detail a topic relating to one of their areas / streams of specialisation, and in the process, develop a comprehensive understanding of the area/stream.
Pedagogy For this course, each student will choose his/her faculty guide in the area/stream and work on the issue jointly with the faculty. The students will work on their projects individually and not in pairs or teams. The institute may appoint a faculty guide in case a student is not able to choose a guide, or if a faculty member is chosen as a guide by too many students to allow him to do justice to the students by way of guidance. As a rule, no faculty member may be permitted to guide more than five students. A faculty co-guide may also be appointed for every/any student. The investigation will be in the nature of a research through: i. ii.
Study of secondary data from books, journal and magazine articles, newspaper articles, websites, electronic and physical databases, etc; Primary data collection through interviews, discussions, and other research instruments. Students are encouraged to pursue the research in the organisation where they had undergone their summer internship.
The outcome of the research will be a comprehensive report which would contain, among others, the following:
Area of research chosen, with reason Literature Review Problem Definition Research Method Data Collection and Analysis Conclusions and Recommendations, if any. Limitations of the study and lead for further work
The detailed format of the report will be circulated to the students at the beginning of the third semester by the faculty guide.
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IV.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the faculty guide on the basis of the regularity and quality of work by the student under his/her guidance. The internal evaluation will be for 30% of the course.
V.
External Evaluation The University examination will be based on oral presentation, review of students‟ reports and a viva-voce and will carry 70% marks for the course evaluation.
VI.
Learning Outcomes At the end of the course, the students should have developed a comprehensive understanding of the chosen area of specialisation and the major issues in the area.
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MB806.3: LOGISTICS AND SUPPLY CHAIN MANAGEMENT (LSCM) YEAR 2, SEMESTER 4 I.
Number of credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To develop an appreciation of importance of an effective supply for competitive advantage. To introduce students to the supply chain network and enable them to gain the knowledge of planning and managing the supply chain processes.
Course Outline
Module No. 1
2
3
4
5 6
Classroom Contact Sessions
Title/Topic Building Strategic Framework to Analyze Supply Chains Understanding Supply Chain Management Supply Chain Performance: Achieving Strategic Fit and Scope Supply Chain Drivers and Obstacles Designing the Supply Chain Network Designing the Distribution Network in a Supply Chain Network Design in the Supply Chain Network Design in an Uncertain Environment Planning Demand and Supply in A Supply Chain Demand Forecasting Aggregate Planning Planning and Managing Inventories in A Supply Chain Managing Economies of Scale: Cycle Inventory Managing Uncertainty: Safety Inventory Sourcing, Transporting and Pricing Products Sourcing Decision in Supply Chain Transportation Contemporary Issues
Total IV.
07
08
08
08
07 07 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 23 Sessions About 10 Sessions About 06 Sessions About 04 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
The ability to understand and critically evaluate the principles of supply chain management. The ability to understand how a supply network should be organized and effectively managed, taking account in particular of supply strategy, inter-organizational relationships and logistics issues. The ability to appreciate the wider societal implications of supply chain management including public sector implementation, environmental impact, and globalization.
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VIII.
Reference Material
Text-Book 1.
Sunil Chopra, Peter Meindi, (Latest Edition), Supply Chain Management: Strategy, Planning and Operation, Pearson Education.
Reference-Books John T., (Latest Edition), Supply Chain Management, Mentzer Response books, Sage Publication. 2. Robert B. Handfield, (Latest Edition), Supply Chain Management, Prentice Hall. 1.
Journals / Magazines / Newspapers 1. 2.
Supply Chain Management Review California Management Review
Websites 1. 2. 3.
http://www.ism.ws/ http://www.supplymanagement.com/ http://supply-chain.org/
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MB807.3: MANAGERIAL EFFECTIVENESS (MAE) (PRACTICAL) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
2
The objectives of this course are as follows:
To prepare students to internalise managerial personality traits so that they can perform their roles in their chosen careers with effectiveness; To develop the students‟ negotiating and salesmanship skills; and To help the students manage their emotions for achieving a harmonious work-life balance.
III. Course Outline Module Title/Topic No. Understanding and Mapping Personality Introduction Personality Factors (Leadership Morale Vs. Individual Motivation) 1 Types of Personality Mapping Personality (SWOT Analysis and Exercises) Building Manners and Etiquettes (Individual / Group) Forming the Habits for Effectiveness The Seven Habits of Highly Effective People o Being Proactive and Personal Vision Development o Personal Leadership o Time Management 2 o Win-Win and Interpersonal Leadership o Empathic Communication o Synergy and Creative Cooperation o Balanced Self-Renewal The Eighth Habit o Striving for Excellence /Greatness Emotional Management Personal o Conflict, Individual Internal Conflict – How to Overcome it? o Scope for Introspection 3 o Stress Management and Coping Techniques Interpersonal o Life Position o Management Development Methods for Decision Making: Case Study, In-Basket, Management
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Classroom Contact Sessions
05
05
05
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Module No.
Classroom Contact Sessions
Title/Topic Games, etc. Interpersonal Skills: Situation Training, RolePlaying, Transaction Analysis, Johari Window, etc. o Individual‟s Knowledge: Conferences, etc. o Group: Crises Management (Disaster) Learning The Managers’ Way Unwritten Laws of Business Negotiation and Salesmanship Project Preparation Interviewing High Profile Personality (IHPP) o
4 5 6
05 05 05
Total IV.
30
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. He/she is expected to adopt innovative approaches to make the classroom and tutorial/laboratory sessions interactive, participatory and enriching. In view of the significance and importance of the life management skills for successful managerial practice, the instructor is expected to provide individual attention to the students and give them constant feedback for improvement. Wherever the material for any session is drawn from sources beyond the prescribed reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undergo and undertake an interview. The pedagogical mix will be as follows:
Classroom Contact Sessions
Classroom discussions of concepts and cases Exercise-based Practice and Simulation Games Students‟ Interview / presentations based on Project Feedback
© CHARUSAT 2016
… … … …
About 13 Sessions About 10 Sessions About 05 Sessions About 02 Sessions
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No. 1 2 3 4
Component Book Review and / or Presentation Assignments Interview of High Profile Personality Attendance and Class Participation
Number
Marks per incidence
1 3 1
60 60 30 Total
60 180 30 30
Percentage of total internal evaluation 20 60 10 10
300
100
Total Marks
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The internal marks will constitute 30% of the course evaluation. VI.
External Evaluation The University examination will be based on oral presentation, review of students‟ reports and a viva-voce / interview and will be for 70 % of the course evaluation.
VII.
Learning Outcomes At the end of the course, the participant should have developed skills and self-confidence necessary for managerial performance and build in to meet the organizational challenges.
VIII.
Reference Material
Text-Books Stephen R Covey, (Latest Edition), The 7 Habits of Highly Effective People, Simon and Schuster UK Ltd., UK. 2. Covey Stephen R, (Latest Edition), The 8th Habit from Effectiveness to Greatness, Simon and Schuster UK Ltd. 1.
Reference-Books 1. Covey Stephen R, (Latest Edition), First Things First, Simon and Schuster UK Ltd. (www.simonsays.co.uk) 2. Stephen R Covey with A. Roger Merrill, (Latest Edition), Principle Centered Leadership, Simon and Schuster UK Ltd. 3. Pestonjee, (Latest Edition), Stress and Coping – The Indian Experience, Sage Publication, California. 4. Shalini Verma, (Latest Edition), Body Language – Your Success Mantra, Sultan Chand and Co. Ltd., New Delhi. 5. Shiv Khera, (Latest Edition), You Can Win, Macmillan Co.
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6.
Anthony Grant and Jane Greene, (Latest Edition), It‟s Your Life. What are you going to do with it?- Pearson Publishing House.
Journals / Magazines / Newspapers 1.
Harvard Business Review
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MARKETING MANAGEMENT ELECTIVES
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MB815.3: PRODUCT AND BRAND MANAGEMENT (PBM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To develop an understanding of basic branding principles and their exposure to classic and contemporary branding application through real-life examples and cases; To make the students aware about the role of brands, the concept of brand equity, and the advantages of creating branding applications. To increase understanding of the important issues in planning, implementing, and evaluating brand strategies. To acquaint the students with the appropriate concepts, theories, models and other tools to make better brands. To understand the latest developments and cultivate an understanding of the adjustments to be made in branding strategies over time and geographic boundaries to maximize brand equity.
Course Outline
Module No.
1
2
3 4
Title/Topic Product Management: An Introduction The Business Objective The Market Opportunity Refinement of the Product Concept into New Product and Business New Product Development Process Opportunity Identification and Selection Creativity and the Product Concept Finding and Solving Customers Problems Analytical Attribute Approaches: Perceptual Mapping and Trade Off Analysis Concept Evaluation System Concept Testing Sales Forecasting and Financial Analysis Product Use Testing Implementation of the Strategic Plan: Commercialization / Launch Brand Management: An Introduction Brand and Brand Management Identifying and Establishing Brand Positioning and Values Customer Based Brand Equity
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Classroom Contact Sessions
03
12
03 09
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Module No.
Classroom Contact Sessions
Title/Topic Brand Positioning and Values Planning and Implementing Brand Marketing Programs Choosing Brand Elements to Build Brand Equity Designing Marketing Programs to Build Brand Equity Integrating Marketing Communications to Build Brand Equity Leveraging Secondary Brand Knowledge to Build Brand Equity Measuring and Interpreting Brand Performance Developing a Brand Equity Measurement and Management System Measuring Sources of Brand Equity: Capturing Customer Mindset Measuring Outcomes of Brand Equity: Capturing Market Performance Growing and Sustaining Brand Equity Designing and Implementing Brand Strategies Introducing and Naming New Products and Brand Extensions Managing Brands Overtime Managing Brands Over Geographic Boundaries and Market Segments Project and / or Book Reviews and Presentations Contemporary Issues
5
6
7
8 9
Total IV.
06
06
12
06 03 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
© CHARUSAT 2016
… … … … …
About 25 Sessions About 06 Sessions About 04 Sessions About 08 Sessions About 02 Sessions
Page 357 of 533
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed: Clear understanding of fundamentals, concerns of new product development and branding, brand elements and the process of creating / developing customer based brand equity.
VII.
Reference Material
Text-Books 1. Anita Goyal, Karl T Ulrich, Steven D Eppinger, (Latest Edition), Product Design and Development, Tata McGraw - Hill Education. 2. Linda Gorchels, (Latest Edition), The Product Manager's Handbook, Tata Mcgraw Hill Education Private Limited.
Reference-Books 1. Majumdar Ramanuj, (Latest Edition), Product Management in India, PHI Learning.
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2. Kevin Lane Keller, (Latest Edition), Strategic Brand Management, Pearson Education or PHI. 3. Jean Noel Kapferer, (Latest Edition), Strategic Brand Management, Creating and Sustaining Brand Equity Long Term, Kogan Page. 4. Dr. S. Ramesh Kumar, (Latest Edition), Managing Indian Brands, Marketing Concepts and Stretegies, Vikas Publishing House Pvt. Ltd. 5. YLR Moorthi, Brand Management, (Latest Edition), The Indian Context, Vikas Publishing House Pvt. Ltd. 6. Subroto Sengupta, (Latest Edition), Brand Positioning, Strategies for Competitive Advantage, Tata McGraw Hill Publishing Co. Ltd. 7. David A. Aaker, (Latest Edition), Building Strong Brands, Free Press. 8. Jean Noel Kapferer, (Latest Edition), Strategic Brand Management, Free Press.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8.
Journal of Brand Management Indian Journal of Marketing Indian Management Harvard Business Review Pitch The Economic Times (Brand Equity) The Hindu - Branding Business Line-Catalyst
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MB816.3: SERVICES AND RELATIONSHIP MANAGEMENT (SRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop insights into emerging trends in the service sector and understand the significance of marketing and management services. Various challenges faced by the marketers of service organization and strategy development.
Course Outline
Module No.
1.
2.
3.
Title/Topic Foundations for Services Marketing Introduction to Services Understanding of Service Economy The Difference between Marketing of Product and Services and Its Managerial Implications The Expanded Marketing Mix The Gaps Model of Service Quality Describing 5 Gaps – A Customer Gap and 4 Provider Gaps Focus on the Customer The Aspects of Customer Gap, Consumer Behaviour in Services Impact of Culture on Consumer Behaviour in Services-Its Strategic Implication. Customer Expectation of Service, the Zone of Tolerance The Factors Influencing Customer Expectation and how Service Marketers Tackle them Customer Perception, Customer Satisfaction and Service Quality Moments of Truth, Measuring and Managing Customer Satisfaction and Service Quality in Every Service Encounter Understanding Customer Requirement The Customer Expectation Gap ( Provider Gap: 1) Understanding Customer Perception and Expectation through Marketing Research Strategies. Concept of Relationship Marketing and Its Goals (Including CRM Process, Implementation and Audit) Foundation for and Levels of Relationship Strategies Service Recovery Strategies. Service Guarantees
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06
08
10
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Module No.
4
5
6
7
8 9
Classroom Contact Sessions
Title/Topic Aligning Service Design and Standards Quality Specification Gap (Provider Gap: 2) Aligning Strategies o Service Design o Redesign and Development o Process for Developing Customer-Defined Standards Physical Evidence o Its Importance o Its Roles and Strategies for Effectively Designing Physical Evidence Delivering and Performing Service Service Delivery Gap (Provider Gap- 3) Strategies for Closing this Gap Strategies for Integrating Appropriate Human Resource Practices in Service Firms Role of Customers in Service Firms Role of Customer in Service Delivery Strategies for Effective Service Delivery through Intermediaries Demand Management and Capacity Management Managing Service Promises Marketing Communication Gap ( Provider Gap: 4 ) Role and Need of Integrated Service Marketing Communication Strategies for Managing Service Promises and Internal Marketing Communication by Adopting Appropriate Pricing Strategies The Financial and Economic Effect of Services Relationship Marketing Key Concepts in Relationship Marketing Planning for Relationship Marketing Customer Relationship Management Customer Lifetime Value IT Enabled RM Customer Retention Contemporary Issues
Total IV.
06
08
06
06
06 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any
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session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
The skills to understand the customers and their requirements and frame strategies for the same. The skills to get new customers and maintain long-term relationship with the existing ones.
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VIII.
Reference Material
Text-Books 1. Valarie Zeithaml and Mary Bitner, (Latest Edition), Services Marketing- integrating customer focus across the firm, Tata McGraw- Hill. 2. Christopher Lovelock and Jochen Wirtz, (Latest Edition), Services Marketing, Pearson Education.
Reference-Books 1. Hellen Woodruff, (Latest Edition), Services Marketing, McMillian India Ltd. 2. Douglas Hoffman and John Bateson, (Latest Edition), Essentials Of Services Marketing: Concepts, Strategies and Cases, Thomson, South-Western. 3. Francis Buttle, (Latest Edition), Customer Relationship Management, ButterworthHeinemann, Elsevier. 4. Graham Roberts-Phelps, (Latest Edition), Customer Relationship Management, Hawksmere, Viva Books Pvt. Ltd. 5. Sheth, Parvatiyar, Shainesh, (Latest Edition), Customer relationship Management, Tata McGraw- Hill. 6. S. Shajahan, (Latest Edition), Relationship Marketing, Tata McGraw- Hill.
Journals / Magazines / Newspapers 1. 2. 3. 4.
Journal of Services Marketing, Emerald Services Marketing Quarterly, Taylor and Francis Journal of Services Marketing, ICFAI Journal of Services Marketing, USA
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MB 817.3: INTERNATIONAL MARKETING (IM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To expose the students to the concept of international marketing, enabling them to acquire an appreciation of the complexities of marketing on an international basis. To understand the ever expanding scope of international marketing & acquaint them with cross cultural implications on international marketing decisions. To learn global marketing strategies and export-import procedure.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction to International Marketing The Scope and Challenge of International Marketing The Dynamic Environment of International Trade Trade Theories International Marketing and Functional Approaches to Trade International Trade Distortions and Marketing Barriers International Economic Institutions Regional Economic Groups The Cultural Environment of Global Markets History and Geography: The Foundations of Culture Cultural Dynamics in Assessing Global Markets Culture, Management Style, and Business Systems The Political Environment The International Legal Environment Assessing Global Market Opportunities Developing a Global Vision through Market Research Emerging Markets Developing Global Marketing Strategies Global Marketing Management: Planning and Organization Products and Services for Consumers Products and Consumers for Businesses International Marketing Channels Exporting and Logistics: Special Issues for Business Integrated Marketing Communications and International Advertising Personal Selling and Sales Management Pricing for International Markets
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05
08
04
16
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Module No.
Classroom Contact Sessions
Title/Topic Foreign Markets and Export Management Foreign Markets and Export Marketing Process Export Marketing Documentation EXIM Policy Financial Environment and Decision Making Sources of Financing and International Money Markets Currencies and Foreign Exchange Risk Management in International Marketing Implementing Global Marketing Strategies Negotiating with International Customers, Partners, and Regulators Contemporary Issues
6
7
8 9
Total IV.
06
08
06 02 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Sl. No. 1 2 3 4 5
Internal Evaluation The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the nature and behaviour of international market and frame strategies accordingly to support the service or business he is in.
Reference Material
Text-Books Philip R Cateora and John L Graham, (Latest Edition), International Marketing, TATA McGraw Hill. 2. Sak Onkvisit and John J. Shaw (Latest Edition), International Marketing, PHI 3. R.L. Varshney and B. Bhattacharya, International Marketing Management- An Indian Perspective, Sultan Chand and Sons. 1.
Reference Books 1. P K Vasudeva, (Latest Edition), International Marketing, Excel Books. 2. Rakesh Mohan Joshi, (Latest Edition), International Marketing, Oxford University Press. 3. Isobel Doole and Robin Lowe, (Latest Edition), International Marketing StrategyAnalysis, development and Implementation, Thompson press Publication. 4. Vern Terpstra and Ravi Sarathy, (Latest Edition), International Marketing, Thompson South Western. 5. Charles W. L. Hill and Arun K Jain, (Latest Edition), International Business – Competing in Global Market place, TATA McGraw Hill. 6. Acharya and Jain, (Latest Edition), Export and Import Procedure and Documentation, Himalaya Publications 7. Export and Import Policy of Government of India Issued from time to time. 8. Annual Report of the Department of Commerce, Ministry of Commerce and Industry, Government of India Issued from time to time.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Asia Pacific Journal of Marketing International Journal of Advertising Global Journal of Marketing International Journal of Logistics and Supply Chain Management Journal of International Business
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6. 7. 8. 9.
Economic and Political Review Business Standard Economic Times The Times of India
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MB818.3: RETAIL MANAGEMENT (RM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To give comprehensive view of retailing, an analysis of the retail environment and exposure to issues and developments in the industry. To understand the impact of retailing on the economy. To comprehend retailing‟s role in society and, conversely, society’s impact on retailing. To see how retailing fits within the broader disciplines of business and marketing. To recognize and understand the operations-oriented policies, methods, and procedures used by successful retailers in today’s global economy. To know the responsibilities of retail personnel in the numerous career positions available in the retail field.
Course Outline
Module No. 1
2
3
4
5
Title / Topic Introduction The Domain of Retailing Indian Retail Industry Retailing in Other Countries Understanding Consumer Behaviour Retail Market Segmentation Shopping Patterns in India Retailing Strategy Delivering Value through Retail Formats Deciding Location Supply Chain Management Pricing in Retail Communication in Retailing Building Store Loyalty Store Management Category Management Retail Buying Store Layout and Design Merchandise Management Basics of Retails Merchandising The Process of Merchandise Planning The Methods of Merchandise Procurement Retail Pricing and Evaluating Merchandise Performance Private Labels
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06
10
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Category Management Managing Retail Human Resource Management Retail – A Strategic Tool Retail Store Operations The Legal and Ethical Aspects of the Retail Business Store Design and Visual Merchandising Retail Management Information Systems Supply Chain Management Creating and Sustaining Value Managing Retail Infrastructure Supply Chain Management Understanding Retail Viability Retail Marketing and Branding Servicing the Retail Customer Role of Technology in Retail Contemporary Issues
6
7
8
08
10
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
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Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
VIII.
The ability to apply the knowledge of retail management concepts in practice and adapt to the changes taking place in the retail industry.
Reference Material
Text-Books P. K. Sinha and D. P. Uniyal, (Latest Edition), Managing Retailing, Oxford University Press. 2. Swapna Pradhan, (Latest Edition), Retailing Management, TMH. 1.
Reference-Books James R. Ogden and Denise T. Ogden, (Latest Edition), Integrated Retail Management, Biztantra. 2. Levy and Weitz, (Latest Edition), Retail Management, TMH. 1.
Magazines / Journals / Newspapers 1. Retail Biz 2. Journal of Consumer Behaviour 3. Journal of Marketing Management
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MB819.3: DIGITAL AND SOCIAL MEDIA MARKETING (DSMM) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of the course are as follows: III.
To provide an overview of Digital Marketing and emerging perspectives of Digital Marketing. To provide some of the challenges and opportunities of Digital Marketing. Learn how to use web site analytics tools and know how to interpret the data. To know the major online advertising approaches.
Course Outline
Module No
1
2
3
4
5
Title/Topic Introduction Strategies in Digital Marketing Aligning Internet with Business Objectives Examples of Great Case Studies User Behaviour and Navigation Branding and User Experience Developing A Digital Plan Search Engine Optimization (SEO) Keyword Research How Google Works Search Engine Factors On-page and Off-page Optimisation Metatags, Images, Content, Video Links and How to Get Them? Pay Per Click Marketing How to Create a PPC Campaign Implementing your PPC Budget Targeting your Advertising Measuring and Managing your Campaign Website Analytics Website Analytics Google Analytics Explained Understanding your KPI‟s Increasing Traffic to your Website Measuring Website Traffic Permission Marketing Mobile Marketing Email Marketing
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Classroom Contact sessions
06
06
08
08
08
Page 371 of 533
Module No
Classroom Contact sessions
Title/Topic Digital Display Advertising Display Advertising Buying and Selling of Banner Banner Formats and When to Use them? Creating and Implementing a Banner Campaign Social Media Marketing Social Media Marketing Overview of Facebook, Twitter, Linkedin, Blogging, Youtube and Flickr Increasing Website Traffic Using Facebook, Twitter, Video, Etc. Building Brand Awareness Using Social Media Contemporary Issues
6
7
8
Total IV.
08
12
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to frame effective strategies in the area of digital and social media marketing and becomes able to contribute in the growth of business.
Reference Material
Text-Books 1. Mary Lou Roberts, (Latest Edition), Internet Marketing, Cengage Publication 2. Nancy Lee and Philip Kotler, (Latest Edition), Social Marketing- Influencing Behaviours for Good, SAGE Publication.
Reference-Books Rob Donovan and Nandine Henely, (Latest Edition), Principles and Practices of Social Marketing- an International Perspective, Cambridge University Press. 2. Damian Ryan and Calvin Jones, (Latest Edition), Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation, Kogan Page Limited. 3. Lorrie Thomas, (Latest Edition), Online Marketing, McGraw- Hill. 4. Avinash Kaushik, (Latest Edition), Web Analytics 2.0: The Art of Online Accountability and Science of Customer Centricity, McGraw- Hill. 1.
Magazines / Journals / Newspapers 1.
Journal of Marketing Management
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FINANCIAL MANAGEMENT ELECTIVES
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MB825.3: BEHAVIOURAL FINANCE YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce the students to the role of human behaviour in financial decision making. This will enable them to understand some psychological biases which lead to various anomalies. To help students appreciate the limitations of „rational‟ models of investment decision making. To learn and understand heuristics and biases that can cause irrational financial decisions. To help students identify persistent or systematic behavioural factors that influence investment behaviour.
Course Outline
Module No.
1
2
3
4
Title/Topics Introduction to Behavioural Finance Overview History of Behavioural Finance From Standard Finance to Behavioural Finance Are Financial Markets Efficient? Limits to Arbitrage Fundamental Risk Noise Trader Risk Implementation Cost Evidence of Limits to Arbitrage Cognitive Biases, Beliefs and Heuristics-Preferences-I Prospect Theory Ambiguity Aversion Loss Aversion Framing Non-Consequentialism Disjunction Effect Self-Deception Neuro-Finance (Introduction Only) Cognitive Biases, Beliefs and Heuristics-Preferences-II Mental Accounting Self-Control Regret Avoidance Representativeness and Availability Anchoring and Belief Perseverance
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Classroom Contact Sessions
08
08
08
08
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topics Overconfidence Optimism and Wishful Thinking Overreaction Anomalies-Key Concepts Endowment Effect Disposition Effect Reference Price Effect Herd Behavior Hindsight Winners‟ Curse Cognitive Dissonance Familiarity Bias Status Quo Bias Law Of Small Numbers Information Overload Application-The Aggregate Stock Market Equity Premium Puzzle-Prospect Theory Loss Aversion The Volatility Puzzle-Beliefs Preferences The Cross Section of Average Returns-Size Premium Long Term Reversals Predictive Power of Scaled Price Ratios Momentum Event Studies Application-Corporate Finance Security Issuance Capital Structure and Investment Dividends, Managerial Irrationality Contemporary Issues Understanding the Psychology of Philanthropy
08
08
08
04
Total IV.
60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 42 Sessions About 10 Sessions About 02 Sessions About 04 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The institute level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An ability to understand the major concepts and topics of behavioral finance and to be able to apply these concepts. An understanding to deal with the major implications of human psychology for financial decision-makers and for financial markets. An ability to make better investment decisions.
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VIII.
Reference Material
Text-Books. 1. William Forbes, (Latest Edition), Behavioural Finance, John Wiley and Sons. 2. Kahneman, Daniel and Tversky, Amos, (Latest Edition), Choices, Values and Frames, Cambridge University Press. 3. Shleifer, Andrei, (Latest Edition), Inefficient Markets-An Introduction to Behavioral Finance, Oxford University Press. 4. Thaler, Richard and Barberis, Nicholas, (2002), A Survey of Behavioral Finance.
Reference-Books 1. H. Kent Baker, John R. Nofsinger, (Latest Edition), Behavioural Finance: Investors, Corporations, and Markets, John Wileyand Sons. 2. Lucy Ackert, Richard Deaves, (Latest Edition), Behavioral Finance: Psychology, DecisionMaking, and Markets, Cengage.
Journals / Magazines / Newspapers 1. Journal of Behavioral and Experimental Finance, ELSEVIER 2. Journal of Behavioral Finance, Taylor and Francis Online
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MB826.3: CORPORATE RESTRUCTURING (CR) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: To let students appreciate the process of how investors, managers, and legal frameworks pursue restructurings in Indian and global economy. We will do this through a series of case studies. To increase students understanding and appreciation of some of the strategies, models and financial concepts specifically in the restructuring process. III.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction Meaning of Corporate Restructuring Need and Scope of Corporate Restructuring Forms of Corporate Restructuring Historical Background National Scenario Global Scenario Strategies Mergers Acquisition Takeovers Disinvestment and Strategic Alliances Demergers and Hiving Off Mergers and Amalgamation Meaning and Concept Legal, Procedural, Economic, Accounting, Taxation and Financial Aspects of Merger and Amalgamation Interest of Small Investors Amalgamation of Banking Companies Cross Border Mergers Takeovers Meaning and Concept Types of Takeovers Legal Aspects of Takeover- SEBI Regulations Procedural, Economic, Accounting, Taxation and Financial Aspects of Takeover Takeover and Defence Tactics Cross Border Takeovers Funding of Mergers and Takeovers Financial Alternatives
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Classroom Contact Sessions
08
08
08
08
08
Page 380 of 533
Module No.
Classroom Contact Sessions
Title/Topic o Equity and Preference Shares o Options and Securities o Funding through Financial Institutions and Banks o Rehabilitation Finance o Management Buyout / Leveraged Buyout Valuation of Shares and Business Introduction Need and Purpose Factors Influencing Valuation Methods of Valuation of Shares Corporate Demergers and Reverse Mergers Concepts of Demerger and Reverse Mergers Modes of Demerger Legal, Procedural, Economic, Accounting, Taxation and Financial Aspects Contemporary Issues Total
6
7
8
IV.
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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IV.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course,
VIII.
The students would be able to develop an understanding of Mergers and Acquisitions as significant economic activity. It would enable the students to evaluate the firm‟s decision and areas affected by Restructuring.
Reference Material
Text-Books 1. 2. 3. 4. 5.
Dr. K.R. Chandrate, (Latest Edition), Corporate Restructuring, Bharat Law House Pvt. Ltd Prasad G. Godbole, (Latest Edition), Mergers Acquisitions and Corporate Restructuring, Vikas Publication. B Rajesh Kumar, (Latest Edition), Mergers and Acquisitions: Text and Cases TATA McGraw Hill Publications James Fred Weston, Mark Mitchell, Harold Mullerin, (Latest Edition), Takeovers, Restructuring and Corporate Governance, Pearson Education. Prasanna Chandra, (Latest Edition), Financial Management, Theory and Practice, TATA McGraw Hill Publications.
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Reference-Books 1. 2. 3. 4. 5. 6.
Brealey, Mayers, (Latest Edition), Principles of Corporate Finance, TATA McGraw Hill Publications. I M Pandey and Ramesh Bhatt, (Latest Edition), Cases in Financial Management, TATA McGraw Hill Publications. Pandey and Bhat, (Latest Edition), Cases in Financial Management, Tata McGraw-Hill (CFM). Robert F. Bruner, (Latest Edition), Case Studies in Finance, Tata McGraw-Hill. (CSF) Dr. J.C. Verma, (Latest Edition), Corporate Mergers and Takeovers, Bharath Publishing House. Companies Act 2013.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8.
Economic Times Business Standard Indian Journal of Finance Chartered Financial Analyst Business Today / India / World CFA Reader Financial Express Journal of Applied Finance
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MB827.3: INTERNATIONAL FINANCE (IF) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To familiarize the students to the arena of international finance. To introduce students to foreign exchange markets (arbitrage, speculation, hedging) and foreign exchange arithmetic will be introduced. To introduce students to factors influencing the prices of currency derivatives, relationship between of exchange rates and dynamics of fundamental economic factors (balance of payments, inflation, interest rates, and market expectations) will be covered.
Course Outline Module No.
1
2
3
4
5
Topics/Title Foundations of International Financial Management Strategizing Around the Globe Globalization and the Multinational Firm International Monetary System Balance of Payments The Market for Foreign Exchange International Parity Relationship and Forecasting Foreign Exchange Rate Exchange Arithmetic Forward Exchange Contracts Forward Exchange Rates Based on Cross rates Interbank Deals Execution of Forward Contract Cancellation or Extension of Forward Contract Foreign Trade Contracts and Documents Incoterms Letters of Credit-Meaning and Mechanism Types of Letters of Credit Operation of a Letter of Credit Finance of Foreign Trade Financing Exports Post Shipment Finance Project Exports and Investment Abroad Export-Import Bank of India Export Credit Insurance Financing Imports World Financial Markets
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Classroom Contact Sessions
08
08
08
08
08
Page 384 of 533
Module No.
6
7 8
IV.
Classroom Contact Sessions
Topics/Title International Banking and Money Market International Bond Market International Equity Market Futures and Options on Foreign Exchange Currency and Interest Rate Swaps International Portfolio Investment Foreign Exchange Exposure and Management Management of Economic Exposure Management of Transaction Exposure Management of Translation Exposure Financial Management of the Multinational Firm Foreign Direct Investment and Cross-Border Acquisitions Multinational Cash Management Contemporary Issues Total
08
08 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
VI.
Percentage Total of total Component Number Marks internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The nuances of foreign exchange transactions. The ability to know the factors that drive exchange rates particularly interest rates and inflation dynamics. Awareness of the important changes happening in the international finance.
Reference Material
Text-Books 1. Eun Resnick, (Latest Edition), International Financial Management, Tata McGraw Hill 2. C. Jeevanandam, (Latest Edition), Foreign Exchange and Risk management, Sultan Chand and Sons.
Reference-Books 1. P. G. Apte, (Latest Edition), International Financial Management, PHI. 2. Madhu Vij, (Latest Edition), International Financial Management, Excel Books. 3. J. Madura, (Latest Edition), International Financial Management, South Western Publication. 4. Alen Shapiro, (Latest Edition), Multinational Financial Management, John Wiley Publication. 5. H. P. Bhardwaj (Latest Edition), Foreign Exchange Handbook, Bhardwaj Publishing Co.
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Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Indian Economic Review Economic and Political Review Finance India Harvard Business Review Journal of Finance Business Newspapers Business Standard The Economic Times Financial Express
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MB828.3 DEVELOPMENT BANKING, RURAL AND MICROFINANCE (DBRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To develop abilities to assess the banking and credit needs of the rural people To develop capabilities to tackle the challenges in dealing with the rural poor and financial exclusion To develop skills to tap social capital for the economic development of rural areas To sensitize the students to the key issues linked to the whole discourse on social banking including the challenges inherent therein, in the particular context of India, and to familiarize them (the students) with the initiatives taken in the country for addressing the said issues.
Course Outline
Module No.
1
2
3
Title/Topic Developments in Development Banking Evolution of the Concept The 20th Century Developments Experiments in India o Private Initiatives o State Initiatives Developments after Independence Industrial Finance Corporation of India State Financial Corporations Industrial Credit and Investment Corporation of India National Industrial Development Corporation Life Insurance Corporation of India Refinance Corporation of India State Industrial Development Corporations Unit Trust of India Industrial Development Bank of India Industrial Reconstruction Bank of India General Insurance Corporation of India Present Structure of Development Banking in India Financing Rural Development Introduction to Rural Finance Regulation of Rural Financial Services Rural Credit Institutions Financing Agriculture / Allied Activities Financing Rural Non-Farm Sectors.
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08
08
08
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Module No.
4
5
6
7
8
Classroom Contact Sessions
Title/Topic SME Finance Problems and Prospects in Rural Banking Problems of Rural Branches of Commercial Banks o Transaction and Risk Costs Emerging Trends in Rural Banking o Introduction to MFI‟s Micro Credit Self-Help Group NGO‟s Linkages with Banking Introduction to Subsidy-Linked credit Programmes of the Government like PMRY SGSY SJSRY and SLRS, etc. Initiatives of the Government (without Subsidy-Link) like Kisan Credit Card (KCC) Scheme Financing of Agriclinic or Agribusiness Centres and the Differential Rate of Interest (DRI) Scheme Perspectives in Microfinance and Banking Introduction to Microfinance Evolution of Microfinance in India Microfinance Delivery Methodologies in Detail Operational Aspects of Microfinance Financial Products and Services Revenue Models of Micro- Finance o Profitability o Efficiency o Productivity Risk Management in Microfinance. Microfinance and Development Microfinance and Women Empowerment Microfinance and Health Microfinance, Micro-Entrepreneurship and Business Development Microfinance and Education Microfinance and Networking and Linkage Building Contemporary Issues
Total
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08
08
08
08
04 60
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Thorough knowledge of the concept of microfinance and how microfinance institutions work, including the operational aspects of an SHG/MFI. The financial literacy of the students in microfinance and SME sector. Reference Material
Text-Books 1. 2. 3. 4.
Debadutta K. Panda, (Latest Edition), Understanding Microfinance, Wiley India Pvt. Ltd. Karmakar, (Latest Edition), Microfinance In India, SAGE INDIA. IIBF, (Latest Edition), Micro-Finance: Perspectives and Operations, Macmillan India Ltd. IIBF, (Latest Edition), Rural Banking, Macmillan India Ltd.
Reference-Books 1. 2. 3. 4. 5.
Mr Abhijit Roy, NCFM, (Latets Edition), Commercial Banking in India: A Beginners Module. IIBF, (Latest Edition), Principles and Practices of Banking, Macmillan. A. Ranga Reddy, C. Rangarajan, (Latest Edition), Rural Banking and Overdues Management, Mittal Publications. Madhu Vij, (Latest Edition), Management of Financial Institutions in India, Anmol Publications. U.C. Patnaik,(Latest Edition), Rural Banking in India, Anmol Publications.
Journals / Magazines / Newspapers 1. Journal of Microfinance 2. World Bank Economic Review
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MB829.3: DERIVATIVES AND RISK MANAGEMENT (DRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
:
4
Course Objectives The objectives of this course are as follows:
III.
To acquaint students with various derivative instruments, functioning of derivative markets and their working mechanism. To help students understand different derivative strategies and its application. Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction to Cash and Derivative Market Meaning and Types of Derivatives Instruments Forwards Future Option Swaps Derivatives Markets in India Growth of Derivative Markets in India Types of Traders-Hedger Arbitrageur and Speculation Regulatory Framework Forward and Future Markets Introduction Mechanics of Forward and Future Market Pricing of Forward and Future Markets Margins Open Interest Positions etc. Cost of Carry Option Markets Options Basics Put Call Option Greeks Factors Affecting Option Prices o Binomial Model o Black Scholes Put Call Ration Open Interest Option Trading Strategies Innovations in Indian Derivative Market Introduction to Commodity and Currency Derivatives Purchasing Power Parity
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Classroom Contact Sessions
08
08
08
08
08
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Module No.
Title/Topic
Classroom Contact Sessions
Covered Interest Arbitrage Currency Futures o Arbitrage o Hedging o Speculation Interest Rates Futures Currency and Interest Rate Swaps Application of Derivatives-I Analyzing Various Contract Specification Understanding Trading and Settlement Process Practical Calculation of Future Option Pricing o The Binomial Model for Option Pricing o Black and Scholes Option Pricing Model Applications of Derivatives-II Applying Options and Futures Hedging Strategies on Real Time Data from Exchanges I.E. Equity, Commodity and Currency Exchanges Calculating Mark to Market Margins on Real Time Data Base from Exchanges Contemporary Issues Total
08
6
7
8
IV.
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students are expected
VIII.
To understand the mechanics, valuation and trading strategies of derivative market. To frame their own trading strategies in different market conditions. The understanding related to derivative markets and its instruments i.e. futures, options, swaps etc… students are also expected to be able to appear and pass certificates exams related to currency, commodity conducted by National Stock Exchange, Bombay Stock Exchange and National Institute of Security Market (established by SEBI), to enhance the placement and career opportunities.
Reference Material
Text-Book 1. Rajiv Srivastava, (Latest Edition), Derivatives and Risk Management, Oxford University.
Reference-Books 1. John C Hull, (Latest Edition), Future and Option Markets, Pearson Education. 2. Vohra and Bagri, (Latest Edition), Future and Options, Tata McGraw Hill. 3. Patwari and Bhrgava, (Latest Edition), Options and Futures: An Indian Perspective, Jaico Publishing House. 4. Rajiv Srivastava, (Latest Edition), Derivatives and Risk Management, Oxford University.
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5. NSE‟s Certification for Derivative Market, (NCFM) Modules workbook.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Business Line Mint The Economic Times Business Standard Financial Express
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HUMAN RESOURCE MANAGEMENT ELECTIVES
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MB835.3: HUMAN RESOURCE DEVELOPMENT (HRD) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To help students to develop the understanding of HRD systems and process. To help students to develop HRD facilitator‟s skills; to develop and design HRD programmes, to implement and control them in various organizational setup in different sectors.
Course Outline
Module No.
1
2
3
4
Title/Topic Introduction to Human Resource Development The Evolution of HRD Relationship between HRM and HRD Major HRD Function Roles and Competencies of HRD Professional HRD Methods Need for HRD Need for HRD in the Indian Context Planning and Organizing the HRD System Planning the HRD System HRD Philosophy HRD Objectives HRD Policies and Practices HRD Sub-Systems HRD Strategy and Action Plans Assessing HRD Needs Strategic / Organizational Analysis, Task analysis and Personal Analysis Importance of Identifying Individual Performance Deficiencies and Developmental Needs in Planning and Developing Training and HRD Programs Competency Mapping and Potential Appraisal Introduction Methodology for Competency Mapping Implementation and its Implication Designing and Managing Assessment Centers To Study the Potential Appraisal System and Linking to other Systems Multi Rater Assessment Feedback System (MAFS)
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Classroom Contact Sessions
05
08
08
06
Page 398 of 533
Module No.
Classroom Contact Sessions
Title/Topic HRD Competencies Challenges Professionalism in HR Myths and Realities of HRD Competencies Needed Auditing HRD Competencies Individual Interviews, Group Interviews, Observation HRD Audit Instruments Designing, Implementing and Evaluating HRD Programs Defining the Objective of HRD Intervention Selecting and Preparing Training Plan, Methods and Materials Training Delivery Methods Issues Concerning Training Programs and Implementation HRD Evaluation – Purpose, Design and Ethical Issues Employee Counseling (EC) and Wellness Services EC as an HRD Activity Employee Assistance Programs Stress Management Intervention Employee Wellness and Health Promotion Programs Contemporary Issues
5
6
7
8
Total IV.
10
10
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 399 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute – Level evaluation marks for the course. The Institute – level evaluation will constitute 30% of the total marks of the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Reference Material
Text-Books Randy Desimore and John Werner, (Latest Edition), Human Resource Development, Thomson south – Western Publications. 2. Udai Parekh and T. V. Rao, (Latest Edition), Designing and Managing Human Resource System, Oxford and Oxford Publication, New Delhi. 1.
Reference-Books P.C. Tripathi, (Latest Edition), Human Resource Development, Sultan Chand and Sons, New Delhi. 2. P.P Arya and B.B Tandon, (Latest Edition), Human Resource Development, Deep and Deep Publication 3. Udai Parekh and T. V. Rao, (Latest Edition), Understanding HRD System, Mcgraw Hill Publication. 4. V.D. Dhudeja, (Latest Edition), Human Resource Management and Development, Common wealth Publishers, New Delhi. 1.
Journals / Magazines / Newspapers 1. Management Review – IIM Bangalore 2. Vikalp – IIM Ahmedabad
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3. 4. 5. 6.
Human Capital Asian Journal of Management Cases Harvard Business Review Global Business Review
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MB836.3: HUMAN RESOURCE INFORMATION SYSTEM (HRIS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable students to gain knowledge of human resource information systems and its significance in functional application within the organization. To understand the ways in which HRIS are bought or developed and implemented for various levels in organization. Course Outline
Module No.
1
2
3
4
Title/Topic Introduction and Concepts Evolution of HRMS Employee Life Cycle HRIS System Life Cycle Role HRIS in Functioning of HR Department Pre-Implementation Stage Packaged HRIS Business Process Re-Engineering Enterprise Resource Planning Systems HRIS Planning HRIS Expectation Productivity through HRIS HRIS Cost-Benefit Value Analysis Getting Management Support for HRIS Limitations of Computerization of HRIS HRIS Needs Analysis System Development Life Cycle (SDLC) HRIS – Long Range Planning HRIS –Short Range Planning Gap Analysis Application of HRIS Organisation Design and Management HRP and Recruitment Employee Administration and Data Maintaining Payrolls Generating Leaves Records Time Management Travel Expenses Benefits of HRIS
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Classroom Contact Sessions
06
06
08
12
Page 402 of 533
Module No.
Classroom Contact Sessions
Title/Topic
5
6
7
8
Global Employee Management o HR Administration o Training and Learning Talent Management Integration and Interfacing Implementation HRIS Implementation Life Cycle Systems Integration – Analysis, Design, Build and Deploy Project Management and Governance Time lines Contingency Plans Challenges Faced during the Implementation of HRIS Developing the HRIS Tools in HRIS Development HR Responsibility in each Phase of HRIS Development HRIS in Large and Small Organizations HR Data and Security Managing HR Data Data Discussion by HRIS Modules Security and Access to Data Data Transmissions HR Data Challenges and HR Shared Services Historical Data and Data Achieved HR Transactions-Pay Roll, Tax Processing HR Shared Services HR Operations Run Time and Maintenance Managing Changes to Business Managing Changes to Systems Reporting and Analytics Measuring Operations and Success Contemporary Issues
10
08
05
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in
© CHARUSAT 2016
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advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An appreciation of the principles of designing the Pay structure in Compensation Management and Inquisitiveness in knowing, appreciating and comparing the different dimensions of compensation structure across the industries
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VIII.
Reference Material
Text-Book 1.
Satish M Badgi, (Latest Edition), Human Resource Information Systems, PHI Learning.
Reference-Books Michel J. Kavanagh, Mohan Thite, (Latest Edition), Human Resource Information Systems- Basics, Applications and Future Decisions, Sage Publications. 2. Alfred J. Walker, Towers Perrin, Steven Fein, (Latest Edition), Web-Based Human Resources: The Technologies and Trends that are Transforming HR, Tata McGraw Hill. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Management Review – IIM Bangalore Vikalp – IIM Ahmedabad Human Capital Asian Journal of Management Cases Harvard Business Review Global Business Review
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MB837.3: COMPENSATION MANAGEMENT (CM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable the students to understand the principles underlying the compensation structure. To appreciate and adopt their understanding of significance of compensation management in maintaining the organisation‟s competence.
Course Outline Module No.
1
2
3
4
5
6
Title/Topic Introduction to Compensation Management Compensation - Definition Forms of Pay A Pay Model Strategic Pay Decisions Guided by the Pay Models Pay strategy: The Totality of Decisions Developing a Total Compensation Strategy Source of Competitive Advantage “Best Practices” and “Best Fit” Internal Alignment: Determining the Structure Defining Internal Alignment Strategic Choices in Designing Internal Structures Job Based Structures Person Based Structures External Competitiveness: Determining the Pay Level Defining Competitiveness Organisation Factors Industry and Technology Employer Size People‟s Preference. Competitive Pay Policy Alternatives Designing Pay Levels, Mix and Pay structures Surveying Market and Compensation Practices Designing a Base Pay structure Employee Contributions: Determining Individual Pay Pay for Performance Plans Designing Pay for Performance Performance Appraisals
© CHARUSAT 2016
Classroom Contact Sessions
06
06
08
08
10
10
Page 406 of 533
Module No.
7
8
Classroom Contact Sessions
Title/Topic Statutory Benefits Including Health Care Employee Welfare Retirement Benefits Compensation Strategy for Special Groups Corporate Directors Executives Scientists and Engineers in High Technology Industries Contingent Workers Contemporary Issues
06
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 407 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the principles of designing the Pay structure in Compensation Management and Inquisitiveness in knowing, appreciating and comparing the different dimensions of compensation structure across the industries
Reference Material
Text-Book 1.
George T. Milkovich, Jerry M. Newman, C. S. Venkata Ratnam, (Latest Edition), Compensation (SIE), Tata McGraw Hill
Reference-Book 1.
Richard I Henderson, (Latest Edition), Compensation Management in a Knowledge Based World, Tata McGraw Hill
Journals / Magazines / Newspapers 1.
Compensation and Benefit Review
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MB838.3: INTERNATIONAL HUMAN RESOURCE MANAGEMENT (IHRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: II.
To introduce the diversity of HRM in an international context and the key HR/ER challenges facing organizations working internationally. To give inputs regarding cross-cultural management and to measure the impact of national culture on how individuals react to HR/ER interventions in different countries. To study the impact of national institutions and systems on designing HR/ER policies and practices in different countries. To identify the linkage between corporate internationalization strategies and IHRM strategies, and how multinational organizations manage the global-local dilemma. To study the impact of internationalization on the role of HR professionals in multinational organizations. Course Outline
Module No.
1
2
3
Title / Topic Introduction and Overview Defining International HRM Difference between Domestic and International HRM Approaches to Staffing Transferring Staff for International Business Activities The Role of an Expatriates The Role of Non-Expatriates The Role of the Corporate HR Functions Understanding Culture, its Coverage, Determinants Cross Cultural Theory The Organizational Context Approaches to IHRM The Path to Global Status Control Mechanisms Mode of Operation Recruiting and Selecting Staff for International Assignments Performance Management Staffing Policies Selection Criteria Issues in Staff Selection Factors Associated with Individual Performance Appraisal Criteria for Appraising International Employees
© CHARUSAT 2016
Classroom Contact Sessions
08
08
10
Page 409 of 533
Module No.
Classroom Contact Sessions
Title / Topic Training and Development Types of Cross Cultural Training Expatriate Training Components of Effective Pre-Departure Training Developing International Staff Developing Staff through Dual Career Couples International Compensation System Objectives Approaches to International Compensation Practices to International Compensation Repatriation The Repatriation Process Repatriation Process Individual Reactions to Re-Entry Designing a Repatriation Program Industrial Relations Introduction Key Issues in International Industrial Relations The Response of Trade Unions to Multinationals The Issues of Social Dumping Contemporary Issues
4
5
6
7
8
08
08
08
06
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 410 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to diagnose and explain the factors that influence the success or otherwise of an international expatriate assignment. The ability to understand the international human resource management strategies and practices developed and implemented by organizations operating on a global basis. The ability to critically assess and evaluate the cultural impact on IHRM strategies and practices in the organizational setting.
Reference Materials
Text-Books Peter J. Dowling, Denice E. Welch, Randall Schuler, (Latest Edition), International Human Resource Management: Managing People In Multinational Context, Southwestern Thomson Learning. 2. Tony Edwards, (Latest Edition), International Human Resource Management, Pearson Education. 3. Terence Jackson, (Latest Edition), International Human Resource Management A CrossCultural Approach, Sage Publication. 4. Sinha and Shekhar, (Latest Edition), Industrial Relations, Trade Unions and Labour Legislations. 1.
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Reference-Books 1. 2. 3. 4. 5. 6. 7.
Brewster, Chris and Sparrow, Paul, (Latest Edition), International Human Resource Management, University Press. Betty Jane Punnett, (Latest Edition), International Perspectives on Organizational Behavior and Human Resource Management, Sage Publications. Monier Tayeb, (Latest Edition), International Human Resource Management, Oxford. P Subba Rao, (Latest Edition), International Human Resource Management, Himalaya Publications. Pritam Singh, Sabir, (Latest Edition), Organizing and Managing in the Era of Globalization, Sage Publications. Paul Evans and Vladimir Pucik, (Latest Edition), The Global Challenge: Frameworks for International Human Resource Management, McGraw Hill. Randall S. Schuler, Dennis R Briscoe and Lisbeth Claus, (Latest Edition), International Human Resource Management (Global HRM), T and F Books.
Journals / Magazines / Newspaper 2. 3. 4. 5. 6. 7.
The International Journal for cross culture Management The International Journal of Human Resource Management International Journal of Human Resources Development and Management International Journal for Applied HRM HRM Review Human Capital
Websites 1. 2. 3. 4.
www.inderscience.com/info/inarticletoc.php?jcode=ijhrdm http://www.ihrim.org/ http://www.cihrm.jbs.cam.ac.uk/ http://global-sei.com/ghrm/
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MB839.3: INDUSTRIAL JURISPREUDANCE (IJ) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To induct the students to the principles governing industrial adjudication with special reference to the various legal concepts as applicable to industrial law through a process of case analysis and reasoning covering almost all the important pieces of labour legislation. To help students to gain and apply the knowledge of the doctrine and the rules of jurisprudence. To help students to interpret various statutes and the rules of natural justice.
Course Outline
Module No.
1
2
3
Classroom Contact Sessions
Title/Topic Jurisprudence Meaning and Scope Principles of Industrial Adjudication Statutory Construction Legal Concepts as Applied to Industrial Law Constitution and Labour Legislation Legal Concepts Rights (Moral vs. Legal) Wrongs (Public vs. Private) Liability (Direct vs. Vicarious) Obligations Duties Powers Immunity Disability Doctrines and Rules of Jurisprudence Interpretation of Statutes Status vs. Contract Freedom of Contract Contract of Service vs. Contract for Service National Extension of Employment Apportionment of Blame Implied Power Error of Fact vs. Error of Law Error of Law Apparent on the Face of the Record Relation Back Mischief Rule
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05
10
and
10
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Module No.
Classroom Contact Sessions
Title/Topic Rule of Hard Cases Basic Judicial Terminologies Judicial Precedent Judicial Hierarch Judicial Activism Judicial Inconsistency and Unpredictability Introduction to Latin Terminologies Ultra Vires Res Judicata Ejusdem Generis Noscitur a Sociis Ratio Decidendi Obiter Dicta Stare Decisis Rules of Natural Justice Perverse Finding - Bias vs. Perverse Finding Ipse Dixit Analysis of Various Pieces of Labour Legislation with Reference to the Legal Concepts, Doctrines and Principles Contemporary Issues
4
5
6
7 8
Total IV.
06
06
08
10 05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Percentage of total internal evaluation 10 30 20 30 10 100
Total Marks 30 90 60 90 30 300
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Understanding of the basic concepts of industrial jurisprudence and insights into analysing and learning from the live cases in the area of industrial jurisprudence.
Reference Material
Text-Book 1. E. M. Rao, (Latest Edition), Industrial Jurisprudence A Critical Commentary, Lexix Nexix Publications.
Reference-Book 1. V. R. Krishna Iyer, (Latest Edition), Social Justice and Labour Jurisprudence, Sage Publications.
Journals / Magazines / Newspapers 1. The Hindu 2. Columbia Law Review: The Development of Industrial Jurisprudence
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INFORMATION TECHNOLOGY MANAGEMENT ELCTIVES
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MB845.3: DATA WAREHOUSING AND DATA MINING (DWDM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To introduce the concept of data mining with in detail coverage of basic tasks, metrics, issues, and implication. Core topics like classification, clustering and association rules are exhaustively dealt with. To introduce the concept of data warehousing with special emphasis on architecture and design.
Course Outline
III.
Module No. 1
2
3
4
Title / Topic Data Warehousing Introduction Data Warehouse System Study Data Warehouse Users Need for Data Warehouse Applications of Data Warehouse Concepts The Data Warehouse Data Base Context of Data Warehouse Data Base Data Base Structures Organizing Relational Data Warehouse Multi-Dimensional Data Structures Choosing a Structure, Getting Data into the Data Warehouse Extraction, Transformation, Cleaning, Loading and Summarization Meta Data Human Meta Data Computer Based Meta Data for People to use Computer-Based Meta Data for the Computer to use Introduction : Data Mining Functionalities Classification of Data Mining Systems Major Issues in Data Mining Multi Dimensional Model Data Warehouse Architecture Data Warehouse Implementation Future Development of Data Cube Technology Data Mining for Business Intelligence with Cases Data Preprocessing Data Cleaning Data Integration and Transformation
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Classroom Contact Sessions 06
08
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Data Reduction Concept Hierarchy Generation Data Mining Primitives: What defines a Data Mining Tasks? Mining Association Rules in Large Databases Association Rule Mining Mining Single Dimensional Boolean Association Rule from Transactional Databases Mining Multidimensional Association Rules from Relational Databases and Data Warehouses Classification and Prediction What is Classification Issues Regarding Classification Classification by Decision Tree Induction Bayesian Classification Cluster Analysis Types of Data in Cluster Analysis Categorization of Major Clustering Methods Partitioning Methods Hierarchical Methods Contemporary Issues
5
6
7
8
Total
10
08
08
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to identify the key processes of data mining, data warehousing and knowledge discovery process. The ability to describe the basic principles and algorithms used in practical data mining and understand their strengths and weaknesses. The ability to apply data mining techniques to solve problems in other disciplines in a mathematical way. The ability to apply data mining methodologies with information systems and generate results which can be immediately used for decision making in well-defined business problems.
VIII.
Reference Material
Text-Books Jiawei Han and Micheline Kamber, (Latest Edition), Data Mining – Concepts and Techniques, Harcourt India. 2. Jiawei Han, Micheline Kamber, (Latest Edition), Data Mining – Concepts and Techniques, Morgan Kaufmann Publishers. 1.
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Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
McLaren and McLaren, (Latest Edition), Data Warehousing and Data Mining, Tata McGraw-Hill, New Delhi. Alex Berson, Stephen Smith and Kurt Thearling, (Latest Edition), Building Data Mining Applications for CRM, TMH. Richard T Watson, (Latest Edition), Data Management Data Bases and Organizations, John Wiley and Sons. Gary W Hansen, James V Hansen, (Latest Edition), Data Base Management and Design, PHI New Delhi. Hector Garcia, Molina, Jeffrey D. Ullman, Jennifer Widom, (Latest Edition), Data Base System Implementation, Pearson Education. Arun K Majumdar, Primtimoy Bhattacharyya, (Latest Edition), Data Base Management Systems, Tata McGraw-Hill, New Delhi. Efrem G Mallach, (Latest Edition), Decision Support and Data Warehouse Systems, Tata McGraw-Hill, New Delhi. Michael J. A. Berry, Gordon S. Linoff, (Latest Edition), Mastering Data Mining, John Wiley and Sons. Marakas, (Latest Edition), Modern Data Warehousing, Minning, and Visualization Core Concepts, Pearson Education. Richard Pike and Bill Neale, (Latest Edition), Corporate Finance and InvestmentDecisions and Strategies, PHI.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology. International Journal of Information Sciences and Application. ACM Journal on Emerging Technologies in Computing Systems. International Journal of Mobile Communication and Networking. ACM Transactions on Internet Marketing.
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MB846.3: BUSINESS PROCESS REENGINEERING (BPR) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To understand what and how business processes can be radically improved, dramatically reducing process cycle time and cost, improving the quality of the process products or outcomes. To understand challenges and opportunities for BPE across the process life cycle using technologies. To understand and apply knowledge-based concepts, techniques, and tools for BPR centered on Electronic Commerce and network information system applications.
Course Outline
III.
Module No.
1
2
3
Title / Topic Introduction to BPR Re-Engineering and Its Relationship with Functional Areas of Business History of Re-Engineering Suggested Re-Engineering Framework Deterministic Machines Complex Dynamic System Interacting Feedback Loops and Social Constructs Perspectives of BPR Managing Process Flows Business Process and Flows – Through Put Rate Work-in-Process Cycle Time Little‟s Law Cycle Time and Capacity Analysis – Cycle Time Analysis Capacity Analysis Managing Cycle Time and Capacity – Cycle Time Reduction Theory of Constraints Implementation Process Redesign of Business Processes – Systematic or Clean Sheet Main and Supporting Processes Rationale of BPR Key Enablers of BPR Technology for BPR Critical Success Factors
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Classroom Contact Sessions
06
10
08
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Module No.
4
5
6
7
8
Classroom Contact Sessions
Title / Topic Cross Functional Teams Mentoring and Facilitating Models and Methodologies of BPR Tools and Techniques of BPR Making Effective BPR Virtual Ingredient – People, Top Management‟s Involvement, Involvement of Consultants, Empowerment and Autonomy The IT „Black Hole‟ Using Process Simulation to Minimize the Risk Business Process Map and Simulation Model Parameter Analysis Simulation and Key Performance Indicators Change Management in BPR Introduction Process of Change Management of Change in BPR Strategic Aspects of BPR Concept of Quality Management Managing for Quality Impact of Quality Management in Business and Commerce Quality Assurance Statistical Quality Control Total Quality Management Recent Trends in Quality Management Role of Bench Marking and Business Process Engineering in TQM ERP and BPR ERP in Modeling Business Processes Workflow Management Systems in BPR Steps of BPR Description of the Case Company, Business Case Five-Stage Model of AS-IS/TO-BE Analysis Managing Implementation Business Process Management Process Centric Organizations Business Process Maturity Model Business Process Performance Measurement Contemporary Issues
Total IV.
08
08
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the
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reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to understand the concepts, views, and latest methodologies of BP design and participate in and contribute to process design/redesign efforts in organisations.
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The ability to utilize software tools to assist in business process design and understanding of issues pertaining to organisational design and organisational change management in the context of business process management. An understanding of the key processes involved in business networks; and the key concepts in the design and utilisation of best business practices embedded in the lean philosophy.
VIII.
Reference Material
Text-Books Holt, Jon, (Latest Edition), A Pragmatic Guide to Business Process Modelling, BCS Books. Hansen, (Latest Edition), Automating Business Process Re-Engineering, Prentice-Hall. Laguna, (Latest Edition), Business Process Modeling, Simulation and Design, Pearson Education.
1. 2. 3.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.
Re-engineering: Blueprint for the Future, (Latest Edition), International Engineering Consortium. Martyn A Ould, (Latest Edition), Business Process Management: A Rigorous Approach, BCS Books. G. Darnton and M. Darnton, (Latest Edition), Business Process Analysis, Thompson Business Press, Boston. D. Kosiur, (Latest Edition), Understanding Electronic Commerce, Microsoft Press, Redmond. R. Bernard, (Latest Edition), The Corporate Intranet, John Wiley and Sons. R. Srinivasan, (Latest Edition), Business Process Reengineering. Chan Meng Khoong, (Latest Edition), Re-Engineering In Action, Cambridge. Charles Poirier, (Latest Edition), Business Process Management Applied, Cengage. Martyn A. Ould, (Latest Edition), Business Process Management, BCS Viva Books. Tony Carter, (Latest Edition), The Aftermath of Re-engineering, Viva Books. Dey, (Latest Edition), Business Process Re-engineering, Wiley. K. Sridhra Bhat, (Latest Edition), Business Process Re-engineering, HPH. Saxena K.B.C., (Latest Edition), Business Process Outsourcing, Excel. Mahadeo Jaiswal, (Latest Edition), Enterprise Resource Planning, McMillan. M.S. Jayaraman, et al, (Latest Edition), Business Process Re-engineering, TMH. Varun Grover, M. Lynne Markus, (Latest Edition), Business Process Transformation, PHI. Daniel Minoli, (Latest Edition), Business Process Re-engineering, Routledge.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication and Networking ACM Transactions on Internet Marketing
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MB847.3: INFORMATION SECURITY AND CYBER LAW (ISCL) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To provide attendees with a thorough understanding of the issues associated with the design, provision and management of security services for modern communication and information systems. To learn different aspects of information and network security. To provide the concepts, properties, and functions of computer/information systems security and controls. To enable the students to learn the tools and techniques for protecting the documents, databases and computers from unauthorized access. To understand Legal and ethical aspects and management‟s role in planning the security program are also included.
Course Outline
III.
Module No.
1
2
3
Title / Topic Introduction to Security Definition of Security Assessing Security Security Terminology Historical Developments Structure of Security Meaning of Security Attacks, Computer Crime, Methods of Defense, Encryption Cryptography Applications of Cryptography Terminology Evolution of Cryptography, Caesar Ciphers, One-Time Pads Operation of DES, AES Public-Key Cryptosystems Topics in Information Systems Security Minimum Privilege Compartmentalization Dual Controls Security Perimeters Trustworthy Software Proof of Design Correctness Single-Points-of Failure
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Classroom Contact Sessions
06
08
08
Page 426 of 533
Module No.
4
5
6
7
8
Classroom Contact Sessions
Title / Topic Covert Channels Inference Security Models Security Protocols Zero-Knowledge Proofs Subliminal Channels Oblivious Transfer Digital Signature Schemes Bit Commitment Digital Cash Secure Contract Signing Secure Voting Digital Certified Mail Operating Systems Security Access Control File Protection User Authentication Security Policies Models of Security Cyberspace Laws and Cyber Crimes International Efforts Related to Cyberspace Laws Council of Europe (COE) Convention on Cyber Crimes Penalties, Compensation and Offences Under the Cyberspace and Internet in India Intellectual Property Rights (IPR) in Cyber Law Penalties, Compensation and Adjudication of Violations of Provisions of IT Act and Judicial Review Some Important Offences under the Cyberspace Law and the Internet in India Other Offences under the Information Technology Act in India Contemporary Issues
Total IV.
08
08
08
10
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
© CHARUSAT 2016
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to describe the fundamental concepts of information system security and to understand the terms of security policy, host based security, firewall, packet filtering and intrusion detection. The ability to use various software tools to analyze network and host vulnerabilities and to design systems that comply with commonly accepted security standards. To differentiate threats to information systems from attacks against information systems and laws and ethics.
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VIII.
Reference Material
Text-Books 1. 2. 3. 4. 5. 6.
Charles P. Pfleeger and Shari Lawrence Pfleeger, (Latest Edition), Security in Computing, Pearson Prentice Hall. Bruce Schneier, (Latest Edition), Secrets and Lies: Digital Security in a Networked World, Wiley. Stamp, (Latest Edition), Information Securtiy: Principles and Practice, Wiley. Whitman and Mattford, (Latest Edition), Principles of Information Security, Cengage or Thomson. Nina Godbole and Sunit Belapure, (Latest Edition), Cyber Security, Wiley. Chander, Harish, (Latest Edition), Cyber Laws and It Protection, PHI Learning
Reference-Books 1. 2. 3. 4. 5. 6.
Bruce Schneier, (Latest Edition), Applied Cryptography: Protocols, Algorithms, and Source Code in C, Wiley. Matt Bishop, (Latest Edition), Computer Security: Art and Science, Addison-Wesley. William Stallings, (Latest Edition), Cryptography and Network Security: Principles and Practices, Prentice Hall. John Viega and Gary McGraw, (Latest Edition), Building Secure Software: How to Avoid Security Problems the Right Way, Addison-Wesley. Mark Graff and Kenneth van Wyk, (Latest Edition), Secure Coding: Principles and Practices, O‟Reilly. D. Stinson, (Latest Edition), Cryptography Theory and Practice, RCR press, USA.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Journal of Information Security. The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication & Networking ACM Transactions on Internet Marketing
Websites 1. http://www.jissec.org 2. http://www.acm.org 3. http://www.computer.org
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MB848.3: INFORMATION SYSTEMS AUDIT (ISA) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To gain application ability of necessary controls, laws and standards in computerized Information system. The objectives are also covers To gain an appreciation for the difficulties in assessing systems effectiveness and efficiency To understand the new system control risks created by the use of the internet for business applications and electronic business. To identify auditor's objectives in performing an audit of a computerizes system
Course Outline
III.
Module No.
1
2
3
Title / Topic Overview of Systems Audit Information Systems Audit Information Systems Auditor Legal Requirements of an Information Systems Audit Systems Environment and Information Systems Audit Information System Assets Classification of Controls The Impact of Computers on Information The Impact of Computers on Auditing Information Systems Audit Coverage Hardware Security Issues Hardware Security Objective Peripheral Devices and Storage Media Client-Server Architecture Authentication Devices Hardware Acquisition Hardware Maintenance Management of Obsolescence Disposal of Equipment Problem Management Change Management Network and Communication Issues Software Security Issues Overview of Types of Software Elements of Software Security Control Issues during Installation and Maintenance
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Classroom Contact Sessions
06
08
08
Page 430 of 533
Module No.
4
5
6
7
Title / Topic Licensing Issues Problem and Change Management Information Systems Audit Requirements Risk Analysis Threats, Vulnerability, Exposure, Likelihood, and Attack Information Systems Control Objectives Information Systems Audit Objectives System Effectiveness and Efficiency Information Systems Abuse Asset Safeguarding Objective and Process Evidence Collection and Evaluation Logs and Audit Trails as Evidence Conducting an Information Systems Audit Audit Program Audit Plan Audit Procedures and Approaches System Understanding and Review Compliance Reviews and Tests Substantive Reviews and Tests Audit Tools and Techniques Sampling Techniques Audit Questionnaire Audit Documentation Audit Report Auditing Approaches Sample Audit Work-Planning Memo Sample Audit Work Process Flow Risk-Based Systems Audit Conducting a Risk-Based Information Systems Audit Risk Assessment Risk Matrix Risk and Audit Sample Determination Audit Risk Assessment Risk Management Strategy Business Continuity and Disaster Recovery Plan Business Continuity and Disaster Recovery Process Business Impact Analysis Incident Response Plan Disaster Recovery Plan Types of Disaster Recovery Plans Emergency Preparedness Audit Checklist Business Continuity Strategies Business Resumption Plan Audit Checklist Recovery Procedures Testing Checklist
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08
10
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Plan Maintenance Checklist Vital Records Retention Checklist Forms and Documents Contemporary Issues
8
Total
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 432 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
VIII.
A conceptual framework of internal controls in a computer environment and understanding of knowledge of the primary steps in conducting a risk assessment of an IT system. The ability to describe the various phases of systems development from the perspective of the auditor and review the evaluation and testing procedures for General and Business Process Application Controls
Reference Material
Text-Books Veena Hingarh, Arif Ahmed, (Latest Edition), Understanding and Conducting Information Systems Auditing, Wiley. 2. R. Weber, (Latest Edition), Information Systems Control and Audit, Prentice Hall. 3. Managing Enterprise Information Integrity: Security, Control and Audit Issues, (Latest Edition), IT Governance Institute. 4. Risks of Customer Relationship Management: A Security, Control, and Audit Approach, (Latest Edition), Pricewater House Coopers Ltd. 1.
Reference-Books V. Raval, A. Fichadia, (Latest Edition), Risks, Controls and Security: Concepts and Applications, Wiley. 2. J. E. Hunton, S. M. Bryant, N. A. Bagranoff, (Latest Edition), Core Concepts of Information Technology Auditing, Wiley. 3. J. J. Champlain, (Latest Edition), Auditing Information Systems, Wiley. 4. A. H. James, (Latest Edition), Information Systems Auditing and Assurance, SouthWestern. 5. EDP Auditors Foundation, (Latest Edition), EDP Journal Quarterly British Standard BS. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication & Networking ACM Transactions on Internet Marketing
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MB849.3: MODELING AND ANALYSIS WITH SPREADSHEETS (MAS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: To model, analyze, solve, and interpret solutions to business decision problems on spreadsheets. To develop, implement and utilize business models for managerial decision making. To interpret model results in the context of the business situation. To demonstrate competence in using a spreadsheet for analysis. Course Outline
III.
Module No.
1
2
3
4
Title / Topic Introduction to Spreadsheet Modeling Deterministic, Stochastic and Optimization Models Formulas Formatting Printing Functions Applications in Marketing, Sales and Supply Chain Relative or Absolute Cell References Structural Referencing (Named Ranges) Advanced Formulae Look-Up Tables Linking Disparate Workbooks Dynamic Linking Updating Links Integrating and Manipulating Data from External Sources Data Validation Warehousing and Distribution Decision Making Lab Solver Goal-Seek Advanced formulae Applications in Corporate Finance and Investments Advanced Formulae Charting and Presentations Grouping Data Scenarios What-if Analysis Data Tables
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Classroom Contact Sessions
06
10
08
08
Page 434 of 533
Module No.
5
6
7
8
Classroom Contact Sessions
Title / Topic Break Even Analysis
Applications in Human Resources Working with large datasets Lookup Tables Filtering Multiple Worksheets Linking Advanced Formulas and Macros Charting and Presentations Linking Multiple Spreadsheets and Datasets with Access The Need for More Powerful Databases Relational Database Concept Excel Vs. A Relational Database Table Creation and Table Field Properties Importing Spreadsheets Table Relationships Data Warehouses and Integrating Data from Multiple Sources Linking Disparate Spreadsheets and Datasets From Research Insight Audit Analytics Building and Working with Sets in Research Insight Lookup Tables Auto, Advanced and Custom Filters Conditional Formatting Concatenation Text to Columns Transposing Data Converting Soft Text to Hard Text Summarizing Data with Measures of Central Tendency, Frequency Tables, Charts and Graphs Pivot Tables and Pivot Charts Contemporary Issues
Total IV.
08
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
An extensive knowledge and skills to apply electronic spreadsheets in business decision-making and problem-solving. The ability to understand and be able to apply in business and accounting selected intermediate and advanced features of electronic spreadsheets. The ability and skills to work with large data sets and integrate data from different tables and sources. The ability to understand fundamental risks associated with using spreadsheets and be able to take basic precautions to address them. The ability to understand the need for relational databases and use selected features of a relationship database to enhance the capabilities of your spreadsheet even more.
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VIII.
Reference Material
Text-Book 1.
Kenneth R. Baker, (Latest Edition), Optimization Modeling with Spreadsheets, Wiley.
Reference-Books Denise Etheridge, (Latest Edition), Excel Data Analysis: Your Visual Blueprint for Creating and Analyzing Data, Charts and PivotTables, Wiley. 2. Winston, Wayne L, (Latest Edition), Microsoft Excel Data Analysis and Business Modeling, PHI. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication and Networking ACM Transactions on Internet Marketing
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HEALTH CARE MANAGEMENT ELECTIVES
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MB855.3: HOSPITAL OPERATIONS MANAGEMENT (HOM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To gain an integrated understanding of strategic operations and its applicability to health care industry To understand the importance of tools and techniques for reducing the costs and improving the quality and overview of the significant environmental trends in the healthcare industry.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction to Healthcare Operations The Challenge and the Opportunities History of Performance Improvements Evidence Based Medicine and Pay-For-Performance Setting Goals and Executing Strategy Strategy and the Balance Scorecard The Project Management Performance Improvement Tools, Techniques and Programs Tools for Problem Solving and Decision Making Using Data and Statistical Tools for Operations Improvement Simulation Application to Healthcare Operations Issue Process Improvement and Patient Flow Scheduling and Capacity Management Supply Chain Management Putting it all together for Operational Excellence Holding the Gains Materials Management Role of Computers in the Materials Function. Operations Research Techniques in the Materials Function Stores Management Responsibilities and Functioning of Stores Types of Stores in Hospitals. Location and Layout of Stores Stock Verification Techniques Control of Pilferages. Inventory Control Techniques Purchase Management Disposal of Waste and Scrap Value Analysis
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08
10
10
08
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Module No.
Classroom Contact Sessions
Title/Topic The Lean Enterprise Lean Concepts and Health Care Applications Lean Processes Applied to Operating Room Performance Total Quality Management in Health Care Institutes Quality Improvement Need for Quality Management Initiatives in Health Care Indian Health Care Organisation Contemporary Issues
6
7 8
08
04 06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to analyse health care services management objectives and translate them into output requirements, while integrating clinical and business information. The ability to compare the costs and benefits of various types of health care data processing systems and make decisions regarding the purchase and use of such systems. Reference Material
Text-Book 1.
Daniel B McLaughlin and Julioe M Hays, (Latest Edition), HealthCare Operations Management, PHI Learning Pvt Ltd.
Reference-Book 1.
James R. Langabeer, (Latest Edition), Health Care Operations Management: A Quantitative Approach to Business, Jones and Bartlett Learning.
Journals / Magazines / Newspapers 1. International Journal of Healthcare Technology and Management. 2. Healthcare Management Science
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MB856.3: HOSPITAL MANAGEMENT INFORMATION SYSTEM (HMIS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To provide students with the ability to define operational and strategic objectives for health services management information systems and to guide the design of systems to meet those objectives. To emphasise on the conceptualization of variables to be included in such systems; the design of the systems (including an understanding of hardware, software and communication links) and the proper interpretation and utilization of processed information for program management purpose. Course Outline
Module No. 1
2
3
4
5
6
7
Title/Topic Operational and Strategic uses of Information Systems in Health Care Management Analysing Organisational Activities and Procedure FlowChartings Translating Organisational Activities into Output Requirements Derivation of Input Content from Output Requirements Data Quality Control Input Devices: Internal Organisation and Operation of Computers Output Devices: Processing Modes and their Relative Costs Health Care Application Software Electronic Medical (Health) Records Patient Scheduling Software Medical Records Privacy and Ethical Issues Related to Patient Information Methods of used Authentication Introduction to the Software’s Related to the Hospital Management Hospital Management System Payroll System Accounting System Inventory Control System and other Computer Applications in Hospitals Health Information Exchange (HIE) Health Information Standards Health Information Security
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Classroom Contact Sessions 06
08
10
10
08
08
04
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Module No.
8
Classroom Contact Sessions
Title/Topic Consumer and Patient-Oriented Information Systems Clinical Information Systems and Value Meaningful Use and Health IT Policy Contemporary Issues
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation
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The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An integrated understanding of strategic operations and its applicability to health care industry. A keen interest in observing various operations of hospital, aptitude for applying Lean tools and techniques.
Reference Material
Text-Book 1.
Austin, Charles J. and Stuart B. Boxerman, (Latest Edition), Information System for Health Care Management, Health Administration Press.
Reference-Book 1.
Alferd Winter, Reinhold Haux, (Latest Edition), Health Information System : Architectures and Strategies, Springer Publications.
Journals / Magazines / Newspapers 1.
International Journal of Healthcare Technology and Management
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MB857.3: MEDICAL AUDIT AND QUALITY MANAGEMENT (MA&QM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To provide an in-depth knowledge about the medical audit leading to TQM
Course Outline
Module No.
1
2
3
4
Title/Topic Medical Audit Definition Origins & Development in Medical Audit Medical Audit Policy Concept of Medical Audit Medical Record Medical Audit Relationship Medical Audit related to Diagnosis, Investigations and Therapy Medical Audit – Global Perspective Types of Medical Audit Appraisal of Medical Audit Methods of Medical Audit Quality Management Origin & Growth of Quality Management Importance and Significance of TQM for Hospitals Prerequisites of Quality Management in Hospitals Role of Medical Record in Quality Management Quality Circles Quality Assurance Quality Management in Hospital Front Office OPD Casualty Labs OT CSSD Dietary, HK, ICU Nursing Laundry Canteen
© CHARUSAT 2016
Classroom Contact Sessions
08
08
10
08
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic TQM Tools Quality Function Deployment Concurrent Engineering FEMA P.C.D.A. Cycle – JIT (Just in Time) Kaizan „O‟ Defect Programme Statistical Tools in TQM Flow diagram Pareto Analysis Cause and effect diagram Control Charts Bench Marking Business Process Reengineering TQM practices in Indian Hospitals Accreditation Introduction Concept of Hospital Accreditation Accreditation Scenario in India and Abroad Organisations, Authorities for Accreditations in India Accreditation Process Role of the Government in Developing an Accreditation System. Contemporary Issues
Total IV.
08
08
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation
Sl. No. 1 2 3 4 5
VI.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An integrated understanding of strategic operations and its applicability to health care and environmental policies. A keen interest in observing health issues, scientific understanding of causes, and possible future approaches to control of the major environmental health problems
Reference Material
Text-Book D.C. Joshi and Mamta Joshi, Hospital Administration, published by Jaypee Brothers, Medical Publishers, New Delhi, Latest Edition 2. Anjan Prakash, Medical Audit, published by Jaypee Brothers, Medical publishers (P) Ltd., New Delhi, Latest Edition 1.
Reference-Book 1.
B.M.Sakharkar, Principles of Hospital Administration and Planning, published by Jaypee Brothers, Medical Publishers (P) Ltd., New Delhi, Latest Edition
Journals / Magazines / Newspapers 1.
International Journal of Healthcare Technology and Management
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MB858.3: HEALTH COMMUNICATION: DEVELOPMENT AND DISSEMINATION (HCDD) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To engage students in critical thinking (analyze and evaluate), creative thinking (imagine and create), and practical thinking (solve problems and make decisions) with regard to developing and evaluating public health communications campaigns. Within a broad ecological framework, assess the need and develop a macro, strategic, partnership, implementation and evaluation plan for public health communications.
Course Outline
Module No.
1
2
3
4 5 6 7 8
Classroom Contact Sessions
Title/Topic Introduction An Overview of Substantive Areas of Study Within Health Communication Like Interpersonal Mass Media Health Images Communication Campaigning Alternative Medicine Health Ethics Use of Artifacts Pamphlets, Print Ads, Video Analysis the Rhetoric of Successful and Unsuccessful Health Communication Campaign AIDS Awareness and Smoking Cessation Health Information Plan, Deliver and Evaluate Health Information and Disease Prevention Campaigns Advocate for Health Policy Initiatives Manage Health Care Delivery Systems Produce the Written Material for A Healthy Campaigning Strategy Dissemination in Areas of Public Health Emerging from Research Develop A Television Programme or Health Literacy Produce Material for Complex Disease I. E Material for Genetic Counselling in Area of Inherited Disorders Project/Presentation Contemporary Issues
Total
© CHARUSAT 2016
06
08
10
10 08 08 06 04 60
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Keen interest to develop advertisement and campaigns related to health care system.
Reference Material
Text-Book 1.
Parvanta, C. F., Nelson, D. E., Parvanta, S. A., and Harner, R. N., (Latest Edition), Essentials of Public Health Communication, Sudbury, MA: Jones and Bartlett Learning.
Reference-Books Payers, Lynn, (Latest Edition), Medicine and Culture, New York, Henry Holt and company. 2. DuPre, Athena, (Latest Edition), Communicating About Health; Current Issue and Persepective , Mountain view, Mayfield publishing company. 1.
Journals / Magazines / Newspapers 1.
Healthcare Management Science
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MB859.3: LEGAL ASPECTS OF HEALTH CARE (LAHC) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objective of this course is as follows: III.
To provide basic understanding of legal foundations of health care in India.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Laws Relating to Hospital Formation Promotion-Forming Society The Companies Act Law of Partnership A Sample Constitution for the Hospital Laws Relating Purchases and Funding Law of Contracts Law of Insurance Export Import Policy FEMA Exemption of Income Tax For Donations Laws Pertaining to Health Central Births and Deaths Registration Act, 1969 Recent Amendments Infant Food Act, 1992 Laws Pertaining to Hospitals Transplantation of Human Organs Act, 1994 Pre-Natal Diagnostic Techniques (Regulation and Prevention of Misuse) Act, 1994 Medical Negligence Medico Legal Case Dying Declaration MCI Act on Medical Education The Biomedical Waste Management and Handling Rules-Radiation Safety System Laws Pertaining to Manufacture and Sale of Drugs Drugs and Cosmetics Acts, 1940 Pharmacy Act, 1948 Drugs and Magic Remedies (Objectionable Advertisement) Act, 1954 Poison Act, 1919 Legislation for Tobacco Control
© CHARUSAT 2016
Classroom Contact Sessions
06
08
10
10
08
08
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Module No.
7
8
Classroom Contact Sessions
Title/Topic Role of Governments Law In Promoting and Protecting Health Functions of Courts Legislatures Administrative Agencies in Relation to Health Care Law and Policy Contemporary Issues
04
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 453 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of relationship between the legal system, health care providers, and patients; be able to identify and analyze legal issues in health care. An ability to effectively communicate, both orally and in writing, the interpretive understanding of a case, statute, and regulatory scheme.
Reference Material
Text-Book 1.
C .B. Memoria, (Latest Edition), Dynamics of Industrial Relations, Jain Book depot.
Reference-Book 1.
N. D. Kapoor, (Latest Edition), Industrial Laws, Sultan Chand Publication.
Journals / Magazines / Newspapers 1.
Healthcare Management Science
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PROJECT AND INFRASTRUCTURE MANAGEMENT ELECTIVES
© CHARUSAT 2016
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MB865.3:PROJECT AND INFRASTRUCTURE MARKETING AND PRICING (PIMP) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To understand Infrastructure Marketing and pricing practices in India. To understand policies and problems of Infrastructure Marketing and pricing practices in India.
Course Outline
Module No 1
2
3
4
5 6 7 8
Title/Topic Understanding Infrastructure Infrastructure Marketing and Practices Marketing Infrastructure and Marketing Reforms Strategic Approach for Marketing Marketing Environment Group Marketing Cooperative Marketing Direct Marketing Infrastructure Pricing and Practices Selecting the Right Pricing Models for Infrastructure Services Pricing Principles Efficiency Concepts Incentive Models Policies and Problems of Infrastructure Marketing and Pricing Project Outsourcing Price Benchmarking Pricing Trends Technology Pricing Licensing Marketing and Pricing Policy for Railway Marketing and Pricing Policy for Agriculture Marketing and Pricing Policy for Transport Infrastructure Contemporary Issues
Total IV.
Classroom Contact Sessions 06
12
12
12
04 04 04 06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the
© CHARUSAT 2016
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reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
VI.
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding about Infrastructure Marketing and pricing. An understanding of practical aspects of Infrastructure finance with the help of cases.
Reference Material
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Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth. Journals / Magazines / Newspapers 2.
The International Journal for Project Management
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MB866.3: PROJECT AND INFRASTRUCTURE FINANCING (PIF) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To provide an understanding of financing technique that is widely used to finance infrastructure projects.
To give an exposure to the world of project finance on the areas of Project structuring, understand the complexities of accurately constructing and evaluating cash flows, Risk assessment and management in infrastructure projects, Financing and valuation of infrastructure projects, PPP's in infrastructure.
Course Outline Module No. 1
2
3
4
5
6
Title / Topic Introduction and Overview Introduction to Project Finance Introduction to Infrastructure Projects Uses of Project Finance Motivations for Using Project Finance Unique Features of Infrastructure Projects Essential Elements of Project Financing Trends in Project Financing Market for Project Finance Project Finance in the Power Sector Project Finance in the Roads Sector Project Finance in Airports Different Sources of Finance Sources for Project Finance, Equity, Debt Multi-Lateral Agencies and Financial Institutions Project Leasing Types of Finance Structure Special Purpose Vehicles Structuring the Project Company Public Private Partnerships BOT, BOOT and other Form of Financing Financial Analysis of Projects Valuation Free Cash Flows Equity Cash Flows Project Risk Identification Assessment Management
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
08
08
08
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Module No. 7 8
Classroom Contact Sessions
Title / Topic Credit Risk in Project Finance Basel Committee Recommendation Rating Grade Criteria Concept of Loss and Value at Risk Contemporary Issues
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
Page 460 of 533
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to evaluate cash flows, Risk assessment and management in infrastructure projects, Familiarity with all the issues related to financing and valuation of infrastructure projects, PPP's in infrastructure.
Reference Materials
Text-Books 1.
Stefano Gatti,(Latest Edition),Project Finance in Theory and Practice, Academic Press.
Reference-Books 1. Prasanna Chandra, (Latest Edition),Projects, Tata McGraw-Hill Education. 2. Andrew Fight, (Latest Edition),Introduction to Project Finance, Elsevier Publications. 3. John Finnerty,(Latest Edition),Project Financing - Asset Based Financial Engineering, John Wiley and Sons. 4. E.R. Yescombe,(Latest Edition),Principles of Project Finance, Allied Press. Journal / Magazine / Newspaper 1.
The International Journal for Project Management.
© CHARUSAT 2016
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MB867.3: COST BENEFIT ANALYSIS OF PROJECTS (CBAP) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: To provide students the tools to evaluate projects for businesses, non-profit organizations, and governments, as cost benefit analysis has to consider a proposal's economic costs and benefits from a larger perspective. III.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction Overview of the Cost Benefit Analysis Overview of Infrastructure Projects Financial Appraisal Review of Basic NPV Criteria for Project Evaluation Benefit-Cost Ratio IRR, and Pay-Back Period Choice of Discount Rate Dealing with Inflation Option Value Resource Allocation and Welfare - Efficient Markets Efficiency of Competitive Markets MRS and Budget Constraints Consumer Choice Marginal Utility Pure Exchange Pareto Optimum The Fundamental Theorem of Welfare Economics Valuation of Benefits and Costs - Consumer and Producer Surplus and Dead Weight Loss Consumers and Producers Surpluses Efficient Equilibrium; Simple Distortions (Taxes and Quotas) Market Failure- Monopoly Power and Asymmetric Information Natural Monopoly Justifying Price Regulation and Quotas Rosen Hedonic Model and the Idea of Safety and Other Similar Standards Pricing Issues Shadow Wages and Unemployment Monopoly Pricing
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Classroom Contact Sessions 06
08
10
04
08
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Module No.
Classroom Contact Sessions
Title/Topic Traded-Non-Traded Goods and Border Pricing Evaluating Projects that are Subject to Risk and Uncertainty Expected Value Risk Aversion Certainty Equivalent Uncertainty and Irreversibility CBA and Human Life The Value of Human Life CBAin Health and Health Care Cost of Saving A Life or Reducing the Amount of Accidents The Value of Saving Time Investment in Human Capital Human Capital Projects CBA and Society The Travel Time Method Contingent Valuation Irreversibility Inequality Social Welfare and Social Choice Income Distribution and Expenditure Programs for the Poor The Distribution Element of Projects The Use of Distributional Weights in Social CB Analysis Intergovernmental Grants Contemporary Issues
6
7
8
9
Total IV.
04
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Sl. No. 1 2 3 4 5
VI.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to apply economic principles towards an improved understanding of how to assess all relevant costs and benefits of a particular project, action, policy or program.
Reference Material
Text-Book 1.
Anthony Boardman, David Greenberg, Aidan Vining, and David Weimer, (Latest Edition), Cost Benefit Analysis – Concepts and Practice, Prentice Hall Publications.
Reference-Books Boardman, Greenberg, Vining, and Weimer, (Latest Edition), Cost Benefit Analysis: Concepts and Practice, Prentice Hall Publications. 2. Hugo Priemus and Bent Flyvbjerb, (Latest Edition), Decision-Making On Mega-Projects: Cost-Benefit Analysis, Planning and Innovation, Edward Elgar Publication. 1.
Journal / Magazine / Newspaper 1.
The International Journal for Project Management
© CHARUSAT 2016
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MB868.3: ENVIRONMENTAL AND SOCIAL IMPACT ASSESSMENT (ESIA) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To know the different principles and concepts of ecology and sustainable development. To understand the basic concepts and principles of environmental impact assessment (EIA). To understand the process and different methodologies of Environmental Impact Assessment. To Know how to identify, predict and assess the impacts of a development project.
Course Outline
Module No
1
2
3
4
Title/Topic Principles of Ecology and Sustainable Development Ecology: Scope and Meaning The Ecosystem and its Components Ecosystem Structure and Function Some Important Ecological Principles Community Properties Sustainable Development Principles of Environmental Impact Assessment (EIA) Definition of EIA Goals and Principles of EIA Role of EIA in Environmental Management, Planning and DecisionMaking and Development Planning Methods and Process of EIA Ways and Strategies for a Successful EIA EIA in the Project Cycle Environmental Impact Assessment (EIA) Regulatory Framework Legal Framework of EIA Administrative Framework of EIA Coverage of the Philippine EIA System Monitoring and Enforcement in EIA Problems and Limitation of the Philippine EIS System Public Participation in EIA Process and Methodologies of Environmental Impact Assessment The Environmental Impact Assessment Process
© CHARUSAT 2016
Classroom Contact Sessions
06
10
10
08
Page 465 of 533
Module No
Classroom Contact Sessions
Title/Topic Environmental Impact Assessment Methodologies Identification, Prediction and Assessment of Impacts Methods of Identification, Prediction and Assessment of Impacts of Physical and Biological Resources Physical Resources (Air) Physical Resources (Soil) Physical Resources (Water) Biological Resources Plant and Animal Ecology Spatial Expansion of Agricultures Agricultural Intensification Impacts of Deforestation Environmental Risk Assessment Purpose of ERA Uses of ERA Steps in ERA ERA Process Risk Management ESIA in global Affairs Contemporary Issues
5
6
7 8
10
08
Total IV.
04 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 466 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The skills to propose development project plans for possible environmental effects and prepare appropriate initial studies. The skills to utilize EIA documents for policy development, project planning or for legal or political action planning.
Reference Material
Text-Book 1. Jain, R. K., (Latest Edition), Environmental Assessment, Mc Graw Hill. 2. Canter L., (Latest Edition), Environmental Impact Assessment, Mc Graw Hill.
Reference-Books 1.
Latest Government / Other regulatory bodies Reports on ESIA.
Journals / Magazines / Newspaper 1.
Environmental Impact Assessment Review
© CHARUSAT 2016
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MB869.3: THEORY OF CONSTRAINTS (TOC) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
To create an awareness of the Theory of Constraints as a new management philosophy, based on physical sciences. To help create an appreciation of its potential for effective management in several areas like operations management, project management, information management, human resources management, etc.
III. Course Outline Module Title/Topic No. Introduction to Theory of Constraints 1 Thinking Process, Constraints, Tools of TOC Theory of Constraints (TOC) Inadequacy of Constrained Optimisation for Real-World Management Problems 2 Re-look at Goals as the Focus of Managerial Action, Instead of Constraints Emergence of Theory of Constraints (TOC) as a Better Approach to Management Problem Solving TOC Steps Goal 3 Constraint and Elevation Re-look at Goal and Constraints Finance and Measure Economic Decisions 4 TOC and Product Costing Economic Decision using TOC Decision Project Management Project Planning and Management Tools Phases of Project Management 5 Common Problems in Project Management Critical Chain Project Management: A TOC Approach Drum-Buffer-Rope Solution Introduction The Drum – The Master Production Schedule of the Capacity 6 Constraints Resources Implementing Drum-Buffer-Rope Master Production Schedule using Drum-Buffer-Rope Scheduling
© CHARUSAT 2016
Classroom Contact Sessions 04
10
08
08
08
08
Page 468 of 533
Module No.
Classroom Contact Sessions
Title/Topic Method Theory of Constraints in Supply Chain Management Introduction TOC in Distribution Solution Drum-Buffer-Rope in Distribution Examples and Problems TOC Applications to Operations Projects IT Other areas Contemporary Issues
7
8
9
06
04
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 469 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of TOC and its potential in current business environment. An understanding of mechanics, valuation and trading strategies of derivative market. Ability to frame their own trading strategies in different market conditions.
Reference Material
Text-Book 1.
S. K. Mukhopadhyay, (Latest Edition), Theory of Constraints, Jaico Publication.
Reference-Book 1.
James F Cos III, Jhon G. Schleier, (Latest Edition), Theory of Constraints Handbook, Tata McGraw Hill.
Journals / Magazines / Newspapers 1.
The International Journal for Project Management
© CHARUSAT 2016
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FAMILY BUSINESS & ENTREPRENEURSHIP MANAGEMENT ELECTIVES
© CHARUSAT 2016
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MB.875.3: SUCCESSION PLANNING AND MANAGEMENT YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop a basic understanding of the theory, practice, principles, concepts and language of succession planning and management. To learn how to develop an integrated strategy in both traditional and new economy organizational environments. To understand the key elements of succession management to sustain competitive advantage.
Course Outline
Module No. 1
2
3
Title/Topic The Family Business: What It Is, What Makes It Unique The Family Business: What It Is, Its Assets, and Vulnerabilities Succession Planning Understanding Succession Planning Defining Objectives Choosing the Right Ownership Structure Promoting Stewardship Getting help from Board of Directors Management Succession: Integrating the Family Component into the Management Succession Process Formalizing Management Processes Taking the Lead Family Communication and Decision Making o Family Business Meetings How to Set Up the Family Business Meeting? o Family Council Meetings How to Set Up the Family Council? Family Business Rules o How to Establish Family Business Rules? Make a Commitment to Family Communication o Getting The Family Meetings Started – Outside Assistance Management Succession Issues o Employment of Family Members o Grooming Family Managers to be Successors o Assessing Family Member Managers o Compensation for Family Members o Managing Family Disagreements Integrating the Family Component in Business Planning
© CHARUSAT 2016
Classroom Contact Sessions 08
08
08
Page 472 of 533
Module No.
Classroom Contact Sessions
Title/Topic Making use of Outside Advice Developing Successors Preserving Company Values Support for Senior Managers Help for Employees, Suppliers, Customers From Second to Third Generations Successful Business Succession by Women Role of Women in Family Business Raising A Daughter as the Next CEO Transferring Control and Ownership Match Ownership to Control Tools for Transferring Ownership Trusting the Firm to Trustees Incentives for Nonfamily Caretakers Letting Go The Deep Reasons for Founders Resistance Letting Go with Grace and Style Contemporary Issues
4
5
6
7 8
08
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 473 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to appreciate family business and apply the theory, practice, principles, and concepts of succession planning and management. An ability to understand the family business owner‟s concerns and run and let go the family business successfully.
Reference Material
Text-Books Mark Fischetti, (Latest Edition), The Family Business Succession Handbook, Family Business Publishing Company. 2. Stephen L. McClure, John L. Ward, Craig E. Aronoff, (Latest Edition), Family Business Succession: The Final Test of Greatness A Family Business Publication, Macmillan. 3. Poza, E. J., (Latest Edition), Family Business, Mason, OH: Thomson South-Western. 4. Gersick, K. E., Davis, J. A., Hampton, M. M., and Lansberg, I., (Latest Edition), Generation to Generation: Life Cycles of the Family Business, Boston, MA: Harvard Business School Press. 1.
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Reference-Books Grant Walsh, (Latest Edition), Family Business Succession Managing the All-Important Family Component, KPMG Enterprise. 2. Justine C. Law and James J. Baderman, (Latest Edition), Everyday Legends: The Ordinary People Changing Our World, the Stories of 20 Great UK Social Entrepreneurs. WW Publishing. 3. Willie Cheng, (Latest Edition), The World That Changes The World: How Philanthropy, Innovation, And Entrepreneurship Are Transforming The Social Ecosystem. John Wiley and Sons. 1.
Journals / Magazines / Newspaper 1. Family Business Review, Sage Journals 2. Journal of Family Business Management, Emerald 3. Journal of Family Business Strategy, Elsevier
© CHARUSAT 2016
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MB876.3: ENTREPRENEURSHIP MARKETING AND ANALYTICS (EM&A) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce students to different choices and challenges of entrepreneurial marketing. To understand the Business Analytics and Intelligence Methodologies. To implementing the same for making strategies and decisions faster by converting data into reliable information using rational approach. To prepare students for careers like consulting in data-rich environments, analytical marketing, information technology, and financial data analysis.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Entrepreneurial Marketing Marketing and Entrepreneurship Identifying Market Opportunities Positioning, Targeting and Segmentation Selecting, Developing and Evaluating New Products and Services Introduction to Business Intelligence Changing Business Environment and Computerized Decision Support Framework and Architecture Intelligence Creation and Use Business Intelligence Governance Introduction to Business Analytics What is Business Analytics? Why is Business Analytics Important? Integrating Business Analytics into the Organization Marketing Mix Modeling Linear Regression Trend Analysis Product Market fit o Gap Analysis Segmentation Application-1 Discriminant Analysis Factor Analysis Cluster Analysis Multidimensional Scaling Analysis Segmentation Application-2
© CHARUSAT 2016
Classroom Contact Sessions
08
08
08
08
08
08
Page 476 of 533
Market Basket Analysis Structural Equation Modeling Decision Tree Analysis o Approach with CHAID o Classification and Regression Trees o Regression-Based Forecasting Data Mining Data Mining Process Data Mining Tool XL Miner Contemporary Issues
7 8
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 477 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A thorough understanding about entrepreneurial marketing. An ability to transform large amounts of data into better decisions. The skills to formulate, communicate, and coordinate strategies to solve business problems and pursue opportunities
Reference Material
Text-Books 1. Leonard M. Lodish, Howard Lee Morgan, Amy Kallianpur, (Latest Edition), Entrepreneurial Marketing: Lessons from Wharton's Pioneering MBA Course. 2. Chaston, I., (Latest Edition), Entrepreneurial Marketing, Palgrave Macmillan. 3. Davidow, W. H., (Latest Edition), Marketing High Technology: An Insider‟s View, The Free Press. 4. Rao, Purba Halady, (Latest Edition), Business Analytics: An Application Focus, PHI Learning 5. GalitShmueli, Nitin R. Patel, Peter C. Bruce, (Latest Edition), Data Mining for Business Intelligence: Concepts, Techniques, and Applications in Microsoft Office Excel® with XLMiner®, John Wiley and Sons, Inc. 6. Marc J. Schniederjans, Dara G. Schniederjans, Christopher M. Starkey (Latest Edition), Business Analytics Principles, Concepts, and Applications with SAS: What, Why, and How, Pearson Education Inc. 7. E. Turban, R. Sharda, J. Aronson, and D. King, (Latest Edition), Business Intelligence: A Managerial Approach, Pearson Prentice Hall 8. Mohanty, Soumendra, (Latest Edition), Data Warehousing Design Development and Best Practices, Tata McGraw Hill. 9. Turban, Efraim & Sharda, Ramesh and Delen, Dursun and King, David & Aronson, Janine E. (Latest Edition), Business Intelligence A Managerial Approach, Pearson Education.
Reference-Books R. Mosimann, P. Mosimann, and M. Dussault, (Latest Edition), The Performance Manager: Proven Strategies For Turning Information Into Higher Business Performance, Cognos Press 2. Anahory, Sam and Murray, Dennis, (Latest Edition), Data Warehousing in the Real World. Pearson Education. 1.
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3. Berson, Alex and Smith, Stephen J, (Latest Edition), Data Warehousing, Data Mining & OLAP. Tata McGraw Hill.
Journals / Magazines / Newspapers 1.
International Journal of Business Analytics (IJBAN), Information Resources Management Association 2. International Journal of Business Analytics and Intelligence
Software Excel and Excel add-ins will be the primary software used throughout the course. Both of the add-ins: XL-Miner (available at www.solver.com/xlminer-data-mining) and @Risk (www.palisade.com/trials.asp) are available as free 15 day trial versions
© CHARUSAT 2016
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MB877.3: APPLICATION OF STRATEGIC FRAMEWORKS FOR SMEs (ASF for SMEs) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce the student to the unique management issues facing the family/privately owned business in today‟s economy. To identify strengths and weaknesses in the strategic management of the family business. To prepare the strategic plan small for small or medium sized enterprises. To review and evaluate the selected strategy.
Course Outline
Module No.
1
2 3
4
5
6
Title/Topic Overview of Strategic Planning for SMEs What are Small and Medium Enterprises Strategic Planning Questions Developing A Strategic Planning Mindset Strategic Versus Operational Planning The Strategic Planning Process Model Creating Vision and Mission Assessing the Firms Strategic Potential Internal and External Analysis Exploring Possible Business Strategies Discussing the Firms Strategic Priority Selecting the Strategic Direction Evaluation of the Basic Business Strategy Identifying the Unique Advantages Strategies for SME Development Skill Development Technology Transfer and Export Marketing Public Private Partnership Industry Institution Interaction Cluster Strategy Strategic Asset Building Implementation and Evaluation of Government Schemes MSME Ministry Scheme NSIC Scheme SIDBI Scheme BSE SME Exchange
© CHARUSAT 2016
Classroom Contact Sessions
08
08 08
08
08
08
Page 480 of 533
Module No.
Classroom Contact Sessions
Title/Topic The Final Strategy and Reinvestment Decision Assessing The Investment Decision Analyzing Business Market Values Other Factors Affecting The Reinvestment Decision Reinvestment Issues Contemporary Issues
7
8
08
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 481 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to select appropriate strategy by identifying strengths and weaknesses in the strategic management of the family business, SME The ability to prepare a business plan to start a new business or to extend/improve existing business and be able to review and evaluate the business plan of an existing business company, including opposing its feasibility The ability to prepare the strategic plan small for small or medium sized enterprises and to review, implement and evaluate the selected strategy.
Reference Material
Text-Books May, Gary, (Latest Edition), Entrepreneurship and Small Business Management: Strategic Planning: Fundamentals for Small Business, Business Expert Press. 2. Randel Carlock and John Ward, (Latest Edition), Strategic Planning for the Family Business: Parallel Planning to Unify the Family and Business, Palgrave Macmillan, New York. 1.
Reference-Books David Smallbone, Kiril Todorov, (Latest Edition), Handbook of Research on Strategic Management in Small and Medium Enterprises, IGI Global. 2. John Kyriazoglou, (Latest Edition), Managing your SME more effectively, Bookboon. 3. Farhad Analoui, Azhdar Karami, (Latest Edition), Strategic Management: In Small And Medium Enterprises, Cengage Learning. 1.
Journals / Magazines / Newspapers 1.
International Journal of Business Analytics (IJBAN), Information Resources Management Association. 2. International Journal of Business Analytics and Intelligence.
Websites
www.dcmsme.gov.in (Government of India, Ministry of MSME)
© CHARUSAT 2016
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MB878.3: PROFESSIONALIZATION OF FAMILY BUSINESS (PFM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To discuss in depth about the need and various aspects of professionalization starting from what is considered as a professionally run business. To discuss what one needs to do to professionalize and To understand various challenges and hurdles that one needs to overcome in that journey and how to travel that path successfully.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Family Business Management Formula Structural Management of the Family Business Family Complexity Business Complexity Effects of Complexity on the Family Business Structure Family Business Models Captain Model Emperor Model Family Team Model Professional Family Model Corporation Model Family Investment Group (FIG) Model Comparative Analysis of the Models Mindset and Structure: How Thoughts Influence Deeds? Professionalization of Family Business What? Why? How? Aspects of Professionalization Decentralization of Activities Empowerment of Employees Methodological Decision Making Setting of Systems and Processes Challenges of Professionalization Unincorporated Enterprises Lack of Succession Planning and Plans Unawareness of Government Policies on Entrepreneurship Policies and Entrepreneurship Development in the Country High Operational Costs Financial Constraints
© CHARUSAT 2016
Classroom Contact Sessions
08
08
08
08
08
Page 483 of 533
Module No.
Title/Topic
Classroom Contact Sessions
6
Poor Infrastructures Competition Multiple Taxes Managing Growth and Transformation Applying Survival Skills as A Son or Daughter in the Family Business Indian and International Cases of Professional Family Business What can we Learn and Apply? Contemporary Issues
08
7 8
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 484 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The skills to be able to manage differing views between the older generation and the newer generation. The skills to be able to professionalize existing family business and to plan for sustenance of business.
Reference Material
Text-Book 1.
Alberto Gimeno, Gemma Baulenas, Joan Coma-Cros, (Latest Edition), Family Business Models-Practical Solutions for the Family Business, Palgrave Macmillan.
Reference-Books Bowman – Upton, N., (Latest Edition), Challenges in Managing a Family Business Washingston: US Small Business. 2. Kelin E. Gersick, John A. Davis, Marion McCollom Hampton, Ivan Lansberg, (Latest Edition), Generation to Generation: Life Cycles of the Family Business, Harvard Business Review Press. 1.
Journals / Magazines / Newspapers 1. Family Business Review 2. Ivey Business Journal- Improving the Practice of Management
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MB879.3: COMPETITIVE STRATEGY AND MANAGEMENT OF FAMILY BUSINESS PORTFOLIO (CS & MFBP) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To focus on the competitive strategy of the firm. To examine issues central to its long and short term competitive position To understand the development of firm-specific capabilities, including the role of knowledge that contributes to a firm‟s competitive advantage To focus on industry analysis and competitive advantage as it derives from the firm's strategic investments To find out how strategy differs in global contexts, the role of mergers and acquisitions and the logic of resource allocation in the diversified firm to enhance competitive advantage in each market
III.
Course Outline
Module No.
1
2
3
Title/Topic Analysis of the Environment Industries and the Life Cycle Extending the Five Forces Framework The Contribution of Game Theory Competitors Analysis Segmentation Analysis Strategic Groups Identifying and Analyzing Significant Family Business Competitive Advantage Loyalty Legacy Access to Labour Access to Capital Key Employees Patience Values Community and Philanthropy Strategies for Competitive Advantage Generic Strategies The Value Chain Cost Leadership Differentiation Focus The Dangers of Hybrid Strategies
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08
08
08
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Module No.
Classroom Contact Sessions
Title/Topic Vertical Links and Moves Defining Vertical Relations Trends in Vertical Relations What Vertical Integration is Not? The Costs of Markets Horizontal Links and Moves The Diversification Game Why Diversify? Forms of Diversification International Strategy Global Diversification Strategy The Question of International Competitiveness Porter‟s Diamond Framework Using the Diamond Framework Framing Company Strategy Competing in International Markets Competing Abroad: The Principles Globalisation Vs. Localisation Making the Moves Adding Value from Combination Mergers and Acquisitions Contemporary Issues
4
5
6
7 8
08
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
IX.
Be able to play the role of key decision makers and answer the questions related to the creation or reinforcement of competitive advantage.
Reference Material
Text-Books Grant, R. M. (Latest Edition), Contemporary strategy analysis: Text and cases, Edison, NJ: Wiley. 2. Danny Miller, Isabelle Le Breton-Miller, (Latest Edition), Managing For The Long Run: Lessons In Competitive Advantage From Great Family Businesses, Harvard Business Review Press. 3. Michael E. Porter, (Latest Edition), Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press. 1.
Reference-Books Contractor, Farok J., (Latest Edition), Cooperative Strategies in International Business: Joint Ventures and Technology Partnerships between Firms, Amsterdam: Pergamon. 2. Liebowitz, Jay, (Latest Edition), Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management, Auerbach Publications. 1.
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Journals / Magazines / Newspapers 1. Journal of Developmental Entrepreneurship 2. Journal of Family Business Management
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TOURISM AND HOSPITALITY MANAGEMENT ELECTIVES
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MB885.3: INTERNATIONAL TOURISM AND HOSPITALITY MANAGEMENT (ITHM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce students to the international organizations involved in tourism and hospitality management. To help students to understand the geographical significance while arranging international tours. To introduce students to the most preferred destinations in America and Europe. To help students to understand the critical issues that needs to be dealt with very carefully while on international tour.
Course Outline
Module No.
1
2
3
4
Title/Topic Geographical Significance in Tourism Fundamentals of Geography Importance of Geography in Tourism Climate Variations Climatic Regions of World Study and Significance of Maps Longitude and Latitude International Date Line Time Variations Time Difference International Destination Management in Major or Selected Countries Managing International Tourism Steps involved in Setting an International Tourism Assignment Financial, Legal and Technical Issues involved in International Tourism Critical Issues related to International Tourism Using the Tour Guide Book Understanding the Cultural Differences Understand the Local Norms, Rules and Guidelines Understanding the Public Sentiments Associated with International Tourist Destinations Preservation of Local Ecology Culture and Natural Environment Cross-Cultural-Etiquettes, Mannerisms
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08
08
06
12
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Module No.
Classroom Contact Sessions
Title/Topic
Understand the Meaning of Gestures and Postures in International Contest Organized and Unorganized Tourism e-Tourism Development of e-Tourism Using Technology for Booking the Tourist Packages Collaborative Travel and Tourism International Organizations associated with Travel and Tourism Industry International Union of Official Travel Organization (IUOTO) World Tourism Organization (WTO) International Air Transport Association (IATA) International Civil Aviation Organization (ICAO) Pacific Area Travel Association (PATA) Universal Federation of Travel Agents Association (UFTAA) Indian Organization associated with Travel and Tourism Industry India Convention Promotion Bureau (ICPB) Federation of Hotel and Restaurant Association of India (FHRAI) Travel Agent Association of India (TAAI) Contemporary Issues
5
6
7
8
Total IV.
04
10
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students should have developed:
VIII.
A clear understanding and exposure to the norms and guidelines and critical issues associated with the international tourism and hospitality management. The ability to understand the role played by various agencies in international tourism.
Reference Material
Text-Books 1. Yvette Reisinger, (Latest Edition), International Tourism, Routledge Publishers. 2. Alan Clarke, Wei Chen, (Latest Edition), International Hospitality Management: Concepts and Cases, Butterworth-Heinemann Pub.
Reference-Books 1. Philip Kotler, John Bowen, James Makens, (Latest Edition), Marketing for Hospitality and Tourism: International Edition, Pearson Publications.
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Journals / Magazines / Newspapers 1. Journal of Hospitality and Tourism Management, ISSN: 144-6770 2. International Journal of Contemporary Hospitality Management ISSN: 0959-6119 3. Tourism and Souvenirs: Global Perspectives from the Margins
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MB886.3: QUALITY MANAGEMENT IN TOURISM AND HOSPITALITY BUSINESS (QMTHB) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of quality management concept and the issues related to it in tourism and hospitality management among students. To illustrate a critical awareness of the fundamentals of quality, and its relevance to both environmental conservation and tourism management. To help students to understand the tools and techniques of quality management associated with tourism and hospitality business.
Course Outline
Module No.
1
2
3
4
Title/Topic Quality Management in Tourism and Hospitality Business Concept, Need and Importance of Quality Management in Tourism Quality Management in Urban and Rural Tourism and Hospitality Business Seasonability in Tourism : Problems and Measurement Attraction and Land Use Management Tourists and Tourist Destinations Quality Management Improving the Tourist Experience Quality Management Applied to Tourist Destinations. Importance of Quality Management in Developing and Tourist Destination Key Elements of Managerial Skill in Tourism and Hospitality Industry Project Management Concept of Managing Quality in Projects Significance of Project Quality Management Managing Recourses and Time Quality Project Management Techniques and Skills Service Quality Management Concept of Service : Definitions and Meaning of Types of Service Classifications of Services Growing Importance of Services in Future Societies and Impact of Service in Daily Life Role of Customers in Service Process
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Classroom Contact Sessions
05
08
08
10
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Service Quality Deterioration of Quality Productivity and Quality Improvement Management Challenges in Service Sector Certifications and Techniques in Quality Management Applying the Concept of Benchmarking to the Tourism and Hospitality Business ISO Certifications involved in Tourism and Hospitality Business Impact of Quality Certifications on Tourism and Hospitality Business Internal and External Service Quality Measures Tools and Techniques in Tourism and Hospitality Quality Management Total Quality Management The Five Gap Model SERVQUAL Model Critical Incident Technique (CRIT) Satisfaction Surveys Mechanism for Quality Regulation in Tourism and Hospitality Services Quality Accreditation Concept of Quality Accreditation Schemes Eco-Labels ISO EU Foundation for Quality Management Role of Stakeholders in Quality Accreditation Contemporary Issues
Total
IV.
08
08
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students should have developed:
A clear understanding of the role and importance of quality management in Tourism and Hospitality Industry. The ability to gain and understand the knowledge of the tourism and hospitality quality management tools and techniques and the importance of certification and accreditation.
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VIII.
Reference Material
Text-Book 1. Jay Kandampully, Connie Mok, Beverley A. Sparks, (Latest Edition), Service Quality Management in Hospitality, Tourism, and Leisure, Haworth Hospitality Press, Latest Edition.
Reference-Books 1. Robert Johnston, Graham Clark, Michael Shulver, (Latest Edition), Service Operations Management: Improving Service Delivery, Pearson Publications. 2. YLR Moorthi, (Latest Edition), Brand Management, The Indian Context, Vikas Publishing House Pvt. Ltd.
Journals / Magazines / Newspapers 1. International Standard, Quality Management and Quality Assurance-Vocabulary : ISO 8402:1994.
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MB887.3: FACILITY AND EVENT MANAGEMENT (FEM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop students‟ knowledge and competencies to plan, manage and implement special events successfully. To familiarize the managerial activities in facility management. To inculcate the spirit and enable the students to set up their own enterprises in the field of facility and event management. To acquire an understanding of the techniques and strategies required for successful of facility and event management.
Course Outline
Module No.
1
2
3
Title/Topic Introduction to Facility Management Facility Planning, Design and Layout Planning Process Developing the Concepts Equipment Requirements Space Requirements Bidding and Awarding Contracts Planning Team Functional Planning Concepts of Flow Functional Requirements , Other Requirements Work Place Planning Environment of Work Place Material Handling Space Requirement Space Estimation Total Facility Size Space Calculations : Dining Area, Receiving Area, Storage Area, Serving Area etc. Concept of Designing Designing of Hospitality Properties Development of Strategy and Brand Image Asset Management Complimentary Facilities: Yoga, Gymnasium, Steam Bath, Sun Bath Route Management and Vehicle Management (Two Wheelers
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Classroom Contact Sessions
06
08
10
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Module No.
Classroom Contact Sessions
Title/Topic And LMV) Presentation and Communication Skill Operations of Office Gadgets - Xerox, Fax, Video Conferencing, Power Point Etc. Event Management Definition, Event Types Cultural Festivals Religious Business Activities Conceptualizing And Designing Events Event Planning Five C‟s of Events Event as a Marketing Tool Role of Events in Promotion of Tourism Event Management Activities Meeting Incentives Conference Convention Exhibition Trade Shows and Fairs Leisure Event Sports Events Organizers Sponsorship Event Management as a Profession Event Marketing Nature and Process of Event Marketing The Marketing Mix Sponsorship Advertising Publicity Image / Branding Proposing and Staging the Event Choosing the Event Site Developing the Theme Conducting Rehearsals Providing Services Contemporary Issues
4
5
6
7
8
Total
© CHARUSAT 2016
08
08
08
08
04 60
Page 501 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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II.
Learning Outcomes At the end of the course, the students should have developed:
VIII.
The ability to arrange facilities for guests, clients and employees for smooth running of an organization and to co-ordinate special events.
Reference Material
Text-Books Sanjaya Singh Gaur, Sanjay V. Saggere, (Latest Edition), Event Marketing and Management, Vikas Publication House Pvt. Ltd., New Delhi. 2. Getz D., (Latest Edition), Event Management and Event Tourism, Cognizant Communication Corporation. 3. John Beech, Sebastian Kaiser, Robert Kaspar, (Latest Edition), The business of Event Management, Pearson Publications. 1.
Reference-Books 1. Lynn Van Wagen and Brenda R Carlos, (Latest Edition), Event Management, Pearson Education. 2. Goldblatt, John Wiley and Sons, (Latest Edition), Best Practices in Modern Event Management. 3. J. M. Mathews, (Latest Edition), Hospitality marketing and management.
Journals / Magazines / Newspapers 1.
Event Management: For Tourism, Culture Business and Sporting Events
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MB888.3: COST AND OPERATIONS IN TOURISM AND HOSPITALITY BUSINESS (COTHB) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To equip students with the operating knowledge and skills required to work in tourism and hospitality business. To create an awareness on Tour pricing strategy and Tour costing. This paper emphasis the students to the professionals in Tourism Industry. To help students to understand the role of housekeeping department, that is the back bone of the industry.
Course Outline
Module No.
1
2
3
4
Title/Topic Operations in Hospitality Business Introduction to Housekeeping Department Organizational Hierarchy Layout of Housekeeping Department Housekeeping Personnel Job Description: Inter-Departmental, Co-Ordination Qualities of House Keeping Staff-Recruitment, Selection and Planning Functions of Housekeeping Department Staff Scheduling and Briefing Knowledge of Rooms Rules on a Guest Floor, Maids cart, Room cleaning, Room maintenance Procedure Desk Control Security Types and Control of Key Budgeting of Housekeeping Department Lost and Found Procedure Health and Safety Management Health and Safety of Customers Prevention of Fire and First Aid Safety of Room Interiors-Ceramics, Glass, Metals and Sanitary- Textile and Floral Arts- Interior DecorationLighting, Heating, Ventilation and Flowers Tour Operation Management Meaning, Definition and Functions Tour Operator Product, Components and Features
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Classroom Contact Sessions
05
08
08
08
Page 504 of 533
Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Types of Tour Operations Overseas and Domestic Specialist Actual Tour Operation Tour Packaging Management Concept and Definition Tour Design Process Destination Research Preparation and Handling Agency Negotiation of Tour Package Tour Brochure Marketing of Tour Tour Packages: Nosted, Escarted, Independent, Two Centre or Multi Centred Holidays Self-Drive Package Luxury Arias Package Pilgrim Package Campsite Holidays Adventure and Overland Holidays Travel Agents and Tour Operators Organizations Role and Contribution of National Organization in Tourism Costing and Operations Role Played by Travel Agents and Agencies in Tourism Operations Indian Association of Tour Operators (IATO) Travel Agents Association of Tour Operators (TAATO) Costing in Tourism and Hospitality Business Tour Cost and Pricing Definition and Components Of Tour Cost Travel Cost Accommodation Cost Transfer Cost Administrative Cost Marketing Cost Category of Tour Cost Direct and Indirect Cost Fixed and Variable Cost Costing of Tour Package Contemporary Issues
Total
© CHARUSAT 2016
10
08
08
05 60
Page 505 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding and exposure of the fundamentals, concerns of costing and operations in tourism and hospitality industry with a ability to demonstrate those learning.
Reference Material
Text-Books 1. Jagmohan Negi, (Latest Edition), Travel Agency and Tour Operation : Concepts and Principles, Kanishka Publishers. 2. Pat Yale, (Latest Edition), Business of Tour Operations, Longman Publications.
Reference-Book 1. Christopher Holloway, Neil Taylor, (Latest Edition), The Business of Tourism, Pearson Publications.
Journals / Magazines / Newspapers 1.
Tourism and Souvenirs: Global Perspectives from the Margins
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MB889.3: CRISES MANAGEMENT IN TOURISM AND HOSPITALITY BUSINESS (CMT&HB) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of basic concepts of crisis management applied to tourism and hospitality industry. To make the students aware about the role as a leader while managing the crisis situation. To help students to understand the local and national security framework in tourism and hospitality industry.
Course Outline
Module No.
1
2
3
Title/Topic Basics of Crisis Management Concept and Approaches Definition and Key Terms Identification of Crisis Events Disaster Management Emergency Management Risk Management Basics of Tourist Security Fire Prevention Basics of Fire Fighting Accidents and their Causes and Prevention during Travel and Lodging First Aid and Emergency Services Hotlines for Consumer Protection Tourist Complaint Services and Resolution Mechanism Tourist Security Information Diplomatic Assistance Risk Assessment and Risk Management Vulnerability Analysis Vulnerability Audit Risk Assessment Risk Management Risk Communication Business Area Impact Analysis Business Contingency Planning Emergency Response Plans
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Classroom Contact Sessions
05
08
10
Page 508 of 533
Module No.
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Corporate Crisis Management Plans Corporate Crisis Communication Plans Disaster Recovery Plans Business Continuity Plans Safety and Security Issues during Crisis Management in Tourism and Hospitality Management Concept and Definition of Safety and Security Psychological Aspects of Fear and Feeling of Security Roles and Responsibility of Tourist Agencies in Crisis Management Tourist‟s Role during Crisis Situation Tourism, Terrorism and Crime Role of Local and National Security Agencies in Crime Prevention Government Security Agencies and their Functioning Legal Regulatory and Judicial Framework Civil Unrest Issues Crime Issues including Premises Liability Drug Trafficking Theft and Street Robbery Creating Local Networks for Visitors and Resident Security Media Relations Police Protection Crisis Management and Communication and Leadership Internal Crisis Communication Managing Mass Media Crisis Communication and Public Relations Leadership in Crisis Management Leadership Framework for Crisis Management Stress Management Decision Making under Stress Social and Environmental Change Strategies Cognitive and Behavioural Interventions Lifestyle Behaviour Patterns and Stress Response Contemporary Issues
Total IV.
08
08
08
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the
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students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
The skills to clearly understand the mechanism of crisis management in tourism and hospitality industry. The abilities to manage and deal with a stressed tourist in crisis situations.
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VIII.
Reference Material
Text-Books 1. Yoel Mansfeld and Linda Chapin, (Latest Edition), Tourism Security and Safety, Elsevier Science and Technology. 2. C. Michael Hali, Dallen J. Timothy, David Timothy Duval, (Latest Edition), Safety and Security in Tourism, Jaico Publishing House.
Reference-Books 1. Dirk Glaesser, (Latest Edition), Crisis Management in the Tourism Industry, ButterworthHeinemann Publication. 2. Otto Lerbinger, (Latest Edition), The Crisis Manager: Facing Risk and Responsibility, Lawrence Erlbaum Associates.
Journals / Magazines / Newspapers 1.
Journal of Crisis Management in Tourism and Hospitality Industry
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JOURNALISM AND MASS COMMUNICATION MANAGEMENT ELECTIVES
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MB895.3: PRINT MEDIA COMMUNICATIONS (PMC) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To provide students with an in-depth understanding of the Nature of News and the Process of Reporting. To acquaint them with the Techniques of Writing Simple but Polished News Stories. To emphasize the essentials of the Human Interest story and the Depth Report. To help students develop Creativity in Writing and the Imaginative Approaches to Features, Profiles and Interview Stories and prepare students to undertake Opinion Writing. To help students gain an understanding of the Mechanics of Editing.
Course Outline
III.
Module No.
1
2
Title / Topic Introduction to News Paper Media Nature of News Qualities of News News Value Hard and Soft News Orientation and Perspective Objectivity and Fairness News as A Process Verification Special Interests Difference Between o News and Information o Journalism and Communication Stories of High Interest Celebrity Journalism Trends in Modern Journalism Influence of TV Channels on Serious News Reporting in Print Media Sensationalism and Entertainment Functioning of News Media Three Modes of Daily Journalism National Media Print Journalism Newspaper Sub-Editor
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Classroom Contact Sessions
10
08
Page 514 of 533
Module No.
3
4
5
6
Title / Topic Copy and Schedule Newspaper Design Feature Writing News Reporting and Writing News Values for Pictures Photo Essays Photo Features Qualities Essential for Photo Journalism Picture Magazines Colour Photography Impact of Technology Practical, Field Assignments and their Evaluation Creativity in Writing Features Interviews Profiles Middles Columns Opinion Writing Editorials Reviews (Book, Movie, Music Album) Letters to the Editor Report Writing Headlines Lead Body of A Story Inverted Pyramid Structure Hour Glass Structure Featurized News Report Human Interest Colour Story Specialist Reporting Editing Nature and Need for Editing Principles of Editing Editorial Desk Functions of Editorial Desk Copy Editing Preparation of Copy for Press Style Sheet Editing Symbols Proof Reading Symbols and their Significance Grammar Punctuation Tight Writing
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Classroom Contact Sessions
08
08
08
08
Page 515 of 533
Module No.
Title / Topic
Classroom Contact Sessions
7
Rewriting Field Work Applying the Yardsticks of Newsworthiness Report Preparation by Covering Events on Campus and the City Conduct Interviews and Write Feature Stories Contemporary Issues
06
8
04 60
Total Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation : The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The abilities to deal with print media and develop skills that are required for effective media and broadcasting Journalism. The ability to understand the fundamentals of the newspaper as an up-to-date text. Inculcated the creativity in mechanics of newspaper writing.
VIII.
Reference Material
Text-Books Aruna Zachariah, (Latest Edition), Print Media Communication and Management: Elements, Dimensions and Images, Kanishka Publishers Distributors 2. Robin Jeffrey, (Latest Edition), India's Newspaper Revolution, Capitalism, Technology and the Indian Language Press. 3. Stein, M. Paterno, Susan, and Burnett, Christopher, (Latest Edition), The News Writer‟s Handbook Introduction to Journalism, Blackwell Publishing. 1.
Reference-Books Agarwal, Vir Bala and V. S. Gupta, (Latest Edition), Handbook of Journalism and Mass Communication, Concept Pub. Co. New Delhi. 2. Ed. Hakemulder, Jan R., Fay A.C. de Jonge and P.P. Singh, (Latest Edition), News Reporting and Editing, Anmol Publications Pvt. Ltd 3. Mencher, Melvin, (Latest Edition), News Reporting and Writing, McGraw-Hill Companies 1.
Journals / Magazines / Newspapers 1. Journal of Print and Media Technology 2. Journal of Applied Journalism and Media Studies
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MB896.3: ELECTRONIC MEDIA COMMUNICATIONS (EMC) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To evaluate the relationship between television or Film and society. To understand the way that content, form, and contexts work together to create meaning in film. To be able to critically explore how film is a dynamic, multi-faceted medium, and how a work is created and received from a cultural, ideological and theoretical perspective. To understand the myriad of creative and technical choices that construct a work, and how ultimately each individually impacts a finished film. To consider film‟s position in participatory culture and the shifting convergent media landscape.
III.
Course Outline
Module No.
1
2
3
:
04
Title / Topic Introduction to Film and Television Growth and Development of TV in India TV Forms and Conventions Genre, Format and Scheduling Main Features of Film and TV Language and Grammar (Framing, Types of Shot, Camera Movement Editing, use of Sound, Lighting, Narrative, Etc) Film History, Introduction to Scriptwriting from Conception to Final Script Study of Script Structure and Practice Writing Various Short Program Formats Such as Demonstration, News, Feature, and Variety Shows Analysis of Films Radio Journalism Understanding the Medium Understanding News Radio News Reporting Writing Radio News Compiling A Bulletin TV Journalism Understanding the Medium Visual Language Understanding News TV News Reporting Writing and Editing TV News News Presentation
© CHARUSAT 2016
Classroom Contact Sessions
10
08
08
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Module No.
4
5
6
7
8
Classroom Contact Sessions
Title / Topic Electronic and Online Journalism Nature, Features, History, Spread, Knowledge Society, Convergence Internet Editions, E-Newspaper, HTML Content Management System, Online Tools for Texts, Links, Photos Etc. Role of Multimedia Open Source Journalism Role of Social Media Laws and Ethics Creative Brief Elements of Good Advertising, Copy and Art Importance of Visual Thinking Appeals and Promises Importance of Design and Layout Use of Typography, Graphics etc. Audiences and Reception Audience Blindness Codes Co-Presence Hot and Cool Media Imagined Community Intimacy Liveness Noise Radiogenic Radio World Reception Secondariness Sound Culture Sounds Cape Current Affairs Post-Independence History of India India and its Neighbouring Countries International Affairs Recent Developments in the Course Period Contemporary Issues
Total IV.
08
06
08
06
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books,
© CHARUSAT 2016
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journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No. 1 2 3 4 5
Component
Number
Marks per incidence
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The ability to deal with electronic media and develop skills that are required for effective media and broadcasting Journalism
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VIII.
Reference Material
Text-Books 1. 2.
Toby Miller, (Latest Edition), Television Studies: The Basics, Routledge Publication, London. Jeremy G. Butler, (Latest Edition), Television: Critical Methods and Applications, TMH.
Reference-Books Michele Hilmes, (Latest Edition), Radio Voices: American Broadcasting, Minneapolis, University of Minnesota Press. 2. Hugh Chignell, (Latest Edition), Key Concepts in Radio Studies, SAGE Publications. 1.
Journals / Magazines / Newspapers 1.
Journal of Broadcasting and Electronic Media, Taylor and Francis Group
© CHARUSAT 2016
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MB897.3: PUBLIC RELATION AND CORPORATE FILM CREATION (PR&CFM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To Evaluate the relationship between television/Film and society To understand the way that content, form, and contexts work together to create meaning in film. To enable students to critically explore how film is a dynamic, multi-faceted medium, and how a work is created and received from a cultural, ideological and theoretical perspective. To help students to understand the myriad of creative and technical choices that construct a work, and how ultimately each individually impacts a finished film. To consider film‟s position in participatory culture and the shifting convergent media landscape.
III.
Course Outline
Module No.
1
2
:
04
Title / Topic Understanding PR Definitions Purpose and Utility Advertising and Propaganda Status of PR in India Role of PR in Different Sectors Government Corporate Defense Establishments Educational Institutions Hospitals Individuals Political Parties NGOs Etc. Types of PR Internal or External Publics of PR Communication Audit Qualities Required of A PR Professional Role and Responsibilities of PR Professional In-House PR Department PR Consultancy
© CHARUSAT 2016
Classroom Contact Sessions
06
10
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Module No.
3
4
5
6
Title / Topic PR Tools Internal House Journals Bulletin Boards Events Mailing Groups Social Networking Sites External Exhibitions Trade Fairs External Journals Media Publicity Programmes and Events CSR Projects PR During Crisis Some Recent Case Studies Media Relations as a PR Function: Importance of Media Publicity in PR Necessity and Ways of Building and Maintaining Media Relations Organizing Press Conferences and Visits Writing Press Releases and Arranging Other Publicity Material (Audio, Video, CDs, Etc.) PR and Corporate Communication Theory and Practice of PR, Definition, Role and Functions PR in Changing Social and Political Environment Art of Persuasion, Feedback, Campaign Planning and Strategies Financial PR Media Tracking – Cross Country Issue Propaganda Definition, Scope and Functions of Corporate Communication Corporate Identity, Philosophy, Image Corporate Culture, Citizenship, Philanthropy / Social Responsibility Publicity – Concept and Scope of Private PR Image, Event and Conference Management Counselling, Crisis or Disaster Management Corporate Film Creation Scriptwriting Audiovisual Writing The Elements of Scriptwriting Characterisation Screen Grammar and Elements of Corporate FilmMaking Design TV Commercials through Creative Brief
© CHARUSAT 2016
Classroom Contact Sessions
08
06
06
12
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Module No.
Classroom Contact Sessions
Title / Topic Project: Making A Short Film Pre-Production of the Short Film Production of the Short Film o Shooting Post-Production of the Short Film Screening o Screening the Film o Submitting it to the Film Festivals o Putting the Film on You-Tube and Social Networking Sites Contemporary Issues
7
8
08
Total
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
Sl. No. 1 2 3 4 5
The students‟ performance in the course will be evaluated through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The ability to deal with theory and practice of Public Relations and Corporate Communication that is imperative and crucial for building up of an image of any corporate entity.
VIII.
Reference Material
Text-Books Linda Low, (Latest Edition), Economics of Information Technology and the Media, World Scientific, Banglore. 2. Michele Hilmes, (Latest Edition), Radio Voices: American Broadcasting, Minneapolis: University of Minnesota Press 3. Hugh Chignell, (Latest Edition), Key Concepts in Radio Studies, SAGE Publications. 1.
Reference-Books 1. 2. 3. 4. 5. 6.
James E. Grunig, David M. Dozier, William P. Ehling, Larissa A. Grunig, Fred (Latest Edition), Excellence in Public Relations and Communication Management, TMH. C. Repper, Jon White; Lawrence Erlbaum Associates, (Latest Edition), The Unseen Power: Public Relations, Lawrence Erlbaum Associates. Krishnamurthy Sriramesh, Thomson, (Latest Edition), Public Relations in Asia: An Anthology, Lawrence Erlbaum Associates. Kenneth K. Sereno, C. David Mortensen; Harper and Row, (Latest Edition), Foundations of Communication Theory, TMH. Ronald D. Apr Smith, (Latest Edition), Strategic Planning for Public Relations Lawrence Erlbaum Associates. Marvin N. Olasky, (Latest Edition), Corporate Public Relations: A New Historical Perspective, Lawrence Erlbaum Associates.
Journals / Magazines / Newspapers 1. Journal of Public Relations Research, Taylor and Francis Journals 2. Public Relations Review, Elsevier 3. Journal of School Public Relations, Rawmen and Liitlefield
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MB898.3: CYBER JOURNALISM: CONVERGENCE AND NEW MEDIA (CJ: C &N) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To introduce the students to Online or Cyber Journalism. To understand the use of social media and live streaming for real-time reporting. To apply a variety of storytelling techniques and identify the most appropriate. media for different kinds of stories.
III.
Course Outline
Module No.
1
2
3
4
5
:
04
Title / Topic Overview of Online Journalism Around the World What is Online Journalism? The Changing Landscape: Why Newspapers and Broadcast Outlets are on the Web? Online Journalism in India Tools of Online Journalism Multimedia Interactivity Hyperlinks Weblogs and Content Management Systems Citizen and Participatory Journalism Citizen Journalism Hyper local Journalism Weblogs New Media and Social Networks New Media Social Media Social Networking Websites Security and Ethical Challenges in Online Journalism Security Challenges Applying Journalism Ethics to Online Journalism Current Trends and Future of Cyber Journalism in India Net Convergence and Journalism Web Magazine and Web Newspaper Changing Format of News Presentation Readers as Publishers Internet and New Media Basics of Internet and their Characteristics Networking, ISP and Browsers Features of Online Communications Digital Media and Communication ICT, Digital Divide, Information Society and Media
© CHARUSAT 2016
Classroom Contact Sessions
06
08
10
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Convergence Online Journalism and Social Media Traditional Vs. Online Journalism Difference in News Consumption Online Writing and Editing Social Media, Web 1.0, 2.0 3.0 Mobile Communications and Technology Cyber Crimes and Security : Types and Dimension Cyber Laws and Ethics Elements and Principles of Web Designing Basic Programming – HTML and DREAM WEAVER Contemporary Issues
6
7 8
08
08
Total
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The familiarity with online journalism around the world and will demonstrate a clear understanding and articulation of the field of online journalism through scholarly writing and presentations relative to the course contents. The ability to identify the unique features of news Web sites – such as multimedia, and interactive chats and blogs and will become familiar with multimedia and interactivity of the same. The skills to create blogs and will participate in Social media by creating a Twitter account and posting tweets regularly using re-tweets and hash tags The skills to further demonstrate the ability to record and edit basic online audio interviews and will master the tips and techniques for gathering reliable information on the internet.
VIII.
Reference Material
Text-Books 1. 2.
Pablo J. Boczkowski, (Latest Edition), Digitizing The News: Innovation in Online Newspapers, Cambridge, MA: MIT Press. James C. Foust, (Latest Edition), Online Journalism: Principles and Practices of News for the Web.
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Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Dan Gillmor, (Latest Edition), We the Media: Grassroots Journalism by the People, for the People, Cambridge, MA: O'Reilly. Bill Kovach and Tom Rosenstiel, (Latest Edition), The Elements of Journalism: What News People Should Know and the Public Should Expect, New York: Crown Publishers. Tapas Ray, (Latest Edition), Online Journalism: A Basic Text, Cambridge University Press. Andrew Dewdney and Peter Ride, (Latest Edition), The New Media Handbook. Jason Whittaker, (Latest Edition), The Cyberspace Handbook. Sunil Saxena, (Latest Edition), Breaking News, Tata McGraw-Hill. Tom Negrino and Dori Smith, (Latest Edition), Dreamweaver CS6: Visual Quick Start Guide. Smith, Gene, (Latest Edition), Tagging: People-powered Metadata for the Social Web.
Journals / Magazines / Newspapers 1. 2.
Journal of Applied Journalism and Media Studies Journalism Studies, Taylor and Francis Journals
© CHARUSAT 2016
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MB899.3: MEDIA MANAGEMENT AND AD CAMPAIGN STRATEGIES (MM&ACS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To provide students with detailed insight into the structures, management, processes, economics of and controversies in surrounding the media industries. To understand the organizational and economic structures of the major media industries. To understand programming methods and strategies used in media industries.
III.
Course Outline
Module No.
1
2
3
4
5
:
04
Title / Topic Organisations as Communication Systems Media Structures, Size Business Models and Roles and Purposes Traditional Media New Electronic Media and Emerging Technologies Organisational Culture in Media Companies Media and Content The Role of Content in A Strategic Media Organisation Business Decisions and Contribution of Content Inhibits Competitive Advantage through Content in Communication Techniques for Survival in A Rapidly Changing Technological Environment Personalised Information to Mass Messages in News Advertising and Entertainment Media and Integrated Market Integrated Communication for Products from Various Categories Delivered Via Print, Television, Radio, Film, Internet, Direct Mail, or Live Event Channels Management Strategies of Large Media Companies Exploring the Media Side of Marketing Communications Financial Management Cost and Profitability in A Media Company Costing Classification and Allocation Nature of Cost Factors Affecting Cost Fixed and Variable Costs Financial Statement Analysis Writing for TV Commercials TV Spot Techniques
© CHARUSAT 2016
Classroom Contact Sessions
06
10
08
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Idea Presentations Treatments Scripting Storyboard Terms used for Camera Movement and Editing Visualizing the Commercial Working with Audio and Visual Elements Multimedia Applications in AD Film Campaign Planning and Management Marketing Operations for the Campaign Target Audience Selection and Advertising Objectives Planning Strategies and Media Characteristics Creative Execution of the Campaign Campaign Evaluation and Measuring Effectiveness Media Strategy and Implementation Impact of Media Operations and Business Models Major Trends for Shaping The Media Landscape Techniques for Developing Smart Strategies for Media Case Studies of Multimedia Companies Contemporary Issues
6
7
8
08
08
Total
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
IV.
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation
:
The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.
Learning Outcome At the end of the course, the student should have developed: An insight into the structures, management, processes, economics of and controversies in surrounding the media industries. The ability to understand programming methods and strategies used in media industries. The ability to learn to apply convergence, new technologies, and their impact on the media landscape. Media strategies and ad executions and will effectively execute the media plan.
VIII.
Reference Material
Text-Books 1. 2. 3.
George Rodmann, (Latest Edition), Mass Media in a Changing World, Mcgraw Hill. Storey, John, (Latest Edition), Cultural Theory and Popular Culture: An Introduction, Pearson Education. Stevenson, Nick, (Latest Edition), Understanding Media Cultures: Social Theory and Mass Communication, SAGE Publications.
Reference-Books 1.
Ravindran, R. K., (Latest Edition), Handbook of Reporting and Editing, Anmol
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2. 3. 4. 5. 6.
Publications. Gibson, Martin, (Latest Edition), Editing in the Electronic Era, Iowa State University Press. Rivers, William L., (Latest Edition), The Mass Media: Reporting, Writing, Editing. Harper and Row. Rao, L. R. Madhav, (Latest Edition), New Assignment in Journalism, New Delhi, Sumit Enterprises. Baird, Click, (Latest Edition), Traditional folk media in India, Gekha Books. Westley, Bruce, (Latest Edition), News Editing, Houghton Miffin Co., The Riverside Press.
Journals / Magazines / Newspapers 1. International Journal on Media Management, Saint Gall, Switzerland 2. Journal of Advertising, Taylor and Francis Journals 3. Journal of Advertising Research, Cambridge Journals
© CHARUSAT 2016
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ACADEMIC REGULATIONS & SYLLABUS Faculty of Management Studies Master of Business Administration © CHARUSAT 2016
Page 1 of 533
CHAROTAR UNIVERSITY OF SCIENCE & TECHNOLOGY Accredited with Grade A by NAAC, GoI Accredited with Grade A by KCG, GoG
CHARUSAT
Education Campus – Changa, (ECC), hitherto a conglomerate of institutes of professional education in Engineering, Pharmacy, Computer Applications, Management, Applied Sciences, Physiotherapy and Nursing, is one of the choicest destinations by students. It has been transformed into Charotar University of Science and Technology (CHARUSAT) through an Act by Government of Gujarat. CHARUSAT is permitted to grant degrees under Section-22 of UGC- Govt. of India. The journey of CHARUSAT started in the year 2000, with only 240 Students, 4 Programmes, one Institute and an investment of about Rs. 3 Crores (INR 30 million). At present there are seven different institutes falling under ambit of six different faculties. The programmes offered by these faculties range from undergraduate (UG) to Ph.D degrees including M.Phil. These faculties, in all offer 51 different programmes. A quick glimpse in as under: Faculty
Institute
Faculty of Technology & Engineering
Chandubhai S. Patel Institute of Technology
Faculty of Pharmacy
Ramanbhai Patel College of Pharmacy
Faculty of Management Studies
Indukaka Ipcowala Institute of Management
Faculty of Computer Applications Smt. Chandaben Mohanbhai Patel Institute of Computer Applications. © CHARUSAT 2016
Programmes Offered B.Tech M.Tech Ph.D B.Pharm M.Pharm Ph.D PGDCT / PGDPT M.B.A PGDM Ph.D BBA M.C.A / MCA (Lateral) M.Sc IT Ph.D BCA Page 2 of 533
Faculty of Applied Sciences
P.D. Patel Institute of Applied Sciences
M.Sc M.Phil Ph.D B.Sc
B.PT M.PT Ph.D B.Sc (Nursing) M.Sc PGDHA Charotar Institute of Paramedical PGDMLT Sciences GNM Ph.D The development and growth of the institutes have already led to an investment of over Rs.125
Faculty of Medical Sciences
Ashok and Rita Institute of Physiotherapy Manikaka Topawala Institute of Nursing
Crores (INR 1250 Million). The future outlay is planned with an estimate of Rs.250 Crores (INR 2500 Million). The University is characterized by state-of-the-art infrastructural facilities, innovative teaching methods and highly learned faculty members. The University Campus sprawls over 105 acres of land and is Wi-Fi enabled. It is also recognized as the Greenest Campus of Gujarat. CHARUSAT is privileged to have 360 core faculty members, educated and trained in IITs, IIMs and leading Indian Universities, and with long exposure to industry. It is also proud of its past students who are employed in prestigious national and multinational corporations. From one college to the level of a forward-looking University, CHARUSAT has the vision of entering the club of premier Universities initially in the country and then globally. High Moral Values like Honesty, Integrity and Transparency which has been the foundation of ECC continues to anchor the functioning of CHARUSAT. Banking on the world class infrastructure and highly qualified and competent faculty, the University is expected to be catapulted into top 20 Universities in the coming five years. In order to align with the global requirements, the University has collaborated with internationally reputed organizations like Pennsylvania State University – USA, University at Alabama at Birmingham – USA, Northwick Park Institute –UK, ISRO, BARC, etc. CHARUSAT has designed curricula for all its programmes in line with the current international practices and emerging requirements. Industrial Visits, Study Tours, Expert Lectures and Interactive IT enabled Teaching Practice form an integral part of the unique CHARUSAT pedagogy.
© CHARUSAT 2016
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The programmes are credit-based and have continuous evaluation as an important feature. The pedagogy is student-centred, augurs well for self-learning and motivation for enquiry and research, and contains innumerable unique features like:
Participatory and interactive discussion-based classes.
Sessions by visiting faculty members drawn from leading academic institutions and industry.
Regular weekly seminars.
Distinguished lecture series.
Practical, field-based projects and assignments.
Summer training in leading organizations under faculty supervision in relevant programmes.
Industrial tours and visits.
Extensive use of technology for learning.
Final Placement through campus interviews.
Exploration in the field of knowledge through research and development and comprehensive industrial linkages will be a hallmark of the University, which will mould the students for global assignments through technology-based knowledge and critical skills. The evaluation of the student is based on grading system. A student has to pursue his/her programme with diligence for scoring a good Cumulative Grade Point Average (CGPA) and for succeeding in the chosen profession and life.
CHARUSAT welcomes you for a Bright Future
© CHARUSAT 2016
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CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY Faculty of Management Studies Accredited with Grade A by NAAC, GoI Accredited with Grade A by KCG, GoG
ACADEMIC REGULATIONS Masters of Business Administration (MBA) Programme
Charotar University of Science and Technology (CHARUSAT) CHARUSAT Campus, At Post: Changa – 388421, Taluka: Petlad, District: Anand Phone: 02697-247500, Fax: 02697-247100, Email: [email protected] www.charusat.ac.in
Year – 2016 © CHARUSAT 2016
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CHARUSAT FACULTY OF MANAGEMENT STUDIES ACADEMIC REGULATIONS Master of Business Administration (MBA) To ensure uniform system of education, duration of undergraduate and post graduate programmes, eligibility criteria for and mode of admission, credit load requirement and its distribution between course and system of examination and other related aspects, following academic rules and regulations are recommended.
1. System of Education The Semester system of education should be followed across The Charotar University of Science and Technology (CHARUSAT) both at Undergraduate and Master‟s levels. Each semester will be at least 90 working day duration. Every enrolled student will be required to take a specified load of course work in the chosen subject of specialization and also complete a project/dissertation if any.
2. Duration of Programme 2.1 The Master of Business Administration (MBA) programme of Charotar University of Science and Technology (CHARUSAT) is a two-year full-time post-graduate programme, leading to the award of the degree of Master of Business Administration (MBA). 2.2 The span period of the programme is three years from the date of registration in the programme.
3. Eligibility and mode of admissions Any graduate who is eligible for admission to the MBA programme will be admitted to the programme according to the regulations for admission decided by Government of Gujarat from time to time. 4. Programme Structure and Credits
A student admitted to a program should study the course and earn credits specified in the course structure. The details of programme structure, credit requirements, areas of specialisation proposed to be offered, etc. are presented at Appendix – I.
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5. Attendance 5.1 All activities prescribed under these regulations and listed by the course faculty members in their respective course outlines are compulsory for all students pursuing the courses. No exemption will be given to any student from attendance except on account of serious personal illness or accident or family calamity that may genuinely prevent a student from attending a particular session or a few sessions. However, such unexpected absence from classes and other activities will require to be condoned by the Dean/Principal. 5.2 Student attendance in every course should be 80%.
6
Course Evaluation
6.1 The performance of every student in each course will be evaluated as follows: 6.1.1
Internal evaluation by the course faculty member(s) based on continuous assessment, for 30% of the marks for the course; and
6.1.2
Final examination by the University through written paper or practical test or oral test or presentation by the student or a combination of these, for 70% of the marks for the course.
6.2 University Examination 6.2.1
The final examination by the University for 70% of the evaluation for the course will be through written paper or practical test or oral test or presentation or a combination of these.
6.2.2
In order to earn the credit in a course, a student has to obtain a grade other than FF.
6.3 Performance at Internal Evaluation Components & University Examination 6.3.1
A student who secures at least 40% marks in the University examinations in any course and at least a total of 50% marks in the internal evaluation components and University examination put together will be declared to have passed that course, as shown in the following table:
Minimum percentage marks in University Exam for pass in any course 40%
Minimum total percentage marks (i.e. Internal + University) for pass in any course 50%
6.3.2 If a student secures minimum passing marks of 40% in the University examinations in any course but fails to obtain the minimum passing total
© CHARUSAT 2016
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percentage of 50%, he/she has to repeat the university examination in the course till he/she secures the minimum passing total percentage of 50%.
7
Grading 7.1 The total of the internal evaluation marks and final University examination marks in each course will be converted to a letter grade on a ten-point scale as per the following scheme:
Grading Scheme: Range of Marks (%)
≥80
≥75
≥70
≥65
≥60
≥55
≥50
<80
<75
<70
<65
<60
<55
<50
Letter Grade
AA
AB
BB
BC
CC
CD
DD
FF
Grade Point
10
9
8
7
6
5
4
0
7.2 The student‟s performance in any semester will be assessed by the Semester Grade Point Average (SGPA). Similarly, his performance at the end of two or more consecutive semesters will be denoted by the Cumulative Grade Point Average (CGPA). The SGPA and CGPA are calculated as follows: (i) SGPA
=
∑ CiGi/ ∑ Ci
where Ci is the number of credits of course i
Gi is the Grade Point for the course i and i = 1 to n, n = number of courses in the semester (ii) CGPA
=
∑ CiGi/ ∑ Ci
where Ci is the number of credits of course i
Gi is the Grade Point for the course i and i = 1 to n, n = number of courses of all semesters up to which CGPA is computed. (iii) No student will be allowed to move to the second academic year if his/her CGPA is less than 3 at the end of the first academic year. (iv) In addition to above, a student has to comply with the requirements of the regulatory bodies, wherever such requirements exist. (v) A student will have a maximum of four chances* after first appearing in that examination to clear that course, subject to the restriction on the span period stipulated in clause 2.2 above.
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(*Whenever the university conducts the examinations of that course, it will be considered as a chance, irrespective of whether the student appears for the examination or not.) 8. Awards of Degree 8.1 Every student of the programme who fulfils the following criteria will be eligible for the award of the degree: 8.1.1 He should have earned at least minimum required credits as prescribed in course structure. 8.2 Any student who fails to satisfy minimum requirement of CGPA will be allowed to improve the grades so as to secure a minimum CGPA for the award of degree. Only the latest grades obtained by him/her will be considered.
9. Award of Class The class awarded to a student in the programme is decided by the final CGPA as per the following scheme: Distinction:
CGPA ≥ 7.5
First class:
CGPA≥ 6.0
Second Class:
CGPA≥ 5.0
10. Transcript The transcript issued to the student at the time of leaving the University will contain a consolidated record of all the courses taken, credits earned, grades obtained, SGPA,CGPA and class obtained.
© CHARUSAT 2016
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Appendix – I
Details of MBA Programme Structure, Credit Requirements and Specialisation A1.
Programme Structure
A1.1
The programme is structured into four semesters, consisting of classroom contact-based work and a summer training / internship programme.
A1.2
Each semester will be for a minimum of 90 working days for classroom work, covering classroom contact sessions, laboratory / tutorial / library / group work, case discussions and presentation, field-based as well as library / internet search-based assignments and projects, classroom exercises, management and simulation games, short quizzes, and class tests. The duration for any organisational attachment / training during the semester and final University examinations will be in addition to the 90 working days.
A1.3
The summer training / internship programme will be for a minimum duration of 45 days / 6-8 weeks and will commence at the end of the second semester classroom work.
A1.4
The structure of the MBA programme is as shown in the following figure:
Figure A1: MBA Programme Structure ORIENTATION SEMESTER 3 CLASSROOM WORK
SEMESTER 1
SEMESTER 3
SEMESTER 2
First Year
© CHARUSAT 2016
SUMMER TRAINING/ INTERNSHIP
SEMESTER 4
Second Year
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A2.
Credits
A2.1
Any student of the MBA programme who earns 100 credits by pursuing the prescribed course work and passing all tests, examinations, assignments, laboratory work, projects and all other evaluation components as per the passing standards of the University will be eligible for the award of the Master of Business Administration (MBA) degree.
A2.2
A credit for the MBA programme will mean fifteen (15) classroom contact sessions of sixty (60) minutes each or fifteen (15) laboratory / tutorial / library / group work sessions of two hours (120 minutes) each, pursued over a semester. With a minimum of 90 working days spread over about 15 weeks at an average of 6 working days per week, a credit will mean, on an average, one classroom contact session of sixty (60) minutes or one laboratory / tutorial / library / group work session of two hours (120 minutes) per week.
A2.3
The current distribution of credits over the two-year period for classroom contact sessions and laboratory / tutorial / library / group work sessions will be as follows:
TableA2: Semester-wise Distribution of Credits Sl. No.
Semester
Number of Credits
1
Semester - 1
23
2
Semester - 2
26
3
Semester 3 - Summer Training/ Internship
04
4
Semester - 3 - Classroom Work
24
5
Semester – 4
23 100
A2.4
A course will be of two or more credits as shown in the detailed list of courses for the programme.
A2.5
All courses shown in the list of courses are compulsory for all MBA students. However, students will have the option of pursuing a total of six elective courses of four credits each, out of eight courses offered during third and fourth semesters and one comprehensive project of six credits during the fourth semester.
A2.6
Some courses will have only classroom contact sessions and some others will have tutorial / laboratory / library / group work sessions, as shown in the list of courses.
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A2.7
The University has implemented Choice Based Credit System (CBCS), with effect from 2016-17,which provides a „cafeteria‟ approach; wherein the students can take courses of their choice, and adopt an interdisciplinary approach to learning from the pull of courses offered by all the Faculties/ Institutes/ Departments across university. Below mentioned pull of courses will be offered to the students by different departments/institutes. Each student has to choose one course (of his /her choice) from the offered courses.
Semester 1
1 2 3 4
Course Code MA771 EE 781 ME781 CE 770
Reliability and Risk Analysis Optimization Techniques Occupational Health and Safety Research Methodology
5
CA730
Internet & Web Designing
6 7 8
PT795 NR 751 RD701
Health & Physical Activity
9
RD702
10
MB650
Creative Leadership
11
PH825
Community Pharmacy Ownership
No
Course Name
Women‟s Health Introduction to Analytical Techniques Introduction to Nanoscience & Technology
Department/Faculty Mathematics Engineering Engineering Engineering Computer Application Physiotherapy Nursing Applied Science Applied Science Faculty of Management Studies Pharmacy
Semester 2
1 2 3
Course Code EE782 CE771 IT771
Energy Audit and Management Project Management Cyber Security and Laws
4
CA 842
Mobile Application Development
5 6 7
PT796 NR 752 OC733
Fitness & Nutrition Epidemiology and Community Health Introduction to Polymer Science
8
MB651
Software based Statistical Analysis
9 10
PH826 MA772
Intellectual Property Rights Design of Experiments
No
© CHARUSAT 2016
Course Name
Department/Faculty Engineering Engineering Engineering Computer Application Physiotherapy Nursing Applied Science Faculty of Management Studies Pharmacy Mathematics
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A3.
Specialisation / Concentration
A3.1
The Institute will offer courses of specialisation in the following functional / sectoral areas /streams of management:
Table A3: Areas / Streams of Specialisation/ Concentration Functional Areas of Management
Marketing Management Financial Management Human Resource Management Information Technology Management Health Care Management Project and Infrastructure Management Family Business and Entrepreneurship Management Tourism and Hospitality Management Journalism and Mass Communication Management
The Institute will endeavour to offer specialisation in as many areas / streams as possible from the above list. However, any specific area / stream of specialisation / course will be offered by the Institute during any year only if about twenty-five percent of the students opt for it and if the faculty resources are available. A3.2
Any student can claim to have specialised in a particular area / stream if he has successfully completed (i) (ii)
At least six courses (amounting to a minimum of twenty four credits) in the area / stream by taking electives offered in the area / stream during the third and fourth semesters of the programme, and A comprehensive project of six credits in the area / stream.
A3.3
Every student has to opt for specialisation in only one functional area of management for the award of MBA degree.
A3.4
A student may specialise in only one functional / sectoral areas / streams of management by taking six courses in each of the areas and carrying out a comprehensive project in each of the areas.
A3.5
However, no student will be allowed to specialise in more than one functional stream of management.
A4.
Courses, Curricula and Revision
A4.1
The Faculty Board of the Faculty of Management Studies and the Dean of the Faculty of Management Studies will keep the curricula current and in tune with the changes
© CHARUSAT 2016
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happening in the world of management and make it relevant to the needs of different organs of society. A4.2
The review of the programme, its structure, the course curricula, pedagogy and evaluation will be undertaken by the individual Boards of Studies at least once in every two years.
A4.3
Every course of the programme will be designated by a five-digit alphanumerical code as per the following scheme: M
Management
© CHARUSAT 2016
B
Business
Number 1
Level / Year
Number 2
Number 3
Course Serial No.
Page 14 of 533
TEACHING & EXAMINATION SCHEME FOR MBA Course Code
Total Number of Credits
Course Title
Remarks
Semester – I MB700.3 MB701.3 MB702.3 MB703.3 MB704.3 MB705.3 MB706.3 MB650 MB780.3
Managerial Economics Quantitative Analysis for Management-1 Critical Thinking and Case Analysis Managerial Communication Financial Accounting Management Process and Organizational Behaviour Introduction to Computers and Information Technology Creative Leadership
3 3 3 3 3
Communication Skills - 1
---
Total
3 3 2
University Elective Compulsory Non-Credit Course: 02 Hrs.
23
Semester – II MB741.3 MB742.3 MB743.3 MB744.3 MB745.3 MB746.3 MB747.3 MB651
Macro-Economics and Business Environment Research Methods for Management Quantitative Analysis for Management - 2 Human Resource Management Costing and Control Systems Financial Management Marketing Management Operations Management Software Based Statistical Analysis
MB781.3
Communication Skills - 2
MB740.3
3 3 3 3 3 3 3 2 ---
Total
© CHARUSAT 2016
3
University Elective Compulsory Non-Credit Course: 02 Hrs.
26
Page 15 of 533
Total Number of Credits
Remarks
4
To be included in Semester – III credits
Strategic Management Legal Environment and Public Systems Management Information Systems Entrepreneurship and MSMEs
3 3 3 3
Core Courses
Specialisation Course -1
4
Specialisation Course – 2
4
Specialisation Course – 3
4
Course Code MB800.3
Course Title Summer Internship Programme (Practical) Duration: 06 to 08 Weeks
Semester – III MB801.3 MB802.3 MB803.3 MB804.3
Total
Elective / Specialization will be offered in only one stream / area which will remain same for Semester –IV also. A student can choose any three courses from his/her chosen stream.
28
Semester – IV MB805.3
Comprehensive Project (Practical)
6
MB806.3
Logistics and Supply Chain Management
3
MB807.3
Managerial Effectiveness
2
Specialisation Course – 4
4
Specialisation Course – 5
4
Specialisation Course – 6
4
Total
23
Total Number of Credits
100
© CHARUSAT 2016
Core Courses Elective / Specialization will be offered in only one stream / area which will remain same for Semester –IV also. A student can choose any three courses from his/her chosen stream.
Page 16 of 533
MBA Specialisation Streams and Courses for Semester-III Stream/Area/ Group Code
MM
FM
HRM
IT
HC
PIM
Elective / Specialisation
Marketing
Finance
Human Resource
Information Technology
Health Care
Project and Infrastructure
Course 1 – Code
MB810.3
MB820.3
MB830.3
MB840.3
MB850.3
MB860.3
Course 1 Name
Consumer Behaviour and Technology
Financial Decision Analysis
Strategic Human Resource Management
Information Technology in Business Management
Health Economics and Social Policy
Course 2 – Code
MB811.3
MB821.3
MB831.3
MB841.3
Course 2 Name
Integrated Marketing Communication
Management of Financial Services
Organizational and Change Development
Course 3 – Code
MB812.3
MB822.3
Course 3 Name
Sales and Distribution Management
Course 4 – Code
FBEM
THM
JMC
Family Business and Entrepreneurship MB870.3
Tourism and Hospitality MB880.3
Journalism and Mass Communication MB890.3
Project Formulation and Execution
Leadership Skills
Principles and Concepts of Tourism and Hospitality Management
Development Communication
MB851.3
MB861.3
MB871.3
Management of Software Projects in IT
Hospital Planning and Management
Social Projects and Infrastructure
Business Regulations and Start-up Financing
MB832.3
MB842.3
MB862.3
MB872.3
Security Analysis and Investment Management
Industrial Relations
System Analysis and Design
Infrastructural Projects
MB813.3
MB823.3
MB33.3
MB843.3
MB852.3 Environmental Health Management and Safety Planning MB853.3
Course 4 Name
Strategic Marketing
Financial Reporting Analysis and Corporate Governance
Human Resource Auditing
ERP Systems: Technology Planning and Implementation
Health Care Marketing
Course 5 – Code
MB814.3
MB834.3
MB844.3
MB854.3
Course 5 Name
Rural Marketing
Occupational Testing
Relational Database Management Systems
Financial Management of Health Institutions
MB824.3 Taxation Management (Both – Direct or Indirect)
© CHARUSAT 2016
MB881.3 Tourism Policy, Destination Planning and Development MB882.3
Introduction to Mass Communication and Journalism
Creativity, Incubation and Innovation
Indian Tourism and Hospitality Management
Media Law and Ethics
MB 863.3
MB873.3
MB883.3
MB893.3
Introduction to Infrastructure Policy for Development
Management of Technology and Innovation
Legal Aspects of Tourism and Hospitality Management
Media Economics and Analysis
MB874.3
MB884.3
MB894.3
Social Entrepreneurship and Management
Front Office Management
Media Analytics
MB 864.3 Learning Project Management Through Software
Page 17 of 533
MB891.3
MB892.3
MBA Specialisation Streams and Courses for Semester-IV Stream/Area / Group Code
MM
FM
HRM
IT
HC
PIM
Elective / Specialisation
Marketing
Finance
Human Resource
Information Technology
Health Care
Project and Infrastructure
Course 1 - Code
MB815.3
MB825.3
MB835.3
Course 1 Name
Product and Brand Management
Behavioural Finance
Human Resource Development
Hospital Operations Management
Course 2 – Code
MB816.3
MB826.3
MB836.3
MB845.3 Data Warehousing and Data Mining MB846.3
Course 2 Name
Services and Relationship Management
Corporate Restructuring
Human Resource Information System
Business Process Reengineering
Hospital Management Information System
Course 3 – Code
MB817.3
MB827.3
MB837.3
MB847.3
MB857.3
Course 3 Name
International Marketing
International Finance
Compensation Management
Information Security and Cyber Law
Medical Audit and Quality Management
Cost Benefit Analysis of Projects
Application of Strategic Frameworks for SMEs
Facility and Event Management
Public Relation and Corporate Film Creation
Course 4 – Code
MB818.3
MB828.3
MB838.3
MB848.3
MB858.3
MB868.3
MB878.3
MB888.3
MB898.3
Course 4 Name
Retail Management
Development Banking Rural and Micro Finance
International Human Resource Management
Course 5 – Code
MB819.3
MB829.3
MB839.3
MB849.3
MB859.3
MB869.3
Course 5 Name
Digital and Social Media Marketing
Derivatives and Risk Management
Industrial Jurisprudence
Modeling and Analysis with Spreadsheets
Legal Aspects of Health Care
Theory of Constraints
© CHARUSAT 2016
MB855.3
MB856.3
Health Communication: Information Development Systems Audit and Dissemination
FBEM
THM
Family Business Tourism and and Hospitality Entrepreneurship MB865.3 MB875.3 MB885.3 Project and International Succession Infrastructure Tourism and Planning and Marketing and Hospitality Management Pricing Management MB 866.3 MB876.3 MB886.3 Quality Entrepreneurship Management Project and Marketing in Tourism Infrastructure and and Financing Analytics Hospitality Business MB 867.3 MB877.3 MB887.3
Cost and Environmental Professionalization Operations in and Social of Tourism and Impact Family Business Hospitality Assessment Business MB879.3 Competitive Strategy and Management of Family Business Portfolio
Page 18 of 533
MB889.3 Crises Management in Tourism and Hospitality Business
JMC Journalism and Mass Communication MB895.3 Print Media Communication MB896.3 Electronic Media Communication MB897.3
Cyber Journalism: Convergence and New Media MB899.3 Media Management and Ad Campaign Strategies
Note: 1. Procedure for Selection of Streams / Area / Group and Courses
Step: 1 – Selection of Stream (Only One for the Programme)
A student must choose any one stream of specialization out of the offering. The stream so chosen by the student will remain same for Semester – III and IV. This will be the area of specialization. Under no circumstances the stream / area of specialization can be changed.
Step: 2 – Choice of Courses in Semester - III
From the stream so chosen (as mentioned in Step: 1), the student has to choose any 03 (three) courses out of 05 (five) options available. The total credit that can be obtained in Semester-III for specialization courses will 3 courses x 4 credits = 12 Credits. In addition students will undergo a Summer Internship Programme with Four (04) credits.
Step: 3 – Choice of Courses in Semester – IV
A Student has to repeat Step: 2 in Semester – IV and will have to choose 03 (three) more courses out of 05 (five) in the same stream / area of specialization that he / she has selected during the start of Semester – III. The total credit that can be obtained in Semester-IV for specialization courses except Comprehensive Project will be 3 courses x 4 credits = 12 Credits.
Step: 4 – Comprehensive Project
During Semester – IV, a student must undertake his / her Comprehensive Project in the same stream / area that he / she had chosen during the start of the Semester – III. However, research / project of interdisciplinary nature can be undertaken with the permission of the concerned guide and head of the institute / principal. The total credit that can be obtained in Semester-IV for specialization through Comprehensive Project is Six (06) credits.
Step: 5 – Total Number of Credits for Specialisation
The total credits for specialization will be 24 i.e. (6*4) for courses and 06 credits for Comprehensive Project. Hence, the specialisation will be of 30 credits. 2. Rules for offering Elective Stream / Courses Minimum 25% of students must have opted for a particular course. Based on availability of faculty.
© CHARUSAT 2016
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Annexure – A – MBA Teaching / Evaluation Scheme MBA - Semester – I Teaching Scheme/Contact Hours Course Code
Course Name
Managerial Economics Quantitative MB701.3 Analysis for Management-1 Critical MB702.3 Thinking and Case Analysis Managerial MB703.3 Communication Financial MB704.3 Accounting Management Process and MB705.3 Organizational Behaviour Introduction to Computers and MB706.3 Information Technology Creative MB650 Leadership Communication MB780.3 Skills-1 NonLibrary Credit MANAS Areas --Computer Tutorial Total MB700.3
Credits
Evaluation Scheme Theory
Practical Contact Total Theory Practical Internal External Total Internal External Total Hours Hours
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
---
---
3.00
3.00
---
---
---
30
70
100
2
---
---
2.00
2.00
---
---
---
30
70
100
---
---
---
2.00
2.00
---
---
---
---
---
---
-----
-----
5.00 2.00
-----
5.00 2.00
-----
-----
-----
-----
-----
-----
---
---
4.00
---
4.00
---
---
---
---
---
---
23
18.00
11.00
7.00
36.00
180
420
600
60
140
200
© CHARUSAT 2016
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MBA - Semester - II Evaluation Scheme
Teaching Scheme/Contact Hours Course Code
Course Name
Credits Theory Practical
Macro-Economics and Business Environment Research Methods MB741.3 for Management Quantitative MB742.3 Analysis for Management - 2 Human Resource MB743.3 Management Costing and MB744.3 Control Systems Financial MB745.3 Management Marketing MB746.3 Management Operations MB747.3 Management Software Based MB651 Statistical Analysis Communication MB781.3 Skills-2 NonLibrary Credit MANAS Areas --Computer Tutorial Total MB740.3
Contact Hours
Theory Practical Total Internal External Total Internal External Total Hours
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
2
---
---
2.00
2.00
---
---
---
30
70
100
---
---
---
2.00
2.00
---
---
---
---
---
---
-----
-----
4.00 2.00
4.00 2.00
-----
-----
-----
-----
-----
-----
---
---
2.00
2.00
---
---
---
---
---
---
26
24.00
08.00
36.00
240
560
800
30
70
100
© CHARUSAT 2016
04.00
Page 21 of 533
MBA - Semester – III Course Code MB800.3 MB801.3 MB802.3 MB803.3 MB804.3
NonCredit Areas
Evaluation Scheme
Teaching Scheme/Contact Hours Course Name Summer Internship Programme Strategic Management Legal Environment and Public Systems Management Information Systems Entrepreneurship and MSMEs Specialisation Course - 1 Specialisation Course - 2 Specialisation Course - 3 MANAS Placement Assistance Total
Credits
Contact Theory Practical Hours
Total Hours
Theory
Practical
Internal External Total Internal External Total
4
---
8.00
---
8.00
---
---
---
30
70
100
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
3
3.00
---
---
3.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
---
---
2.00
---
2.00
---
---
---
---
---
---
---
---
2.00
---
2.00
---
---
---
---
---
---
24 + 4 = 28
24.00
12.00
0.00
36.00
210
490
700
30
70
100
Note: For the specialization courses – Teaching and Evaluation Scheme may differ based on the selection of the course by the students. For example: MB864.3 – Learning Project Management through Software has practical evaluation components.
© CHARUSAT 2016
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Details of Area of Specializations and Courses Offered under Each area during Semester – III for MBA Programme Course Code
Course Name
Marketing Management (Any Three) Consumer Behaviour and MB810.3 Technology Integrated Marketing MB811.3 Communication
Credits
Teaching Scheme/Contact Hours Contact Total Theory Practical Hours Hours
Evaluation Scheme Theory Practical Internal External Total Internal External Total
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
MB812.3
Sales and Distribution Management
4
4.00
---
---
4.00
30
70
100
---
---
---
MB813.3 MB814.3
Strategic Marketing Rural Marketing
4 4
4.00 4.00
-----
-----
4.00 4.00
30 30
70 70
100 100
-----
-----
-----
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4
4.00
---
---
4.00
30
70
100
---
---
---
4 4 4
4.00 4.00 4.00
-------
-------
4.00 4.00 4.00
30 30 30
70 70 70
100 100 100
-------
-------
-------
OR
Finance Management (Any Three) MB 820.3 Financial Decision Analysis MB821.3 MB822.3 MB823.3 MB824.3
Management of Financial Services Security Analysis and Investment Management Financial Reporting Analysis and Corporate Governance Taxation Management (Both - Direct and Indirect)
OR
Human Resources Management (Any Three) Strategic Human Resource MB830.3 Management Organizational and Change MB831.3 Development MB832.3 Industrial Relations MB833.3 Human Resource Auditing MB834.3 Occupational Testing OR
© CHARUSAT 2016
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Course Code
Course Name
Credits
Information Technology Management (Any Three) Information Technology in Business 4 MB840.3 Management Management of Software Projects in 4 MB841.3 IT 4 MB842.3 System Analysis and Design ERP Systems: Technology Planning 4 MB843.3 and Implementation Relational Database Management 4 MB844.3 Systems
Teaching Scheme/Contact Hours Contact Total Theory Practical Hours Hours
Evaluation Scheme Theory Practical Internal External Total Internal External Total
4.00
---
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4.00
30
70
100
---
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4.00
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30
70
100
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30
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100
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30
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100
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4.00 4.00
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30 30
70 70
100 100
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100
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4.00
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30
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100
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4
4.00
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4.00
30
70
100
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4.00 4.00 4.00
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30 30 30
70 70 70
100 100 100
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30
70
100
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70
100
OR
Health Care Management (Any Three) MB850.3 Health Economics and Social Policy MB851.3 Hospital Planning and Management Environmental Health Management MB852.3 and Safety Planning MB853.3 Health Care Marketing Financial Management of Health MB854.3 Institutions OR
Project and Infrastructure Management (Any Three) 4 MB860.3 Project Formulation and Execution 4 MB861.3 Social Projects and Infrastructure 4 MB862.3 Infrastructural Projects Introduction to Infrastructure 4 MB863.3 Policy for Development Learning Project Management 4 MB864.3 through Software OR
© CHARUSAT 2016
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Teaching Scheme/Contact Hours Contact Total Theory Practical Hours Hours Family Business and Entrepreneurship Management (Any Three) 4 4.00 ----4.00 MB870.3 Leadership Skills Business Regulations and Start-up 4 4.00 ----4.00 MB871.3 Financing Creativity, Incubation and 4.00 4.00 4 ----MB872.3 Innovation Management of Technology and 4.00 4.00 4 ----MB873.3 Innovation Social Entrepreneurship and 4 4.00 ----4.00 MB874.3 Management OR Tourism and Hospitality Management (Any Three) Principles and Concepts of Tourism 4 4.00 ----4.00 MB880.3 and Hospitality Management Tourism Policy, Destination 4.00 4.00 4 ----MB881.3 Planning and Development Indian Tourism and Hospitality 4 4.00 ----4.00 MB882.3 Management Legal Aspects of Tourism and 4 4.00 ----4.00 MB883.3 Hospitality Management 4 4.00 ----4.00 MB884.3 Front Office Management OR Journalism and Mass Communication (Any Three) 4 4.00 ----4.00 MB890.3 Development Communication Introduction to Mass 4 4.00 ----4.00 MB891.3 Communication and Journalism 4 4.00 ----4.00 MB892.3 Media Law and Ethics 4 4.00 ----4.00 MB893.3 Media Economics and Analysis 4.00 4.00 4 ----MB894.3 Media Analytics Course Code
Course Name
Credits
© CHARUSAT 2016
Evaluation Scheme Theory Practical Internal External Total Internal External Total 30
70
100
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70
100
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100
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100
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MBA - Semester – IV Course Name
MB805.3
Comprehensive Project (Practical)
MB806.3 MB807.3
NonCredit Areas
Evaluation Scheme
Teaching Scheme/Contact Hours
Course Code
Credits Theory Practical
Logistics and Supply Chain Management Managerial Effectiveness Specialization Course - 4 Specialization Course - 5 Specialization Course - 6 MANAS Library Placement Assistance Total
Contact Hours
Total Hours
Theory
Practical
Internal External Total Internal External Total
6
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140
200
3
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100
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100
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100
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100
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15.00
19.00
36.00
120
280
400
90
210
300
© CHARUSAT 2016
02.00
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Details of Area of Specializations and Courses Offered under Each area during Semester – IV for MBA Programme Course Code
Course Name
Marketing Management (Any Three) MB815.3 Product and Brand Management Services and Relationship MB816.3 Management MB817.3 International Marketing MB818.3 Retail Management MB819.3 Digital and Social Media Marketing OR Finance Management (Any Tree) MB825.3 Behavioural Finance MB826.3 Corporate Restructuring MB827.3 International Finance Development Banking Rural and MB828.3 Micro Finance MB829.3 Derivatives and Risk Management OR Human Resources Management (Any Three) MB835.3 Human Resource Development Human Resource Information MB836.3 System MB837.3 Compensation Management International Human Resource MB838.3 Management MB839.3 Industrial Jurisprudence
Teaching Scheme/Contact Evaluation Scheme Hours Credits Contact Total Theory Practical Theory Practical Hours Hours Internal External Total Internal External Total 4
4.00
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30
70
100
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100
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4 4 4
4.00 4.00 4.00
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30 30 30
70 70 70
100 100 100
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4 4 4
4.00 4.00 4.00
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30 30 30
70 70 70
100 100 100
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4
4.00
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30
70
100
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4
4.00
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30
70
100
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4
4.00
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30
70
100
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4
4.00
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4.00
30
70
100
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4
4.00
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30
70
100
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4.00
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30
70
100
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4.00
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4.00
30
70
100
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OR
© CHARUSAT 2016
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Teaching Scheme/Contact Hours Evaluation Scheme Contact Theory Practical Course Name Credits Total Theory Practical Hours Hours Internal External Total Internal External Total Information Technology Management (Any Three) 4 4.00 ----4.00 30 70 100 ------MB845.3 Data Warehousing and Data Mining 4.00 4.00 30 70 100 ------4 ----MB846.3 Business Process Reengineering 4 4.00 ----4.00 30 70 100 ------MB847.3 Information Security and Cyber Law 4 4.00 ----4.00 30 70 100 ------MB848.3 Information Systems Audit Modeling and Analysis with 4 4.00 ----4.00 30 70 100 ------MB849.3 Spreadsheets Course Code
OR Health Care Management (Any Three) MB855.3 Hospital Operations Management Hospital Management Information MB856.3 System Medical Audit and Quality MB857.3 Management Health Communication: MB858.3 Development & Dissemination MB859.3 Legal Aspects of Healthcare
4
4.00
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30
70
100
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4
4.00
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30
70
100
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4
4.00
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30
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100
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4.00
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30
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100
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100
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100
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100 100
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100
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30
70
100
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OR Project and Infrastructure Management (Any Three) MB865.3 MB866.3 MB867.3 MB868.3 MB869.3 OR
Project and Infrastructure Marketing and Pricing Project and Infrastructure Financing Cost Benefit Analysis of Projects Environmental and Social Impact Assessment Theory of Constraints
© CHARUSAT 2016
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Teaching Scheme/Contact Hours Evaluation Scheme Contact Total Theory Practical Theory Practical Hours Hours Internal External Total Internal External Total Family Business and Entrepreneurship Management (Any Three) Succession Planning and 4.00 4.00 30 70 100 ------4 ----MB875.3 Management Entrepreneurship Marketing and 4 4.00 ----4.00 30 70 100 ------MB876.3 Analytics Application of Strategic 4.00 4.00 30 70 100 ------4 ----MB877.3 Frameworks for SMEs Professionalization of Family 4.00 4.00 30 70 100 ------4 ----MB878.3 Business Competitive Strategy and 4 4.00 ----4.00 30 70 100 ------MB879.3 Management of Family Business Portfolio Course Code
Course Name
Credits
OR
Tourism and Hospitality Management (Any Three) International Tourism and 4 MB885.3 Hospitality Management Quality Management in Tourism and 4 MB886.3 Hospitality Business 4 MB887.3 Facility and Event Management Cost and Operations in Tourism and 4 MB888.3 Hospitality Business Crises Management in Tourism and 4 MB889.3 Hospitality Business
4.00
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30
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100
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100
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100
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100
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30 30
70 70
100 100
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30
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100
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30
70
100
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30
70
100
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OR
Journalism and Mass Communication (Any Three) 4 MB895.3 Print Media Communications 4 MB896.3 Electronic Media Communication Public Relations and Corporate Film 4 MB897.3 Creation Cyber Journalism: Convergence and 4 MB898.3 New Media Media Management and Ad 4 MB899.3 Campaigning Strategies
© CHARUSAT 2016
Page 29 of 533
© CHARUSAT 2016
Page 30 of 533
Master of Business Administration (MBA) Programme
SYLLABI (Semester – 1)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY
© CHARUSAT 2016
Page 31 of 533
MB 700.3: MANAGERIAL ECONOMICS (ME) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To enable the students to understand the principles underlying the structure and functioning of markets. To help them to apply economic theory for optimal decision-making at the firm level in the context of market constraints, through real-life examples from across the globe and real cases of firms. To provide them sufficient exposure to the world of industry, trade and commerce, so as to make them feel comfortable reading and understanding daily economic and financial news about firms, and engaging in critical discussion on economic issues affecting firms.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction Ten Principles of Economics Thinking like an Economist Interdependence and the Gains from Trade Firms and its Objective Frontiers of Micro-Economics Understanding Markets Forces The Market Forces of Supply and Demand Elasticity, Types and Applications Supply, Demand and Government Policies The Theory of Consumer Choice Demand Forecasting and Analysis Markets and Welfare Consumers, Producer, and Market Efficiency The Costs of Taxation International Trade The Economics of the Public Sector Externalities Public Goods and Common Resources The Design of the Tax System (with Specific Reference to India) Firm Behaviour and the Organisation of Industry The Cost of Production Market Structures o Firms in Competitive Markets o Monopoly
© CHARUSAT 2016
Classroom Contact Sessions
07
07
06
06
08
Page 32 of 533
Module No.
6 7
Classroom Contact Sessions
Title/Topic o Oligopoly Monopolistic Competition The Economics of Labour Markets Factor Markets Earnings and Discrimination Income Inequality and Poverty Contemporary Issues
08 03 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 30 Sessions About 06 Sessions About 02 Sessions About 05 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 33 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An appreciation of the principles of micro-economics and their potential for firm level decision-making. A desire for reading news of economic and financial changes/developments on a regular basis, and engaging in discussion and critical evaluation of such developments. VIII. Reference Material
Text-Book 1.
Mankiw, (Latest Edition), Principles of Microeconomics, Cengage Learning.
Reference-Books 1. 2. 3. 4. 5. 6. 7.
Salvatore Dominick, (Latest Edition), Managerial Economics - Principles and Worldwide Applications (Adapted Version), Oxford University Press. Ravindra H. Dholakia and Ajay N. Oza, (Latest Edition), Microeconomics for Management Students, Oxford University Press. Douglas Bernheim, Michael W., (Latest Edition), Microeconomics, Tata McGraw-Hill. Joseph N., David P., (Latest Edition), Principles of Business Economics, Pearson Education. D. Salvatore and Ravikesh Srivastava, (Latest Edition), Managerial Economics in a Global Economy, Oxford University Press. H. L. Ahuja, (Latest Edition), Managerial Economics, S. Chand Geetika, Piyali Ghosh, Purba Roy Choudhary, (Latest Edition), Managerial Economics, McGraw Hill.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9.
Margin - The Journal of Applied Economic Research South Asia Economic Journal Global Business Review Asian Journal of Management Cases Global Journal of Emerging Market Economics Economist Economical and Political Weekly Economic Times Business Standard
© CHARUSAT 2016
Page 34 of 533
MB701.3: QUANTITATIVE ANALYSIS FOR MANAGEMENT - 1 (QAM-1) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To impart the students the required skills in collecting and understanding the data using basic statistical tools and techniques. To help the students discover the potential for application of the statistical tools to management functional areas like accounting, finance, operations, marketing, HR, etc. by using MS-Excel / SYSTAT software package for practical applications. To expose the students to basic statistical tools and techniques relevant to managerial decision-making through examples and cases drawn from different functional areas; To help the students develop proficiency in the use of MS-Excel for data analysis and interpretation of outputs for managerial decision-making; and To provide the necessary foundation for data collection, analysis, interpretation and presentation in other courses.
Course Outline Module No.
1
2
Title/Topic Collection, Presentation of Data, and Descriptive Statistics Collection of Data o Understanding Data o Data Measurements – Categorical, Numerical Presentation of Data in Tables and Charts o Categorical Data –Bar Chart, Pie Chart o Numerical Data – Histogram, Line Graph, Contingency Tables Numerical Descriptive Measures o Central Tendency o Dispersion / Variation o Shape – Skewness Probability and Standard Probability Distributions, with Illustrations from Managerial Contexts Basic Probability Concepts o Marginal Probability o Joint Probability o Conditional Probability o Probability Trees and Bayes‟ Theorem Probability Distributions o Discrete Probability Distributions - Binomial,
© CHARUSAT 2016
Classroom Contact Sessions
06
08
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Module No.
Title/Topic
Classroom Contact Sessions
Poisson Continuous Probability Distributions – Normal and Exponential Distribution and Confidence Interval
o
3
4
5
6
Sampling Estimation Sampling Distribution o Sampling – Concept and Types of Sampling o Sampling Distribution of Mean o Sampling Distribution of Proportion Confidence Interval Estimation o Confidence Interval Estimation for Mean (σ Known and σ Un-known Cases) o Confidence Interval Estimation for Proportion o Sample Size Determination Hypothesis Testing One Sample Tests o Hypothesis Testing - Methodology o Z-test of Hypothesis for Mean (σ known) o t-test of Hypothesis for Mean (σ unknown) o Z-test of Hypothesis for Proportion Two Sample Tests o Comparing the Means of Two Independent Populations o Comparing the Means of Two Related Populations o Comparing Two Population Proportions o F-test for the Difference between Two Variances o ANOVA Chi-Square Tests Chi-Square Test for the Difference between Two Proportions (Independent Samples) Chi-Square Test for the Difference among more than Two Proportions Chi-Square Test of Independence Correlation, Regression and Forecasting Correlation Simple Linear Regression o Determining the Simple Linear Regression Equation o Measures of Variation o Residual Analysis o Inference about Slope and Correlation Coefficients Multiple Regression o Developing Multiple Linear Regression Model o Residua Analysis Forecasting Basics o Time Series Analysis
© CHARUSAT 2016
06
08
06
09
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Module No. 7
Classroom Contact Sessions
Title/Topic o Using Multiple Regression Model Contemporary Issues
Total IV.
02 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Student‟s Presentations Feedback
… … … …
About 31 Sessions About 06 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
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V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
The potential of using the statistical tools and techniques. Knowledge base of using software packages for managerial decision-making under conditions of risk and uncertainty.
Reference Material
Text-Book 1.
David .M. Levine, Krehbiel, Berenson, P.K. Viswanathan, (Latest Edition), Business Statistics – A First Course, (Latest Edition), Pearson Education.
Reference-Books 1. Anderson, Sewney, (Latest Edition), Statistics for Business and Economics, Thomson. 2. Aczel, Soundarapandian, (Latest Edition), Complete Business Statistics, Tata McGrawHill. 3. T N Srivastava, Shailaja Rego, (Latest Edition), Statistics for Management, Tata McGraw-Hill. 4. Christian Albright, Wayne Winston, et. al., (Latest Edition), Data Analysis and Decision-making with MS-Excel, Thomson. 5. D. P. Apte, (Latest Edition), Statistical Tools for Managers – Using MS-Excel, Excel Books 6. Naval Bajpai, (Latest Edition), Business Statistics, Pearson.
© CHARUSAT 2016
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MB702.3: CRITICAL THINKING AND CASE ANALYSIS (CTCA) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To expose the students to the need for critical thinking practice as a necessary ingredient in decision-making capabilities; To inculcate in them the habit of analysis as a routine and enable them to seek and know the reasoning behind any situation, decision, data, information, news, etc.; and to demonstrate how to apply an analysis framework to an in-depth case example indicating necessary connections formed during analysis. To develop the students as managers who know how to think, i.e. how to become independent, self-directed thinkers and learners, to introduce the key steps of case analysis, output of recommendations and writing skills.
Course Outline
Module No.
1
2
3
Title/Topic The Fundamentals of Critical Thinking Introduction to Critical Thinking Barriers to Critical Thinking Basic Logical Concepts Identifying Statements, Premises, Conclusions Recognising Arguments Language and Critical Thinking Logical Fallacies Fallacies of Relevance Fallacies of Insufficient Evidence Arguments Analyzing Arguments Evaluating Arguments Informal Logic Categorical Logic Propositional Logic Inductive Reasoning Researching and Writing Arguments Finding, Evaluating and Using Sources Writing Argumentative Essays Practical Applications Thinking Critically about the Media Science and Pseudoscience
© CHARUSAT 2016
Classroom Contact Sessions
06
08
06
Page 39 of 533
Module No. 4
5
6 7
Classroom Contact Sessions
Title/Topic Introduction to Case Analysis Types of Cases Working with Cases Learning from Case Analysis Case Analysis Overview Case Reading Taking Case Notes Identifying the Business / Management Problem Identifying and Prioritising the Issues Bringing in Outside Concepts Evaluating Relevant Information and Underlying Assumptions Developing Possible Solutions Evaluation of Alternatives and Selection of Appropriate Solution Action Planning Writing Case Analysis Writing the First Draft Second, Subsequent and Final Drafts Contemporary Issues
Total IV.
06
08
06 05 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 20 Sessions About 10 Sessions About 05 Sessions About 08 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 40 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An analytical and enquiring mindset that does not accept any information at face value, but evaluates critically its source and implications. An ability to analyze the case (situation) with application of knowledge attained and write the report.
Reference Material
Text-Book 1. Bassham Gregory, et. al., (Latest Edition), Critical Thinking – A Student‟s Introduction, Tata McGraw-Hill. 2. James S. O‟ Rourke IV, Singh Anubha, (Latest Edition), Management Communication – A Case-Analysis Approach, Pearson Education.
Reference-Book 1. TaherNasreen, Gopalan Swapna (ed.), (Latest Edition), Concepts and Applications, ICFAI University Press.
Critical Thinking –
Journals / Magazines / Newspapers 1.
Dialogue Journals and Critical Thinking.
© CHARUSAT 2016
Page 41 of 533
MB703.3: MANAGERIAL COMMUNICATION (MC) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
To develop communication skills required in business organisation, namely: listening, speaking reading and writing. Sensitize the students on the nuances of effective communication at work. Students should be able to demonstrate improved interpersonal and group communication skills Students should be able to design and communicate effective formal and informal messages Students should be able to make an effective presentation with an appropriate media support. Student should demonstrate improved persuasion and influencing skills for better negotiations.
III.
Course Outline
Module No.
1
2
3
4
Title/Topic Introduction The Role of Communication in Contemporary Business Communicating within Organizations Types of Communication Process of Communication The C‟s of Good Business Communication Causes of Interference to Effective Business Communication External Influences on Business Communication Using Technology to Improve Business Communication Interpersonal Communication-I Introduction to Interpersonal Communication Communication Styles or Modes Managerial Listening and Responding Nonverbal Communication Interpersonal Communication-II Managing Conflicts in Organization Communicating in Diverse Environment Managerial Negotiation Interviews Managerial Writing Stages of Writing process Preparing Good-and-Neutral News Messages Preparing Bad-News Messages
© CHARUSAT 2016
Classroom Contact Sessions
09
08
08
09
Page 42 of 533
Module No.
5 6
Classroom Contact Sessions
Title/Topic Preparing Persuasive Messages Notice, Agenda and Minutes of Various Official Meetings Organizing Business Reports and Proposal Communication for Employment Communicating in Work Teams Productive Meeting Management Making Formal Presentation Contemporary Issues
07
Total IV.
04 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 21 Sessions About 06 Sessions About 04 Sessions About 12 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 43 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to communicate effectively in business situations. The ability to communicate message accurately, handle intercultural situation that require thoughtful communication. The ability to use appropriate words and tones and so on.
Reference Material
Text-Books Bovee, Courtla and L., Thill, John V., Chaturvedi, Mukesh, (Latest Edition), Business Communication Today Pearson Education. 2. Lehman, Dufrene, Sinha, (Latest Edition), BCOM. Cengage Learning. 3. Raman, Singh, Praksh, (Latest Edition), Business Communication, Oxford. 1.
Reference-Books Lesikar, R.V. and M.E. Flatley, (Latest Edition), Basic Business Communication, Tata McGraw-Hill 2. Koneru Arun, (Latest Edition), Professional Communication, McGraw Hill 3. O, Rourke James and Gupta Jaba Mukherjee, (Latest Edition), Management Communication: A Case-Analysis Approach, Pearson Education. 4. Hynes Geraldine, (Latest Edition), Managerial Communication: Strategies and Applications, Tata McGraw-Hill. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Business Communication Quarterly Journal of Business Communication Strategic Communication Management Journal of Business and Technical communication Harvard Business Review
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MB704.3 FINANCIAL ACCOUNTING (FA) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To expose the students to the framework of accounting concepts. To relook at the mechanics related to preparation of the balance sheet, income statement, cash flow statements. To understand computation of ratios and basic analysis of the annual report. To help the students evaluate managerial choices of alternative accounting practices, issues in accounting policy and accounting standards.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Financial Accounting Beginning Assumptions The Income Statement The Balance Sheet The Statement of Retained Earnings The Statement of Cash Flows Qualitative Characteristics of Accounting Information Recording Accounting Transactions Accrual Accounting and Adjusting Entries Accrual and Cash Bases of Accounting Adjusting Journal Entries Closing Process The Accounting Cycle Completion of Accounting Cycle: Final Accounts Financial Statements of Limited Liability Company Measurement of Business Income Revenue and Expense Recognition, Assets and Liabilities, Divisible Profits, Managerial Remuneration. Consolidated Financial Statement Analysis and Interpretation of Financial Statements Types of Analysis Comparative Financial Statements Common Size Statements Trend Analysis Ratio Analysis Creative Accounting Window Dressing Forensic Accounting and Forensic Auditing
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Classroom Contact Sessions
08
08
09
09
08
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Module No.
Classroom Contact Sessions
Title/Topic International Financial Reporting Standards (IFRS) Important Standards Differences and Similarities between Indian AS, IAS / IFRS and US GAAP Contemporary Issues
6
03 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 25 Sessions About 06 Sessions About 05 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Develop a thorough understanding of accounting records and how transactions are recorded in them; Be able to understand and interpret financial statements for various forms of businesses; Be able to analyse and interpret the data contained in these statements for improved decision-making; and
Reference Material
Text-Books 1. 2. 3. 4. 5.
Norman H. Godwin, C. Wayne Alderman, Debashish Sanyal, (Latest Edition), Financial ACCT- A South Asian Perspective, Cengage Learning. Dhanesh K Khatri, (Latest Edition), Financial Accounting, Tata McGraw Hill. Paresh Shah, (Latest Edition), Financial Accounting for Management, Oxford University Press. Asish K. Bhattacharyya, (Latest Edition), Financial Accounting for Business ManagersPHI. Dr. S.N. Maheshwari and Dr. S.K. Maheshwari, (Latest Edition), Financial Accounting, Vikas Publishing House Pvt. Ltd.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Ambrish Gupta, (Latest Edition), Financial Accounting Management An Analytical Perspective, Pearson Education. Stice and Stice, (Latest Edition), Financial Accounting Reporting amp; Analysis, Thomson. Robert N. Anthony, David F. Hawkins and Kenneth A. Merchant, (Latest Edition), Accounting –Text and Cases, TMH. Samuel C. Weaver, J. Fred Weston, (Latest Edition), Finance and Accounting for Nonfinancial Managers, Tata McGraw-Hill Publishing Co. Ltd. Horngreen, (Latest Edition), Financial Accounting, Pearson Education. Ashok Banerjee, (Latest Edition), Financial Accounting, Excel Books. Weygandt, Kieso, Kimmel, (Latest Edition), Financial Accounting, Wiley India Edition. M.E. Thukaram Rao, (Latest Edition), Accounting for Managers, New Age International Publishers. S. K. Bhattacharyya, (Latest Edition), Accounting for Management-Vikas Publication. N. P. Srinivasan, (Latest Edition), Accounting for Management, S Chand Publications.
Journals / Magazines / Newspapers 1. Asian Journal of Finance and Accounting 2. Finance India
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MB705.3: MANAGEMENT PROCESS AND ORGANIZATIONAL BEHAVIOUR (MP & OB) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To expose the students to the different functions performed by managers, the roles they have to play for those functions , and the knowledge and skills they have to develop for the roles through real life examples and cases; To help the students develop an understanding of concepts and tools like MBO and SWOT to develop proficiency in the planning of activities of an organization. To enable the students to appreciate the importance of entrepreneurship, innovation and leadership and to help them realize the need for collaboration and networking in the management of any functional area of management; To provide the necessary foundation for all other courses based on management practices across the world To expose the students to the environmental and organisational context, cognitive processes and dynamics of organisational behavior; and To enable them to manage and lead for high performance with the human being at the centre of the organisation.
Course Outline
Module No.
1
2
Title/Topic Foundations of Management Managing The External Environment and Organisational Culture Managerial Decision Making Planning and Strategizing Planning and Strategic Management Ethics and Corporate Responsibility International Management Entrepreneurship Organising Organisation Structure Organisational Agility Human Resources Management, especially with Diverse Workforce Types of Organizations and Basis for Choice of Different Types Leading Leadership Motivation for Performance
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Classroom Contact Sessions
06
07
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Module No.
Classroom Contact Sessions
Title/Topic Teamwork Communicating Controlling Managerial Control Managing Technology and Innovation Creating and Managing Change Organizational Culture Organizational Theory Creating and Maintaining Organizational Culture Rewards and Recognition in Organizational Settings Cognitive Processes of Organizational Behaviour Meaning and Types of Personality Nature and Dimensions of Attitude Organizational Commitment Motives, Motivation and Theories Dynamics of Organizational Behaviour Cause and Effect of Stress Concept and Types of Conflict Coping Strategies for Stress and Conflict Political Implications of Power Contemporary Issues
3
4
5
6
7
07
07
07
07
Total IV.
04 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 21 Sessions About 10 Sessions About 06 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
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Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed: A clear understanding and exposure to the functional areas of management and the roles managers assume for managerial performance.
VIII.
Reference Material
Text-Book 1.
Bateman Thomas, Snell Scott, (Latest Edition), Management – Leading and Collaborating in the Competitive World, Tata McGraw-Hill.
2. Luthans Fred (2008), Organisational Behaviour, McGraw-Hill (11 e)
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Weihrich Heinz and Koontz Harold, (Latest Edition), Management: A Global and Entrepreneurial Perspective, Tata McGraw-Hill. Stoner, Freeman and Gilbert Jr., (Latest Edition), Management, Prentice Hall of India. Weihrich Heinz and Koontz Harold (2008), Management: A Global and Entrepreneurial Perspective, Tata McGraw-Hill Kaul, Asha, Effective Business Communication, PHI, New Delhi. Chaturvedi, P.D., and Mukesh Chaturvedi, Business Communication, Pearson Education McGrath, E.H., Basic Managerial Skills for All, PHI, New Delhi Slocum, Helrigel, Organisational Behaviour, Thomson/Cengage Udai Pareek (2008), Understanding Organisational Behaviour, Oxford University Press
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Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8.
Harvard Business Review Academy of Management Review California Management Review Vikalpa IIMB Management Review Decision Indian Management The Smart Manager
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MB706.3: INTRODUCTION TO COMPUTERS AND INFORMATION TECHNOLOGY (ICIT) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
This is an introductory course in basic computer use and to expose the students to IT relevant to the immediate needs of managers; Microsoft Office is powerful and popular application software that is used in businesses around the world. To enable them to develop proficiency in using certain components of the package includes MS Word, MS Excel, MS Power Point, MS Access and MS project for managerial applications and for pursuing the other courses of the MBA programme successfully
Course Outline
Module No.
1
2
Title / Topic Introduction to Computer Computer Hardware Computer Software Exercises Basic of Operating System Folder and Files Widows Accessory Widows Utilities Exercises Introduction to MS Office Applications Microsoft Office Word Microsoft Office Power Point Microsoft Office Excel Microsoft Office Access Microsoft Outlook Microsoft Office Project Microsoft Office Word Creating and Editing document Formatting and Printing Table and Graphics Mail Merge and Labels Exercises
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Classroom Contact / Lab Sessions
01
01
01
06
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Module No.
3
4
5
6
7
Title / Topic
Classroom Contact / Lab Sessions
Microsoft Office Excel (Spreadsheet) Introduction to Excel Formula and Function Formatting and Printing Charts Exercises Microsoft Office PowerPoint Introduction to PowerPoint Working with Slide Formatting and Printing Exercises Microsoft Office Outlook Introduction to Outlook Managing Daily e-mail and Appointments Exercise Microsoft Office Access Basic Concepts of a Database -Table, Field, Records, Key, Data Manipulation, Query, etc. Creating a Database Working with Forms Using Queries Generating Reports Exercises Introduction to IT Introduction to World Wide Web E-mail Services and Searching Introduction to Designing Web-Pages Insert Text, Image, Hyperlink Exercises Microsoft Office Project Introduction to MS Project 2007 Creating and Defining Projects Calendars Organizing Tasks Working with Task Duration, Estimates, and Dependencies Working with Resources Customizing and Formatting Resource Management Tracking Progress Running Reports Contemporary Issues
03
06
03
10
02 Total
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12
45
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom / Lab Discussion of Concepts and Applications Student‟s Presentations Feedback
…
About 75 Sessions
… …
About 13 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components: Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 70 marks and will be based on practical computer-based tests and a viva-voce.
VII.
Learning Outcome At the end of the course, the student should have developed:
An ability to use computers and basic application software packages effectively for different types of work like formal report preparation, making presentations
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The student should have started using excel effectively to have aid in financial and statistical analysis Should be able to plan the activity and appointments using outlook and plan project for effective implementation. Students will develop basic computer skills in above mentioned area which not only aid them in college studies but also helpful in the industry.
Reference Material
Text-Books R. P. Soni, Harshal Arolkar, Sonal Jain, (Latest Edition), Working with Personal Computer Software, Books India Publications, Ahmedabad. 2. Stephen L. Nelson, (Latest Edition), The Complete Reference: Office XP, Tata McGrawHill Publication. 3. Elaine Marmel, (Latest Edition), Microsoft Office Project Bible, Wiley Publication. 1.
Reference-Books 1. 2. 3. 4. 5. 6.
Vishal Soni, (Latest Edition), Computer Applications for Management, Himalaya Publishing House. David Whigham, Business Data Analysis Using Excel, (Latest Edition), Oxford University Publication. Gary B. Shelly, Misty E. Vermaat, Thomas J. Cashman, (Latest Edition), Microsoft Office : Introductory Concepts and Techniques, Premium Video Edition. Greg Harvey, (Latest Edition), Excel For Dummies [Paperback] Joe Habraken, (Latest Edition), Microsoft Office in Depth. Rajesh Sheshadri, (Latest Edition), Excel with Excel An Executive‟s Handbook, Prakash books Publication.
Journals / Magazines / Newspapers 1.
Harvard Business Review
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MA771: RELIABILITY AND RISK ANALYSIS-I YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical/Tutorial
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objective of the Course: The course is designed for Engineers, Mathematician, and Industrial Managers. This course covers basics of Probability and Statistics for prediction of failures in system and quantification of risk The objectives of the course are to: 1. Understand basics of Probability and Probability distributions 2. Define the system to be analyzed. 3. Identify the system performance measures (Measuring Reliability and Risk) B. Outline of the course: Sr No.
Title of the unit
Minimum number of hours
1.
Introduction to Probability and Statistics
06
2.
Characteristics of Reliability
06
3.
Reliability of Simple Systems
06
4.
Concept of Safety and Risk Analysis
06
5.
Reliability Modeling
06
C.
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Total Hours (Theory): 30
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D. Detailed Syllabus: 1
Introduction to Probability and Statistics
1.1
Random Event.
1.2
Basic formula of Probability.
1.3
Random Variable and Probability Distribution Functions.
1.4
descriptive statistics
2
Characteristics of Reliability
2.1
Reliability of a Unit Functioning until First Failure
2.2
System Reliability
2.3
Testing for Reliability
2.4
Exponential Law and Evaluation of parameter
3.
Reliability of Simple Systems
3.1
Series System
3.2
Parallel System
3.3
K out of N systems
4.
Concept of Safety and Risk Analysis
4.1
Qualitative definition of Risk
4.2
Quantitative definition of Risk
4.3
Failure Model and Effect Analysis(FMEA)
4.4
Hazard and operability analysis(HAZOP)
4.5
Fault Tree Analysis
5.
Reliability Modeling
5.1
Software Reliability Analysis
5.2
Human Reliability
5.3
Stress-Strength Analysis
06 Hours
06 Hours
06 Hours
06 Hours
06 Hours
Instructional Method and Pedagogy:
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures/laboratory which carries a 5% component of the overall evaluation. Minimum two internal exams will be conducted and average of two will be considered as a part of 15% overall evaluation.
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Assignments based on course content will be given to the students at the end of each unit/topic and will be evaluated at regular interval. It carries a weighting of 5%. Two Quizzes (surprise test) will be conducted which carries 5% component of the overall evaluation. E. Student Learning Outcomes:
At the end of the course the students will be able to understand the basic concepts of Reliability and Risk Analysis.
Student will be able to apply concepts of these course in their study of specialization F. Recommended Study Material: Text Books: 1.
Mathematical Methods of Reliability Theory. B. V. Gnedenko, Yu. K. Belyayev, and A. D. Solovyev ,Academic Press 1969 2. An Introduction to Basics of Reliability and Risk Analysis. Enric Zio, World Scientific Publishing Co.Pte. Ltd.2007 3. Reliability and Risk Analysis. Terje Aven, Elsevier Publicaion,1992 Reference Books/Articles:
1. On The Quantitative Definition of Risk, Stanley Kaplan and B. John Garrick, Risk Analysis, Vol. I, No. I , 1981 2. Probability concepts in engineering planning and design. Volume II – decision, risk and reliability. Ang, A.H.-S. and Tang, W.H John Wiley & Sons, Inc., New York (1984) 3. M. Modarres, Reliability and Risk Analysis, Marcel Dekker (1993). 4. N.J. McCormick, Reliability and Risk Analysis, Academic Press (1981).
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EE781: OPTIMIZATION TECHNIQUES YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the course: Optimization techniques, having reached a degree of maturity in recent years, are being used in a wide spectrum of industries, including aerospace, automotive, chemical, electrical, construction, and manufacturing industries. Optimization methods, coupled with modern tools of computeraided design, are also being used to enhance the creative process of conceptual and detailed design of systems. The objectives of the course are: 1.
To provide an overview of state-of-the-art optimization algorithms and the theoretical principles that underpin them 2. To prepare the students with the modelling skills necessary to describe and formulate optimization problems 3. To introduce methods of optimization to students, including linear programming, network flow algorithms, integer programming, interior point methods, quadratic programming, nonlinear programming, and heuristic methods. 4. To make the students familiar with the applications of various classical and AI methods in solving various complex real-world optimization problems. 5. To introduce the students with software tool to solve optimization problem B. Outline of the Course: Sr. No.
Title of Unit
Min. no of hours
1
Fundamentals of Optimization
01
2
Linear Programming
05
3
Unconstrained Optimization
04
4
Nonlinear Programming
05
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5
Fundamentals of Artificial Intelligence methods
01
6
Particle Swarm Optimization and Cuckoo Search Algorithm
08
7
MATLAB programming and Optimization Toolbox
06 Total Hours (Theory): 30
C. Detailed Syllabus 1
Fundamentals of Optimization
01 Hours
Introduction, Feasibility and optimality, Convexity, constraints, Rates of convergence 2
Linear programming Introduction,
05 Hours
Formulation of Linear programming problem, Graphical method, Simplex
method, Basic solution, Basic feasible solution, Simplex algorithm, Two phase method. 3
Unconstrained Optimization
04 Hours
Introduction, Optimality conditions, Newton‟s method for minimization, Line search methods, Steepest-Descent method, Quasi-Newton method, Modified newton‟s method 4
Nonlinear Programming
05 Hours
Optimality conditions for constrained problems, Kuhn-Tucker conditions, Penalty function method, Barrier method, The Lagrange multipliers and the Lagrangian function, Sensitivity analysis, Computing the Lagrange multipliers, Sequential quadratic programming, Interior point method 5
Fundamentals of Artificial Intelligence methods
01 Hours
To understand importance of AI methods and their comparison with various classical methods using various criteria. 6
Particle Swarm Optimization and Cuckoo Search Algorithm
08 Hours
Introduction to PSO, Unconstrained and constrained optimization using PSO, Effects of various coefficients on convergence, Cuckoo Search (CS) Algorithm, Comparison between PSO and CS
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7
MATLAB programming and Optimization Toolbox
06 Hours
MATLAB programming of various classical and AI methods. Use of MATLAB optimization toolbox to solve various optimization problems. D. Instructional Methods and Pedagogy
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures which carries a component of the overall evaluation. Minimum two internal exams will be conducted and will be considered as a part of overall evaluation. Assignments based on course content will be given to the students for each unit/topic and will be evaluated at regular interval and its weightage may be reflected in the overall evaluation. E. Student Learning Outcomes: A. The students will be able to get awareness about the optimization problems. They can differentiate the class of classical optimization methods and AI methods B. The student will learn to handle, solve and analyzing problems using linear programming and other mathematical programming algorithms C. The students will also be able to learn different techniques to solve Non- Linear Programming Problems. They can also use search techniques methods, which are based on iterative methods, to find optimal solutions of Non-Linear Programming Problems. D. Ability to develop codes for evolutionary optimization techniques and to solve wide range of optimization problem. E. The students will be able to solve optimization methods using software tools such as MATLAB and be prepared for developing case studies and simulation examples F. Recommended Study Material: Books: 1.
“Optimization Methods for Engineers”, N.V.S. Raju, PHI, 2014.
2. “Artificial intelligence and intelligent systems”, N.P. Padhy, Oxford University Press, 2005 3. “Engineering Optimization: Theory and Practice”, S. Rao, 4 th Edition, John Wiley & Sons, Inc., 2009
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ME781: OCCUPATIONAL HEALTH & SAFETY YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course:
To raise awareness of key health and safety issues in the workplace.
To provide knowledge of occupational health and safety, emergency planning and environmental management.
To ingrain the consciousness in students related to occupational health, occupational hygiene, ergonomics, safety and risk management, research methods, and legal studies.
B. Outline of the Course: Sr. No.
Title of the Unit
Minimum Number of Hours
1 2
Introduction to occupational health and safety Occupational safety and management standards, and regulations for health, safety and environment Identifying safety and health hazards, and risk analysis Occupational physiology and psychosocial factors, and work organization Ergonomic workplace design and musculoskeletal diseases Control of workplace hazards E-waste management Work practices in industries and global strategy on occupational safety and health
02 04
3 4 5 6 7 8
04 04 04 04 04 04
Total Hours (Theory): 30
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C. Detailed Syllabus: 1
Introduction to occupational health and safety
02 Hours
Definition and history of occupational health & safety, workplace hazards. 2
Occupational safety & management standards and regulations
04 Hours
for health, safety and environment 2.1
Factories act and rules; Workmen compensation act. Indian explosive act Gas cylinder rules - SMPV Act - Indian petroleum act and rules.
2.2
Environmental pollution act. Manufacturing, storage and import of Hazardous Chemical rules 1989, Indian Electricity act and rules. Overview of OHSAS 18000 and ISO 14000 National legislation and public organizations.
3
Identifying safety and health hazards, and risk analysis
3.1
Hazard, risk issues and hazard assessment, Introduction to hazard, hazard
04 Hours
monitoring-risk issue. 3.2
Hazard assessment, procedure, methodology; safety audit, checklist analysis, what-if analysis, safety review, preliminary hazard analysis (PHA), hazard operability studies (HAZOP).
3.3
Computer aided risk analysis, Fault tree analysis & Event tree analysis, Logic symbols, methodology, minimal cut set ranking - fire explosion and toxicity index (FETI), various indices – Hazard analysis (HAZAN).
3.4
Failure Mode and Effect Analysis (FMEA), Basic concepts of software on risk analysis, CISCON, FETI, ALOHA.
4
Occupational physiology, Psychosocial factors and Work
04 Hours
organization 4.1
Man as system component – allocation of functions – efficiency.
4.2
Occupational work capacity aerobic and anaerobic work – evaluation of physiological requirements of jobs – parameters of measurements –
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categorization of job heaviness 4.3
Work organization – stress – strain – fatigue – rest pauses – shift work – personal hygiene.
5
Ergonomic workplace design and Musculoskeletal diseases
5.1
Meaning of Ergonomic
5.2
Meaning of Workplace Design.
5.3
Musculoskeletal Diseases causes and prevention
6
Control of workplace hazards
6.1
Workplace hazards and risk control, Transport hazards and risk control,
04 Hours
04 Hours
Musculoskeletal hazards and risk control, Work equipment hazards and risk control 6.2
Electrical safety, Fire safety, Chemical and biological health hazards and risk control, Physical and psychological health hazards and risk control, Health and safety practical application
7
E-waste management
7.1
Waste characteristics, generation, collection, transport and disposal
8
Work
practices
in
04 Hours
industries
and
global
strategy
on
04 Hours
occupational safety and health 8.1
Work practices in industries in manufacturing industries
8.2
Work practices in industries in service industries
D. Instructional Method and Pedagogy:
At the starting of the course, delivery pattern, prerequisite of the subject will be discussed.
Lectures will be conducted with the aid of Multi-Media projector, Black Board, OHP etc.
Attendance is compulsory in lectures.
Internal exams/Unit tests/Surprise tests/Quizzes/Seminar/Assignments etc. will be conducted as a part of continuous internal theory evaluation.
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Tutorials related to course content will be given to students.
In the lectures discipline and behavior will be observed strictly.
Industrial visits will be organized for students to explore industrial facilities. Students are required to prepare a report on industrial visit and submit as a part of the assignment.
E. Students Learning Outcomes:
Students will be able to make models for safety at work.
Students will be able to select safety methods.
Students will be able to understand how hazardous the process is at work.
Students will be able to understand proneness of accidents.
F. Recommended Study Material: Text Books:
1. Grimaldi and Simonds , Safety Management, AITBS Publishers , New Delhi (2001) 2. Industrial safety and health, David L. Goetsch, Macmillan Publishing Company, 1993. 3. R.K.Jain and Sunil S.Rao , Industrial Safety, Health and Environment Management Systems, Khanna publishers , New Delhi (2006) 4. Salvendy, G. (2012). Handbook of human factors and ergonomics. John Wiley & Sons. Reference Books:
1. Arezes, P., Baptista, J. S., Barroso, M. P., Carneiro, P., Cordeiro, P., Costa, N., & Perestrelo, G. (Eds.). (2013). Occupational Safety and Hygiene. CRC Press. 2. Chaturvedi, P. (2005). Managing Safety Challanges Ahead. Concept Publishing Company. 3. Healey, B. J., & Walker, K. T. (2009). Introduction to occupational health in public health practice (Vol. 13). John Wiley & Sons. 4. Hester, R. E., & Harrison, R. M. (2009). Electronic waste management (Vol. 27). Royal Society of Chemistry. 5. Karwowski, W., Soares, M. M., & Stanton, N. A. (Eds.). (2011). Human Factors and Ergonomics in Consumer Product Design: Uses and Applications. CRC Press. 6. Khan, B. H. (Ed.). (1997). Web-based instruction. Educational Technology. 7. Roughton, J., & Crutchfield, N. (2011). Job hazard analysis: A guide for voluntary compliance and beyond. Butterworth-Heinemann. 8. Salvendy, G. (Ed.). (2001). Handbook of industrial engineering: technology and operations management. John Wiley & Sons. 9. Smedley, J., Dick, F., & Sadhra, S. (Eds.). (2013). Oxford handbook of occupational health. Oxford University Press.
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10. Tillman, C. (2006). Principles of occupational health and hygiene: an introduction. Allen & Unwin. Web Material: 1. International Labour Organization (ILO) http://www.ilo.org/public/english/ 2. Occupational Safety & Health Administration United States Department Laborhttps://www.osha.gov/about.html
of
Other Material:
1.
International Journal of Labour Research http://www.ilo.org/actrav/info/pubs/WCMS_158769/lang--en/index.htm
2.
International journal of occupational safety And ergonomics (http://archiwum .ciop.pl/757).
3.
Journal of Safety and Health at Work (http://www.journals.elsevier.com/safetyand-health-at-work/)
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CE772: RESEARCH METHODOLOGY YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objective of the Course: Quite frequently these days‟ people talk of research, both in academic institutions and outside. Several research studies are undertaken and accomplished year after year. But in most cases very little attention is paid to an important dimension that of research methodology. A great deal of research tends to be futile. It may be noted, in the context of planning and development that the significance of research lies in its quality and not in quantity.
To introduce the basic methods of conducting research, explore ideas in formulating research objectives and hypotheses and sample framework for taking up research studies in a structured manner.
To facilitate for the development of an insight into different statistical tools for data analysis, interpretation and presentation of reports in different areas of research.
To enable researchers, irrespective of their discipline, in developing the most appropriate methodology for their research.
To pay due attention to designing and adhering to the appropriate methodology throughout for improving the quality of research
To impact higher education in basic areas as well as interdisciplinary areas and to provide researchers a platform to carry out quality research and relevant research.
To prepare the literature in chronological pattern and logically analyze the concerns.
To help researchers to use tools, techniques, concepts and world‟s best practices to present a unique research.
To frame the research problems to enhance the scale of understanding.
To give guidance and support to initiate and carry out quality research with a focus on awareness of areas of potential research, guidelines to carry out literature survey in the areas
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of interest, selection of research area, selection of problem for research and formulation of title, justification of title in current context of research, anticipated research outcome and its relevance, research methodology to undertake the research, month wise plan for the research work to be carried out, six monthly review of research work of Doctoral Committee with eminent well experience Guides constituted by University etc.
B. Outline of the course: Sr.
Minimum number of hours
Title of the unit
No. 1
General introduction to Research
02
2
Research problem Formulation
03
3
Research Design
08
4 5
Research Publication & Presentation
08 05
7
Quality indices of research publication
C.
Research Ethics and Morals
04 Total hours: 30
Detailed Syllabus:
1 General introduction to Research
02 Hours
General Introduction:
Importance of Research, Role of Research, Aims & Objectives, Research Process, Phases of Research. Introduction to Research Methodology: Meaning of Research, Objectives of Research, Motivations in Research, Types of Research, Research Approaches, Significance of Research, Research Methods v/s Methodology, Research and Scientific Methods, Research Process, Criteria of Good Research. 2. Research problem Formulation:
03 Hours
Review of Research Literature: Defining the Research Problem: What is Research Problem, Selecting the Problem, Necessity
of
and
Techniques
in
defining
the
problem.
Purpose and use of literature review, locating relevant information, use of library &
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electronic databases, preparation & presentation of literature review, research article reviews, theoretical models and frame work. Identification of gaps in research, formulation of research problem, definition of research objectives. 3. Research Design:
08 Hours
Research Design: Meaning, Need, Features of Good Design, Concepts, Types. Basic Principles of Experimental Design, Developing a Research Plan. Qualitative Methods: Types of hypothesis and characterization. Quantitative Methods: Statistical methods for testing and evaluation. Characterization of experiments: Accuracy, reliability, reproducibility, sensitivity, Documentation of ongoing research. Sample Design: Implication, Steps. Criteria for selecting a sample procedure, Characteristics of Good sampling Procedure, Types of Sample Design, Selecting Random Samples, Complex random sampling Design. Measurement and Scaling Techniques: Measurement in Research, Measurement Scales, Sources of Errors in measurement, Tests of Second measurement, Technique of developing Measurement Tools, Meaning of Scaling, Scale Classification Bases, Important Scaling Techniques, Scale Construction Techniques. Methods of Data Collection: Collection of Primary Data, Observation Method, Interview method, Collection of Data through questionnaire and Schedules, Other methods. Collection of Secondary Data, Selection of appropriate method for data collection, Case Study Method, Guidelines for developing questionnaire, successful interviewing. Survey v/s Experiment. Processing and Analysis of Data : Processing Operations (Meaning, Problems), Data Analysis (Elements), Statistics in Research, Measures of Central Tendency, Dispersion, Asymmetry, Relationship. Regression Analysis, Multiple correlation and Regression, Partial Correlation, Association in case of Attributes. Sampling Fundamentals: Definition, Need, Important sampling Distribution, Central limit theorem Sampling Theory, Sandler‟s A-test, Concept of Standard Error, Estimation, Estimating population mean, proportion. Sample size and its
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determination, Determination of sample size. Analysis of Variance and Covariance: Basic Principles, techniques, applications, Assumptions, limitations. Analysis of Non-parametric or distribution-free Tests : Sign Test, Fisher-Irwin Test, McNemer Test, Wilcoxon Matched pair Test (Signed Rank Test). Sum Tests : a) Wilcoxon-Mann-Whitney Test b)Kruskal-Wallis Test, One sample Runs Test, Multivariate Analysis Techniques: Characteristics, Application, Classification, Variables, Techniques, Factor Analysis
(Methods,
Rotation),
Path Analysis. 4. Research Publication & Presentation:
08 Hours
Thesis, Research paper, Organization of thesis and reports, formatting issues, citation methods, references, effective oral presentation of research, Documentation of ongoing research. 5. Research Ethics and Morals:
05 Hours
Issues related to plagiarism and ethics. Intellectual Property Rights: Copy rights, Patents, Industrial Designs, Trademarks. 6. Quality indices of research publication:
04 Hours
Impact factor, Immediacy factor.
D. Instructional Method and Pedagogy:
At the starting of the course, delivery pattern, prerequisite of the subject will be discussed.
Lectures will be conducted with the aid of Multi-Media projector, Black Board, OHP etc.
Attendance is compulsory in lectures.
Internal exams/Unit tests/Surprise tests/Quizzes/Seminar/Assignments etc. will be conducted as a part of continuous internal theory evaluation.
Tutorials related to course content will be given to students.
In the lectures discipline and behaviour will be observed strictly.
Industrial visits will be organized for students to explore industrial facilities. Students are required to prepare a report on industrial visit and submit as a part of the assignment.
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E. Student Learning Outcomes:
Research Methodology as a subject should help researchers to prepare the literature in chronological pattern and should logically analyse the concerns.
This subject should help in framing the research problems to enhance the scale of understanding.
In this world of global village, research papers are available in abundance; one thesis submitted by a scholar, in no way should be a repetition of a work already done.
This subject should help researchers to use tools, techniques, concepts and world‟s best practices to present a unique research.
F. Recommended Study Material: Text Books: 1.
Research Methodology, Methods & Techniques, C.R. Kothari, Viswa Prakashan, 2nd Edition, 2009.
2. Research Methods- A Process of Inquiry, Graziano, A.M., Raulin, M.L, Pearson Publications, 7th Edition, 2009. 3. How to Write a Thesis:, Murray, R. Tata McGraw Hill, 2nd Edition, 2010. 4. Writing For Academic Journals, Murray, R., McGraw Hill International, 2009. 5. Writing for Publication, Henson, K.T., Allyn &Bacon, 2005. Reference Books: 1.
What is this thing called Science, Chalmers, A.F., Queensland University Press, 1999.
2. Methods &Techniques of Social Research, Bhandarkar & Wilkinson, Himalaya publications, 2009. 3. Doing your Research project, Bell J., Open University Press, Berkshire, 4thEdition, 2005 4. A Handbook of Academic Writing, Murray, R. and Moore, S., Tata McGraw Hill International, 2006.
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CA730: INTERNET AND WEB DESIGNING YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course:
The objective of the course is to provide basic understanding of designing professional web page templates with Markup language. This syllabus also provides the knowledge about publishing website.
Methodology & Pedagogy: During the sessions, topics related to web designing technologies will be covered with suitable examples and students will be required to design and develop entire web sites using several web designing technologies and editors. Learning Outcome: Upon successful completion of the course, students will understand basic concepts of internet and web page architecture and will be able to develop and host web site by using markup languages and advanced technologies, including HTML and CSS. On completion, student will be able to design and create an advanced website and will be equipped to undertake complex internet projects. B. Outline of the Course: Sr. No.
Content
1.
Overview of Internet and WWW, Basic elements of the Internet, Internet services, Internet Browsers and Servers, Hardware and Software requirements to connect to the internet, Internet Service Provider (ISP), Introduction to Internet Protocols
2.
Introduction to Web Page, Web Site, Web Browser, Overview of HTML, Structure of HTML Documents
3.
HTML Basics Tags and HTML elements
4.
List, Marquee & Hyperlink in HTML
5.
Images and Tables in HTML
6.
Forms in HTML
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7.
Media Element in HTML5
8.
Introduction to Cascading Style Sheet (CSS), Ways to embed CSS in HTML
9.
CSS selectors & Layout
10.
CSS Properties
11.
Creation of Menu with CSS
12.
Introduction to Web Publishing or Hosting : Domain Name, Web Server, Website Parking, Publishing Website through FTP E.
Total Hours (Theory): 30
Text Books: 1. Harley Hahn: The Internet Complete Reference, 2nd Edition, Tata McGraw-HILL Edition. 2. Matthew MacDonald: HTML5: The Missing Manual, O'Reilly Media, August 2011. 3. Peter Gasston: The Book of CSS3: A Developer's Guide to the Future of Web Design, No Starch Press, April 2011. 4. Richard York: Beginning CSS: Cascading Style sheets for Web Design, Wrox Press (Wiley Publishing), 2005. Reference Books: 1. Ivan Bayross: Web Enabled Commercial Application Development using HTML, JavaScript, DHTML and PHP, 4th revised edition, BPB Publication. 2. Adrian Farrel: The Internet and its Protocol – A comparative approach, Morgan Kaufmann Publishers. 3. David Mc Farland: CSS: The Missing Manual, O‟Reilly, 2006. Reference Links: 1. http://www.w3schools.com [ lecture notes ] 2. http://www.whatwg.org/specs/web-apps/current-work/multipage/#auto-toc-4 [HTML Materials] 3. http://people.cs.pitt.edu/~mehmud/cs134-2084/lectures.html [CSS notes ]
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PT795: HEALTH & PHYSICAL ACTIVITY YEAR 1, SEMESTER 1 (University Elective – CBCS) redits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objectives of the course: This course will make the student to understand health and physical activity and the impact inactivity have on his/her health. Health and physical activity constitute major components of a healthy lifestyle and general health promotion and protection. The knowledge and experience gained from health and physical activity course will enable students to make informed decisions about their health as it relates to quality of life and longevity. Upon completion of this course, the student should be able to: 1.
Understand the health-related benefits of physical activity and risks associated with physical inactivity 2. Comprehend the principles specific to attaining and maintaining good health and fitness throughout the lifespan 3. Realize the areas of nutrition, cardiovascular health, diseases related to physical activity, stress management, substance use and abuse, and sexually transmitted diseases.
B. Outline of the course: S. No.
Title of the unit
Minimum number of hours
1.
Introduction to health
10
2.
Physical Activity
10
3.
Introduction to Yoga
10 Total Hours (Theory): 30
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C. Detailed Syllabus: 1
Introduction to Health
10 hours
1.1
What is health?
1.2
Healthcare delivery system: Developing Countries, Developed Countries
1.3
Human anatomy, physiology & physical fitness
1.4
Basics of Nutrition
1.5
Life style disorders – obesity & diabetes
2
Physical Activity
2.1
What is Physical activity, exercise, physical fitness, epidemiology?
2.2
Measurement of Physical Activity in individuals
2.3
Physical Activity – Theoretical Perspective: Self-determination, trans theoretical
2.4
Physical Activity and mental health – Body image, depression, problem with exercise
2.5
Barriers & Facilitators of Physical Activity
3
Introduction to Yoga
3.1
What is yoga?
3.2
Types of yoga
3.3
Benefits of yoga to various body systems
3.4
Asanas, Pranayam
3.5
Yoga therapy for various back pain, asthma, stress, hypertension, diabetes
10 hours
10 hours
D. Instructional Method and Pedagogy:
Interactive classroom sessions using black-board and audio-visual aids.
Using the available technology and resources for e-learning.
Students will be encouraged towards self-learning and under direct interaction with course faculty.
Students will be enabled for continuous evaluation.
Case study, didactic mode of group discussions
E. Student Learning Outcomes:
Upon completion of the course, the student should be able to:
Appraise the importance of exercise in maintenance of health and fitness.
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Objectively define health and physical activity in realistic environment.
F. Recommended Study Material: Textbooks: 1. ACSM”s “Health Related Physical Fitness Assessment Manual Lippincott Williams and Walkins USA, 2005. 2. Nilima Patel (2008) Yoga and Rehabilitation, Jaypee Publication, India Reference books: 1.
Biddle, S. J. H., & Mutrie, N. (2008). Psychology of physical activity. London: Routledge
2. B.C. Rai. Health Education and Hygiene Published by Prakashan Kendra 3. Puri. K. Chandra. S.S. (2005). Health and Physical Education. New Delhi: Surjeet Publications
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NR751: WOMEN’S HEALTH YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Course Objectives: Upon completing the course, students will be able to
Understand and describe the sociocultural, behavioral, and policy issues that contribute to and affect women‟s health at National and International Level. Describe the seven domains of health and their impact on women. Understand the value and limitations of various tools that are used to measure and monitor women‟s health. Identify major demographic, behavioral and environmental factors that are associated with women‟s health and how such factors may be incorporated into public health interventions, programs, and policies. Identify trends in major health conditions that affect women. Identify the interplay between health services delivery and policy issues as they impact and are impacted by health issues.
B. Outline of the Course: Unit No. I.
Prescribed Hours
Title of Unit
3
Overview of Women Health in India:
II.
Women‟s health nationally and locally. Women‟s health and the seven domains of health. Policy initiatives related to women‟s health issues, as related to cost, monitoring, measures of success and impact on other policy initiatives. Female Anatomy & Physiology:
5
Female anatomy and physiology from the perspective of their effects on women‟s health, including differences from men‟s health Menstrual and menopause
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III.
IV.
Women and relationships: Family, social networks and exposure to intrapersonal violence:
5
Social meaning for women‟s lives Social policies relating to women in the INDIA Health policies relating to women violence that affect women‟s lives & medical issues Non Communicable Diseases :
10
V. VI.
Introduction of Non Communicable diseases in relation to women health Cardiovascular Diseases: Women‟s risk factors for cardiovascular disease Gender differences in prognosis for and treatment of cardiovascular disease in women. Interactions between knowledge, risk, and outcomes of cardiovascular disease in women Cancer: Most common cancers in women (excluding minor skin cancers) in terms of diagnoses as well as deaths. Levels of cancer prevention. Public health approach to screening for cancer Mental Health/ Substance use
2
Act & Laws :
5
Indian legislations and law regarding Women protection (Human Rights) Total
30 Hours
C. Instruction Method and Pedagogy The course is based on practical learning. Teaching will be facilitated by reading material, discussion, microteaching, task-based learning, assignments and various interpersonal activities like case studies, critical reading, group work, independent and collaborative research, presentations etc. D. Evaluation: The students will be evaluated continuously in the form of internal as well as external examinations. The evaluation (Theory) is schemed as 25 marks for internal evaluation and 75 marks for external evaluation in the form of University examination.
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Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Assignments
1
8
8
2
Internal Test/ Model Exam
1
12
12
3
Attendance and Class Participation
Minimum 80% attendance Total
10 30
External Evaluation The University Theory examination will be of 75 marks and will test the logic and critical thinking skills of the students by asking them theoretical as well as application based questions. The examination will avoid, as far as possible, grammatical errors and will focus on applications. Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Theory Paper
01
70
70 Total
70
E. Learning Outcomes: At the end of the course, learners will be able to: Understand the sociocultural, behavioral, and policy issues that contribute to and affect women‟s health at National and International Level. Understand the seven domains of health and their impact on women. Understand the value and limitations of various tools that are used to measure and monitor women‟s health. Understand trends in major health conditions that affect women. Understand the health services delivery and policy issues which impact on women‟s health.
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RD701: INTRODUCTION TO ANALYTICAL TECHNIQUES YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the course.
The objective of the course is to introduce students to different types of experimental techniques available. This course will expose student to state of art equipments and their utility. The emphasis is given more on analyzing of the data and operating skills. To explore the basics of Chromatography
B.
Outline of the Course Sr. No.
Title of Unit
No. of hrs.
1.
HPLC
08
2.
TGA-DSC
09
3.
DLS
05
4.
PCR
08 Total Hours (Theory): 30
C. Syllabus Topics: Sr. No. 1.
Title of Unit
Topics
High Introduction to HPLC, Basic Principle of HPLC, Instrumentation Performance for HPLC, Types of Detector used in HPLC, Column efficiency in Liquid liquid chromatography Chromatography (HPLC)
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2.
TGA-DSC
General Discussion, Thermogravemetry Analysis, Instruments available for Thermogravimetric analysis, Detailed Discussion, Principle and Applications in various fields of Science and Engineering. Data Analysis
3.
DLS
Concept of Dynamic light scattering and basics of Particle size analyzer, Data Analysis and applications of DLS
4.
PCR
Introduction and principle of Polymerase Chain Reaction (PCR), Principle of PCR, Primer designing, Detailed methodology of PCR, Modifications of PCR, Applications of PCR
D. Instructional Methods and Pedagogy: The topics will be discussed in interactive class room sessions using classical black-board teaching to power-point presentations. Unit tests will be conducted regularly as a part of continuous evaluation and suggestions will be given to student in order to improve their performance. E. Student Learning Outcomes / objectives:
The Programme aims at providing students with the methodological concepts and tools needed to acquire top-level skills in the field of some selected instrumentation At the end students would gain experience in using these tools and analyzing the data.
F. Recommended Study Material: Text books/Reference books 1. Instrumental methods of analysis by Williard Merritt Dean Settle, 7th Ed. CBS publishers and distributors Pvt. Ltd., 2. Instrumental methods of analysis by Williard Merritt Dean Settle, 7 th Ed. CBS publishers and distributors Pvt. Ltd., 3. Principles of Gene Manipulation and Genomics by Sandy B. Primrose, Richard Twyman 7 th Ed. Wiley-Blackwell 4. Molecular Cloning: A Laboratory Manual by Joseph Sambrook, David William Russell 3 rd Ed.CSHL Press 5. Principles and Techniques of Biochemistry and Molecular Biology by Wilson and Walker 7 th Ed. Cambridge University Press 6. Principles of Instrumental Analysis by Douglas A. Skoog, F.James Holler and Timothy A.Nieman. Publisher: Saunders College Publishing.
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RD702: INTRODUCTION TO NANOSCIENCE & TECHNOLOGY YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the course: The objective of the course is to introduce the students: To provide a general and broad introduction to the multi-disciplinary field of
nanoscience and nanotechnology During the course the students will acquire the basic knowledge of why and how the physicochemical properties change at the nanoscale. The students will become familiar with the typical techniques that allow the observation, characterization and manipulation of matter at the atomic, molecular and supramolecular level.
The recent scientific and technology work in the nano world will be presented to demonstrate the potential of nanoscience and nanotechnology in diverse areas such as medicine, biotechnology, chemical industry, information and communication technology, production and storage of energy, synthesis and manufacture of new materials, etc. It is also attempted that the student becomes aware of the ethical, social and economic implications that can lead this new discipline. To cultivate interest in the research and development of nanotechnology for future advancement of the career. B. Outline of the Course: Sr Title of Unit No.
Minimum No. of Hrs
1.
Nanotechnology – development history & Implications of nanotechnology
6
2.
Overview on characterization and synthesis of nanostructure materials
10
3.
Overview of nanostructures & Nano devices
10
4.
New fields of nanotechnology
4 Total Hours (Theory): 30
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C. Syllabus Topics: 1.
Nanotechnology – development history & Implications of nanotechnology Concept of nanoscience and nanotechnology, Nanotechnology in the history and in nature. Impact of the nanotechnology in the society: Ethical, social, economic and environmental implications. the nanoscale. Size dependent physical and chemical properties. Surface effects. Importance of the surface at nanoscale. The surface/volume ratio. Size dependent properties
2.
Overview on synthesis and characterization of nanostructure materials. Physical, chemical and biological methods of synthesis of nanostructures, Electron microscopy, scanning probe microscopy, non-imaging techniques
3.
Overview of nanostructures & Nano devices Zero dimensional, one dimensional and two dimensional nanostructures , Electronic devices, magnetic devices, photonic devices, mechanical devices, fluidics devices and biomedical devices
4.
New fields of nanotechnology quantum computing, spintronics, nanomedicines, energy, etc.
D. Instructional Methods and Pedagogy: The topics will be discussed in interactive class room sessions using classical black-board teaching to power-point presentations. Students will be exposed to practical operations, and lab visit and experimental demonstrations of some of the equipment facilities for Nano fabrication & characterization available in UNI. Students will produce a technical report on the experiences. E. Student Learning Outcomes / objectives: Nanotechnology promises to be the technology of the future benefitting the humanity in a number of ways. This course is aimed at preparing students for further industrial or academic work in the field of nano-characterization techniques. F. Recommended Study Material: Text Books / Reference Books: 1. Essentials of nanotechnology by Jeremy Ramsden [JR], 2009, Jeremy Ramsden & Ventus Publishing ApS, 2. Introduction to Nanoscience, S.M.Lindsay, Oxford ISBN 978-019-954421-9 (2010). 3. Guozhong Cao (2004). Nanostructures and Nanomaterials: Synthesis, Properties & Applications, 448 pages, Imperial College Press, ISBN-10: 1860944159. 4. NANO: The Essentials Understanding Nanoscience and Nanotechnology, T. Pradeep, Tata McGraw-Hill Publishing Co. Ltd., 2007. 5. Nanoscience and Nanotechnology, B K Parthsarathy, ISHA Books, New Delhi, 2007. 6. Nanotechnology: Principles and practices, Sulabha K Kulkarni, Capital publishing company, 2007.
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MB650: CREATIVE LEADERSHIP YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Course Objectives The objectives of this course are:
To create awareness about traits, types, approaches /theories and contemporary issues of leadership. To nurture qualities of creative leadership to meet the 21st century challenges in students.
B. Outline of the Course: Module No.
Title/Topic
Classroom Contact Sessions
Introduction to Leadership
1
2
What are Leadership Skills? Ways of Conceptualizing Leadership Definition and Components A Born Leader Traits of Successful Leader Why Leadership? o Managerial Roles Importance of Leadership Leading Vs Managing Roles and Relationships Developing Personality for Effective Leading Roles Authority Vs. Responsibility Leading the Team Leadership–Styles, Models and Philosophy Leadership Approach Trait Approach
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05
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Module No.
Classroom Contact Sessions
Title/Topic Skills Approach Style Approach Situational Approach Psychodynamic Approach Leadership Theories Contingency Theory Path-Goal Theory Leader-Member Exchange Theory Leadership Processes
3
4
5
6
Transactional Leadership Transformational Leadership Authentic Leadership Team Leadership Integrative Leadership Liquid Leadership Women and Leadership
05
Gender and Leadership Styles Gender and Leadership Effectiveness Glass Ceiling Turned Labyrinth Strengths of Women Leadership Criticism and Application Culture and Leadership
05
Dimensions of Culture Clusters of World Cultures Leadership Behavior and Culture Clusters Universally Desirable and Undesirable Leadership Attributes Criticism and Application Leadership for High Performing Organisations General Principles for Creative Culture Nurturing Personal Creativity Contemporary Issues in Leadership
05
Power and Politics in Leadership Ethics in Leadership Cases in Leadership Total
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C. Pedagogy The course will emphasise self-learning and active classroom interaction based on students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Contact Sessions Case Discussions Presentation Management Exercise/ Stimulations/Game Feedback
… About 20 Sessions … About 03 Sessions … About 03 Sessions … About 02 Sessions … About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. D. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
Percentage of total internal evaluation
1
Quizzes
3
10
30
10
2
Case Analysis and Presentation
2
45
90
30
3
Assignment / Project work
1
60
60
20
4
Internal Tests
2
45
90
30
5
Attendance and Class Participation
30
10
300
100
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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E. External Evaluation The University examination will be based on oral presentation, review of students‟ reports and a viva-voce and will carry 70% marks for the course evaluation. F. Learning Outcomes At the end of the course, the student should have developed:
Appreciation for types, traits, approaches and leadership models/theories. Motivation for leadership roles and responsibilities. Qualities of creative leadership skills.
G. Reference Material Text-book: 1. Leadership – Theory and Practices , Peter G. Northouse, Sage Publications India Pvt. Ltd., Latest Edition Reference Books: 1. Liquid Leadership by Brad Szollose, Prolibris Publishing Media, Latest Edition 2. Effective Leadership by Lussier/ Achua , Cengage Learning Publications, Latest Edition 3. Integrative Leadership by Hatala & Hatala, Pearson Power Publication, Latest Edition 4. Cases in Leadership by Rowe and Guerrero, Sage Publications India Pvt. Ltd., Latest Edition Journals / Magazines / Newspapers: 1. HBR Issues on Building Leadership Skills 2. International Journal of Innovation, Creativity and Change 3. Economic Times 4. Business Standard
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PH825: COMMUNITY PHARMACY OWNERSHIP YEAR 1, SEMESTER 1 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course Community pharmacy is concerned with promoting the safe and appropriate use of drugs and common medical devices. Ownership concept in Community Pharmacy is required to create for the effective delivery of pharmacy services in an regulated environment in which the nature of pharmacy is clearly evolving from the supply of goods (pharmaceuticals under prescription, pharmacist and pharmacy only medicines, and other goods) to the supply of services designed to support the optimal use of medication as part of a wider health care strategy. B. Outline of course: Sr. No.
Title of Unit
No. of Contact Hours
1
Introduction to Community pharmacy
10
2
Community Pharmacy Management
10
3
Pharmacy Business Plan
10 Total
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C. Detailed Syllabus:
Sr no
Title of Unit
Topics
1
Introduction to Community pharmacy
Roles & Responsibility, relationship with other health care providers, Prescribed medication order interpretation including OTC medicines, Safe use of medical devices.
2
Community Pharmacy Management
3
Pharmacy Business Plan
Role, process and scope of Community Pharmacy Management, modern technologies, financial, material, staff management and Drug store management, Code of ethics for Pharmacy. Creating a Successful Pharmacy Business Plan, Business Owner Roles, Responsibilities, and Management Styles, Legal, Financial and Accounting Advice for the Beginning Owner, Marketing of Pharmacy Practice.
D. Instructional Methods and Pedagogy: The content of the syllabus would be transmitted through different pedagogy tools like interactive class room sessions using classical chalk - board teaching to Power point presentations. Class room teaching would also be supplemented with group discussions, seminars, assignments and case studies. E. Student Learning Outcomes / Objectives At the end of the course, the student will be able to understand
The concept of Community Pharmacy Ownership and its scope Students understand the role of the pharmacist in community and development Able to learn skill require to set Pharmacy store & its management
F. Recommended Study Material Text / Reference Books: 1. Mohd. Aquil, Practice of Hospital, clinical & Community Pharmacy Elsevier 2. Paul Rutter, Community Pharmacy E-Book, Symptoms, Diagnosis and Treatment, 3rd Edition 3. A Textbook of Clinical Pharmacy Practice: G. Parthasarathi, Karin Nyfort-Hansen and Milap Nahata, Universities Press. 4. Research articles as per the assignment
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MB780.3: COMMUNICATION SKILLS-1 (CS) (NCC) YEAR 1, SEMESTER 1 I.
Number of Credits
II.
Course Objectives
:
Non Credit Course
The objectives of this course are as follows: III.
To train the students to become active listeners in every situation in life, and more so, in their work situations; To develop the students‟ confidence to express their ideas comfortably at both interpersonal and group levels; To train them to think in groups of words appropriate to situations and express their thoughts spontaneously and comfortably in the English language.
Course Outline
Module No. 1
2
3
4
Title/Topic Introduction to Oral Communication Skills Listening Skills Speaking Skills Listening Skills Basics of Listening Giving and Getting Feedback Understanding Natural Speech Strategies of Effective Listening Listening Exercises Comprehend Main Ideas and Details Take Notes: Outline Main Ideas and Supporting Details Distinguish between Facts, Opinion and Inferences Evaluate What You Hear Follow Oral Directions Speaking Skills Developing Self Confidence Delivering Your Message Preparing Your Speech Speaking to Inform, Persuade and for Special Purposes Participating in Group Communication Preparing Impromptu Speech Using Idioms and Proverbs Pronunciation Business Communication Aids Elements of Effective English Grammar and Syntax Effective Paragraph Word Usage Total
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Classroom Contact Sessions 01
10
10
09
30
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … …
About 13 Sessions About 05 Sessions About 10 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Evaluation At the end of the course the students will have to give a seminar. Certificate will be awarded to the students who have successfully completed the course.
VI.
Learning Outcomes At the end of the course, the student should have developed: The ability to listen patiently and actively to the spoken word and interpret the nonverbal message from the body language, facial expression and gesture of the speaker. Self-confidence and capacity to express spontaneously in the English language.
VII.
Reference Material
Text-Books Sweeney Simon, (Latest Edition), English for Business Communication, Cambridge Publication 2. Jones Leo, Alexan Richard (Latest Edition), New International Business English, Cambridge. 1.
Reference-Book 1.
Hornby A. S., (Latest Edition), Guide to Patterns and Usage in English, Oxford University Press.
Journals / Magazines / Newspapers 1. Harvard Business Review 2. The Smart Manager
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Master of Business Administration (MBA) Programme
SYLLABI (Semester – 2)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY © CHARUSAT 2016
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MB740.3: MACRO-ECONOMICS AND BUSINESS ENVIRONMENT (MEBE) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To enable the students to gain and make them understand the measurement, fluctuation / stability and growth of national economic aggregates like national income, employment / unemployment and price level; To help them to relate the changes in the aggregates to national economic policies and their effect on different types of organised activities; To develop a broad understanding about the environment in which the business operates; To make them feel comfortable reading and understanding daily economic and financial news on India and other countries, and engaging in critical discussion on economic issues affecting firms.
Course Outline
Module No.
1
2
3
Title/ Topic The Scope of Macroeconomics Introduction to Macroeconomics Economic Environment Economic System – Lassiez Fair, Capitalism, Socialism and Mixed Economy National Income Macroeconomic Indicators Behavioural and Technology Function Consumption Function Investment Function Government, Foreign Trade and Foreign Exchange Function Money Demand and Supply Production Function, Factor Market and Aggregate Supply Function Economic Models Classical and Keynesian Views of Macroeconomics IS – LM Model Open Economy Macroeconomics Unemployment and Inflation
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05
10
06
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Module No.
Classroom Contact Sessions
Title/ Topic Government and Economic Policies Business Cycle and Fluctuations Role of Government in Economic Environment Fiscal Policy Monetary Policy Industrial Policy EXIM Policy Five Year Planning Public Finance Business Environment Social and Political Environment Technological Environment International Business Environment Natural and Ecological Environment Legal and Labour Market Environment Contemporary Issues
4
5
6
12
07
Total IV.
05 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 22 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An appreciation of the principles of macro-economics and the effect of changes in macro-economic environment for firm level decision-making; and A keen desire for reading news of economic and financial changes/developments on a regular basis, and engaging in discussion and critical evaluation of such developments.
VIII. Reference Material
Text-Books Goodwin, Nelson and Harris, (Latest Edition), Macroeconomics, PHI Learning Pvt. Ltd. 2. Rangarajan and Dholakia, (Latest Edition), Principles of Macroeconomics, Tata McGraw Hill Pub. 3. Olivier Blanchard, (Latest Edition), Macroeconomics, Pearson Education. 1.
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Reference-Books George Mankiw, (Latest Edition), Principles of Economics, Thomson Publication. G. S. Gupta, (Latest Edition), Macroeconomics, Tata McGraw Hill Pub. K. K. Dewett, (Latest Edition), Modern Economic Theory, S. Chand and Co. H. L. Ahuja, (Latest Edition), Macroeconomics, S. Chand and Co. Mishra and Puri, (Latest Edition), Indian Economy, Himalaya Publishing House. A. N. Agrawal, (Latest Edition), Indian Economy, New Age International. Vivek Mittal, (Latest Edition), Business Environment, Excel Books. Francis Cherunilam, (Latest Edition), Business Environment, Himalaya Publishing House. 9. Raj Agrawal and Parag Diwan, (Latest Edition), Business Environment, Excel Books. 10. Justin Paul, (Latest Edition), Business Environment, Tata McGraw Hill Publisher. 11. V K Pailwar, (Latest Edition), Economic Environment of Business, PHI Learning. 1. 2. 3. 4. 5. 6. 7. 8.
Journals / Magazines / Newspapers 1. Business Dailies 2. Business and Economic Journal 3. Business and Economics and Magazines
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MB741.3: RESEARCH METHODS FOR MANAGEMENT (RMM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To provide the techniques and skills needed to conduct business research and the required knowledge and understanding so that students can critically evaluate the quality of research. To provide skills for identification, definition of research problems / hypotheses, based on literature survey, secondary data and observations. To help students in preparation of a management research proposal, designing the research instruments and collection, coding and tabulating of data for analysis. To enable the students to understand the common statistical procedures used to analyse data from survey and experimental studies, and to use the statistical software packages like SPSS, SYSTAT, to carry out these procedures and report the results of such statistical analyses in a manner appropriate for managerial decisionmaking.
Course Outline
Module No.
1
2
3
Title/Topic Planning the Research Project Business Research Strategies Research Designs Planning a Research Project and Formulating Research Questions Literature Review Ethics in Business Research Types of Research and Methods for Collecting Data Quantitative Research o Nature of Quantitative Research o Sampling o Structured Interviewing o Self-completion Questionnaires / Questionnaire Design, Asking Questions o Structured Observation o Content Analysis o Secondary Analysis and Official Data Qualitative Research o Nature of Qualitative Research o Organisational Ethnography and Participant Observation o Interviewing o Focus Group Discussion Research Proposal and Field Wok Writing up a Research Proposal
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06
12
03
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Module No.
Classroom Contact Sessions
Title/Topic
4
5
6 7
Undertaking the Field Work o Actual Collection of Data Data Analysis and Presentations Univariate and Bivariate Analysis Multiple Linear Regression Model o Standard Multiple Regression Models with Emphasis on Detection of Collinearity o Outliers o Non-Normality and Autocorrelation o Validation of Model Assumptions Discriminant Analysis o Statistical Background o Linear Discriminant Function Analysis o Estimating Linear Discriminant Functions and their Properties o Enterprise Information Portal Factor Analysis Principal Components Algorithm for Conducting Principal Component Analysis Deciding on How Many Principal Components to Retain H-Plot Factor Analysis Model Extracting Common Factors Determining Number of Factors Transformation of Factor Analysis Solutions Factor Scores Cluster Analysis Introduction Types of Clustering Correlations and Distances Clustering by Partitioning Methods Hierarchical Clustering Overlapping Clustering Communicating Research Results Report Preparation Oral Presentation and Viva-Voce Contemporary Issues
Total IV.
06
09
06 03 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any
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session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Students‟ Research Proposal / Report Presentations Feedback
… … …
About 34 Sessions About 09 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
1
Quizzes
3
10
30
Percentage of total internal evaluation 10
2 3 4 5
Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
2 1 2
45 60 45
90 60 90 30 300
30 20 30 10 100
Sl. No.
Component
Number
Marks per incidence
Total Marks
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
A clear understanding of the process of reviewing literature, preparing a sound research proposal and conducting a business research. An understanding of the principles and techniques of multivariate data analysis and their application; and have hands- on experience on SPSS, SYSTAT.
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VIII.
Reference Material
Text-Books Bryman Alan, Bell Emma, (Latest Edition), Business Research Methods, Oxford University Press. 2. Hair, Joseph, et. al., (Latest Edition), Multivariate Data Analysis, Pearson Education. 1.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Kothari, (Latest Edition), Research Methodology, Methods and Techniques, New Age International Publishers. Zikmund, Babin, Carr, Adhikari , Griffin, (Latest Edition), Business Research Methods, A South Asian Perspective, Cengage Learning T.W. Anderson, (Latest Edition), An Introduction to Multivariate Statistical Analysis, John Wiley. J.D. Jobson, (Latest Edition), Applied Multivariate Data Analysis, Vol. I and II, SpringerVerlag, N.Y. H. Kris, (Latest Edition), Statistical Tests for Multivariate Analysis, Springer-Verlag, Heidelberg. A.S. Mulaik, (Latest Edition), The Foundations of Factor Analysis, McGraw Hill, N.Y. D.C. Montgomery and E.A. Peck, (Latest Edition), Introduction to Linear Regression Analysis, John Wiley, N.Y. M.R. Anderberg, (Latest Edition), Cluster analysis for Applications, Academic Press, N.Y. B. Everitt, Halsted, (Latest Edition), Cluster Analysis, N.Y. D.F. Morrison, (Latest Edition), Multivariate Statistical Analysis, McGraw Hill, N.Y. G.H. Dunteman, (Latest Edition), Introduction to Multivariate Analysis, Sage, London.
Journals / Magazines / Newspapers 1.
Harvard Business Review
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MB742.3: QUANTITATIVE ANALYSIS FOR MANAGEMENT - 2 (QAM-2) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: To expose the students to basic concepts of optimisation and OR tools and techniques relevant to managerial decision-making through examples and cases drawn from different functional areas; To help the students develop proficiency in the use of MS-Excel for optimisation problems and interpretation of outputs for managerial decision-making; and To provide the necessary foundation for data collection, analysis, interpretation and presentation in other courses. The course will focus more on the applications and use of software and interpretation of computer outputs for decision-making, and not on solution procedures (like simplex method). III. Course Outline Module Title/Topic No. An Introduction to Linear Programming A Simple Maximization and Minimization Problem 1 Problem Formulation Optimal Solution by use of Software (MS-Excel solver ) Duality and Sensitivity Analysis Linear Programming Problems variants Transportation Problem 2 Assignment Problem Transhipment Problem Network Models and Project Scheduling Shortest Route Problems Minimal Spanning Tree Problems 3 Maximum Flow Problems Project Scheduling with Known Activity Times Time-Cost Trade Offs Waiting Line Models Structure of Waiting Line Systems Single Channel Waiting Line Model with Poisson Arrivals and 4 Exponential Service times Multiple Channel Waiting Line Model with Poisson Arrivals and Exponential Service times Economic Analysis of Waiting Lines Decision Analysis 5 Problem Formulation – Pay off Tables, Decision Trees
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08
06
08
06
08
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Module No.
Classroom Contact Sessions
Title/Topic
Decision Making without Probabilities – Optimistic Approach, Conservative Approach, Minimax Regret approach Decision Making with Probabilities – Expected Value of Perfect Information Utility and Decision Making Simulation for Management Applications Risk Analysis Inventory Simulations Waiting Line Simulations Use of MS-Excel for Simulation Contemporary Issues
6
7
Total IV.
06
03 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications … About 30 Sessions Case Discussions … About 06 Sessions Management Exercise / Stimulations /Games … About 03 Sessions Student‟s Presentations … About 04 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 103 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
With the potential of or tools and software packages for managerial decisionmaking.
Reference Material
Text-Book 1.
Anderson, Sweeney, Williams, (Latest Edition), An Introduction to Management Science: Quantitative Approaches to Decision Making, Cengage Learning.
Reference-Books 1. 2. 3. 4. 5.
Hillier Frederick, Liberman, (Latest Edition), Introduction to Operations Research, Tata McGraw-Hill. M.V. Durga Prasad, (Latest Edition), Operations Research, Cengage Learning. Hillier, Hillier, (Latest Edition), Introduction to Management Science, Tata McGraw-Hill. G. Srinivasan, (Latest Edition), Operations Research - Principles and Applications, PHI. A. M. Natarajan, P. Balasubramani, A. Tamilarasi, (Latest Edition), Operations Research, Pearson.
Journals / Magazines / Newspapers 1. OPSEARCH 2. Journal of Operational Research Society
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MB743.3: HUMAN RESOURCE MANAGEMENT (HRM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To acquaint students with the various practices and policies of Human Resources Management in respect of acquisition, reward and development of HR; To impart basic knowledge of the Indian Industrial Relation Systems; To build awareness of certain important and critical issues in the Indian Industrial Relation Systems; and To provide an exposure to the skills required for managing Industrial Relations.
Course Outline
Module No
1
2
3
4
5
Title/Topic Introduction to HRM and the Environment HRM – History, Strategic Importance, Objectives Strategic Management Approach to HRM Human Resource Policies Global HRM Acquiring Human Resources HR Planning and Alignment Job Analysis and Design Recruitment Selection and Induction Developing Human Resources Training and Development o Need for Training and Development o Individual vs. Organizational Needs o Training Objectives and Strategies o Training Methods and Techniques o Design and Organization of Training Career Planning and Development Talent Management Succession Planning Rewarding and Separating Human Resources Performance Evaluation and Management Wage and Salary Administration Fringe Benefits Other Forms of Rewarding (Bonus, Incentives etc.) Dismissal, Retrenchment, Removal, Suspension, Layoff etc. Legal Aspects in HRM
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06
08
08
10
07
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Module No
Classroom Contact Sessions
Title/Topic Dispute Settlement Methods Minimum Wages Act Bonus Act Shops and Establishment Act Collective Bargaining Workmen‟s Compensation Act Contemporary Issues
6
06 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 25 Sessions About 06 Sessions About 05 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
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Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of HR in organisations. Make decisions with respect to the various HR processes and procedures.
Reference Material
Text-Books 1. Ivancevich John, (Latest Edition), Human Resource Management, Tata McGraw-Hill. 2. K. Ashwathappa, (Latest Edition), Human Resource Management, Tata McGraw-Hill.
Reference-Books 1. 2. 3. 4.
Dessler Gary, (Latest Edition), Human Resource Management, PHI. C B Gupta, (Latest Edition), Human Resource Management, Sultan Chand and Sons. Muller Camen Croucher Leigh, (Latest Edition), Human Resource Management – A Case Study Approach, Jaico Publishing House. Ajay Garg, (Latest Edition), Labour Laws – One Should Know, A Nabhi Publication.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Journals and magazines in HRM like Human Capital, HRM Review etc. Management Review – IIM Bangalore Vikalp – IIM Ahmedabad Asian Journal of Management Cases Harvard Business Review
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MB744.3: COSTING AND CONTROL SYSTEMS (CCS) YEAR 1, SEMESTER 2 I.
Number of Credits
III.
Course Objectives
:
3
The objectives of this course are as follows: To familiarize students with the basic concepts of management accounting system, and how the information generated by such a system can be useful for decision making and performance evaluation. To introduce the basic concepts; which form the discipline of costing and control system. To provide the skills necessary to use management accounting information to make business decisions. To illustrate how management accounting information can be used to formulate and implement strategy in a variety of situation. IV.
Course Outline
Module No.
1
2
3
4
Title/Topic The Changing Role of Management Accounting and Basic Cost Terms and Concepts The Role of Managerial Accounting and Management Functions Comparing Managerial Accounting and Financial Accounting Introduction to Cost Terms, Cost Classification, and Integration of Costs into Statements (Cost Sheet) Product Costing Production Process Lean Production and Manufacturing in a JIT Environment Job Costing Process Costing Operations Cost Cost Behavior, Cost Estimation and Techniques of Costing Fixed and Variable Costs Absorption Costing Variable Costing Unit, Batch, Product and Facility –Level Costs Activity Based Costing Cost- Volume- Profit Analysis Planning and Decision Making Budget Development Process Master Budget Sales Budget Production Budget Flexible Budget
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06
09
09
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Module No.
Classroom Contact Sessions
Title/Topic Cash Budget Variance Analysis Standard Costing Material Variance Labor Variance Overhead Variance Interpreting and Using Variance Analysis Management Control Decentralization Performance Evaluation Balanced Scorecard Contemporary Issues
5
6 7
06
06
Total V.
03 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
VI.
Sl. No. 1 2 3 4 5
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 25 Sessions About 06 Sessions About 06 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VII.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VIII.
Learning Outcomes At the end of the course, The students should learn fundamentals and tools of management accounting, including technical aspects of cost accounting The students should develop an understand the relationship between management accounting and performance management; consider the relationship between management accounting and strategy; Learn management accounting knowledge and techniques and how to assess these through cost-benefit analysis.
IX.
Reference Material
Text-Books 1. 2. 3.
Sawyers, Jackson, Jenkins, Arora, (Latest Edition), Managerial ACCT, Cengage Learning India Pvt. Ltd. P. C., (Latest Edition), Tulsian, Tulsian‟s Practical Costing, S. Chand. Dr. R.P. Rustagi, (Latest Edition), Taxmann‟s Management Accounting, Taxmann.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Ronald W. Hilton, G Ramesh, and M Jayadev, (Latest Edition), Management Accounting, Tata McGraw Hill Publication Hilton, Maher, (Latest Edition), Management: Strategies for Business Decisions, TMH. Hongren, Sundem, (Latest Edition), Introduction to Management Accounting, THM. Paresh Shah, (Latest Edition), Management Accounting, Oxford University Press. S. K. Bhattacharya and John Dearden, (Latest Edition), Costing for Management, Vikas. Khan and Jain, Management Accounting, TMH. Ravi Kishore, (Latest Edition), Cost and Management Accounting, Taxmann. Hansen and M., (Latest Edition), Cost and Management Accounting and Control, Thomson.
Journals / Magazines / Newspapers 1. The Journal of Cost Accounting and Research 2. The Journal of Accounting and Finance 3. The Journal of Management Accounting Research
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MB745.3: FINANCIAL MANAGEMENT (FM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To familiarize the students with concepts and practical applications of finance. The various financial analytical tools required for setting /running an organization like raising funds, investments and allocation of profits, etc. considering risk and return will be addressed To help students understand the financial function in totality.
Course Outline
Module No.
1
2
3
4
5 6
Classroom Contact Sessions
Title/Topics Meaning, System, Mathematics and Basics of Valuation Introduction to Financial Management The Financial System The Time Value of money Valuation of Bonds and Stock Risk and Return Investment Decisions Techniques of Capital Budgeting Cost of Capital Estimation of Project Cash Flows Financing Decisions Financing and Operating Leverage Capital Structure Theory and Policy Sources of Long Term Fund Raising Long Term Funds Working Capital Management Cash Management Credit Management Inventory Management Sources of Short Term Funds Payout Policy Dividend Policy Dividend Decision Contemporary Issues
Total
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08
08
08
08
08 05 45
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 24 Sessions About 07 Sessions About 05 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
Percentage of total internal evaluation
1
Quizzes
3
10
30
10
2 3 4 5
Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
2 1 2
45 60 45
90 60 90 30 300
30 20 30 10 100
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
An ability to appreciate the difference between accounting and financial functions. Proficiency in the theory and applications of basic financial techniques and tools, so that they can understand and appreciate finance from long-term as well as shortterm perspective for any company/organisation.
Reference Material
Text-Book 1.
Pandey I. M., (Latest Edition), Financial Management, Vikas Publication.
Reference-Books 1. 2. 3. 4. 5.
Srivastava Rajiv, Misra Anil, (Latest Edition), Financial Management, Oxford University Press. Van Horne, Wachowicz Jr., (Latest Edition), Fundamentals of Financial Management, Pearson Education. Briham, Houston, (Latest Edition), Fundamentals of Financial Management, Thomson. Chandra Prasanna, (Latest Edition), Financial Management –Theory and Practice, Tata McGraw-Hill. M.Y. Khan, P.K. Jain, (Latest Edition), Financial Management-Text, Problems and Cases, McGraw Hill.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Finance India Indian Economic Review The Economist Harvard Business Review IIMB Management Review Business Today Economic and Political Weekly The Economic Times Business Standard Financial Express
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MB746.3: MARKETING MANAGEMENT (MM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To familiarize the students with marketing concepts and practices. To acquaint them with the challenges of marketing environment and competition; To expose them to the elements of marketing mix; and To develop their capacity to formulate appropriate marketing strategies and tactics.
Course Outline
Module No.
1
2
3
Title/Topic Understanding Marketing Management Nature and Scope of Marketing Management o Company Orientations Toward the Market Place o Fundamental Marketing Concepts Developing Marketing Strategies and Plans o Marketing and Customer Value o Corporate and Division Strategic Planning o Evaluating Business Portfolios o Growth Strategies o Marketing Goals and Plans Capturing Marketing Insights Gathering Information and Scanning the Environment o Internal and External Sources of Information o The Changing Consumption Pattern of Indian Consumers Conducting Marketing Research and Forecasting Demand o The Marketing Research System and Process o Forecasting and Demand Measurement Connecting with Customers Creating Customer Value, Satisfaction and Loyalty o Customer Life Time Value o Customer Databases and Databases Marketing Analyzing Consumer Markets o Factors Influencing Consumer Behaviour o The Buying Decision Process Analyzing Business Markets o Organisational Buying and Process Identifying Market Segments and Targets o Levels of Market Segmentation o Segmenting Consumer and Business Markets o Market Targeting
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Classroom Contact Sessions
05
05
05
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Module No.
4
5
6
Title/Topic Building Strong Brands Dealing with Competition o Identifying Competitors o Competitive Strategies for Market Leaders and Others Creating Brand Equity Crafting Brand Positioning Strategy o Choosing POP / POD o Differentiation Strategies o Product Life-Cycle and Strategies Shaping the Market Offerings Setting Product Strategy o Product Characteristic and Classification o Product and Brand Relationships Designing and Managing Services o Nature of Services o Marketing Strategies for Service Firms o Managing Service Quality Developing Pricing Strategies and Programs o Setting the Price o Adapting the Price o Initiating and Responding to Price Changes Delivering and Communicating Value Designing and Managing Value Networks and Channels o Channel Design and Management Decisions o Conflict Cooperation and Competition Managing Retailing, Wholesaling, and Logistics Designing and Managing Integrated Marketing Communications o The Role of Marketing Communication o Developing Effective Communication o Managing Integrated Marketing Communications Managing Mass Communications: Advertising, Sales Promotion, Events, and Public Relation Managing Personal Communication: Direct Marketing and Personal Selling o Direct Marketing o Interactive Marketing o Principles of Personal Selling Creating Successful Long-Term Growth Introducing New Market Offerings o New Product Development Process Tapping into Global Markets o Modes of Entry o Understanding Country of Origin Effects Managing a Holistic Marketing Organisation o Internal Marketing
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Classroom Contact Sessions
10
10
05
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Module No.
Classroom Contact Sessions
Title/Topic o Socially Responsible Marketing o Marketing Implementation, Evaluation and Control Emerging Marketing Needs and Opportunities o Rural Marketing in India o Social Marketing o Network Marketing o E-Marketing / Internet Marketing Contemporary Issues
7
Total IV.
05 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 24 Sessions About 09 Sessions About 04 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
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Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding and exposure to the concept of marketing and its roots in customer-centric approach, and the elements of marketing mix.
Reference Material
Text-Book 1.
Kotler, Keller, Koshy, Jha, (Latest Edition), Marketing Management: A South Asian Perspective, Pearson Education.
Reference-Books 1. Stanton, Etzel, Walker, (Latest Edition), Fundamentals of Marketing, McGraw-Hill. 2. Ramaswami, Namakumari, (Latest Edition), Marketing Management: Indian context, Macmillan India. 3. Kumar Arun, Meenakshi, (Latest Edition), Marketing Management, Vikas Publishing. 4. Saxena Rajan, (Latest Edition), Marketing Strategies, Tata-McGraw Hill. 5. Khurana, Ravichandran, (Latest Edition), Strategic Marketing Management, Global Business Press. 6. Mazumdar Ramanuj, (Latest Edition), Marketing Strategies, Allied Publishers.
Journals / Magazines / Newspapers 1. Journal of Marketing (USA) 2. Indian Journal of Marketing 3. Marketing Master Mind, etc.
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MB747.3: OPERATIONS MANAGEMENT (OM) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objective
:
3
The objectives of this course are as follows: III.
To understand the manufacturing and service operating systems with respect to design, planning, control and improvement techniques. Learn the interdependence of operations management with other functional areas. To develop the ability to manage people and resources effectively, to motivate, organize, control, evaluate. To adapt to change which has become critical to competing in today‟s international markets.
Course Outline
Module No. 1
2
3
4
5
6
Classroom Contact Sessions
Title/Topic Strategic Importance of Operations Introduction to Operations and Competitiveness Operations Strategy: Decision Analysis Designing the Operating System Products and Services Processes and Technologies Facilities: Site Selection and Location Analysis Project Management Managing the Supply Chain Supply Chain Management Forecasting Capacity and Aggregate Planning Inventory Management: Simulation Operations Planning Just-in-Time and Lean Production Enterprise Resource Planning Scheduling Ensuring Quality Quality Management Statistical Process Control Waiting Line Models for Service Improvement
08
08
08
08
08
Contemporary Issues
Total
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05 45
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VI.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 20 Sessions About 10 Sessions About 06 Sessions About 07 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed: The skills and gained ability to perform well in dimensions such as cost, quality, delivery, dependability and speed, innovation and flexibility to adapt him/her to variations in demand.
VIII.
Reference Material
Text-Books 1. Russell and Taylor, (Latest Edition), Operations Management, Pearson Education. 2. Lee Krajewski, Larry Ritzman and Manoj Malhotra, (Latest Edition), Operations Management, PHI.
Reference-Books Norman Gaither and G Fraizier, (Latest Edition), Operation management, Thomson south Weston. 2. Ashwathappa and Sridhar Bhatt, (Latest Edition), Production and Operation Management, Himalaya Publishing House. 3. Adam and Eberts, (Latest Edition), Production and Operation management, PHI. 1.
Journal / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Supply Chain Management Review The IUP Journal of Supply Chain Management The IUP Journal of Operations Management Harvard Business Review Journal of Management Research Advances in Management IIMB Management Review Business India Economic Times, Business Standard
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EE782: ENERGY AUDITING & MANAGEMENT YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objectives of the Course: Energy auditing and management is a course where a student will deal with various types of energy conservation schemes employed in industries, power stations, domestic and commercial areas. Also they will familiar with energy auditing and management procedures. The objectives of the course are:
To learn practical and theoretical elements of energy auditing and management To be able to assess the benefits and drivers of an energy audit and have knowledge of the Energy Audit Process To understand how to plan and carry out an energy audit and be confident with the process of reviewing energy data in the energy audit process To Have knowledge of the equipment and key considerations required when carrying out an energy audit To be aware about the energy efficient technology and energy storage system B. Outline of the Course: Sr. No.
Title of Unit
Min. No. of Hrs
1
Electrical Energy Conservation
3
2
Electrical Energy Management
10
3
Financial Management
4
4
Energy Management & Audit
5
5
Energy Efficient Technologies In Electrical Systems
3
6
Energy Storage Systems
3
7
Case Studies.
2 Total hours (Theory): 30
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C. Detailed Syllabus: 1
Electrical Energy Conservation
3 Hours
1.1
Energy Scenario: Introduction to energy science and energy technology, various forms of energy. Law of conservation of energy. Energy scenario of India, Introduction to global energy scenario. Carbon credit, Energy Sector Reforms, Energy Strategy for the Future, Energy Conservation Act 2001 and its features.
1.2
Measures for energy conservation: Potential energy conservation opportunities in: HVAC System, Lighting systems, Motors and Transformers.
2
Electrical Energy Management
10 Hours
2.1
Concept of energy management, Design of Energy management programmes, energy cost, Energy planning, Energy staffing, Energy Organization, Energy Requirement, Energy Costing, Energy Budgeting, Energy Monitoring, Energy consciousness, Energy Management Professionals, Environment pollution due to energy use. Need of energy planning, steps for energy planning, Energy management in industry, Energy management cell function and objective, Energy management cell roles and responsibilities, Role of energy manager, benchmarking, Social and economic cost benefits. Seven principals of energy management.
2.2 Electrical System Optimization Electricity rate tariff, key to reduction in electrical energy Consumption, Methods to improve plant power factor, load management, conduction loss, switching loss, magnetic loss, harmonic Compensation, Motor control, Lighting energy saving. 2.3
Cogeneration Definition, Need, Application, Advantages, Classification, Saving potentials
3
Financial Management
4 Hours
Investment-need, Appraisal and criteria, Financial analysis techniques-Simple payback period, Return on investment, Net present value, Internal rate of return, Cash flows, Risk and sensitivity analysis; Role of ESCOs. 4.
Energy Management & Audit
5 Hours
Introduction, Definition, Energy audit- needs, types and walkthrough energy audit. Energy audit at unit level, Industrial Audit approaches. Procedure for energy audit and equipments required. Comprehensive Energy audit Site testing Measurement & Analysis of Electrical System like Induction Motors. Transformers, Illumination system, Problems
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on Energy Management. 5.
Energy Efficient Technologies In Electrical Systems
3 Hours
Load Management and Maximum demand control. Electrical distribution system. Maximum demand controllers, Automatic power factor controllers, Energy efficient motors, Soft starters with energy saver, Variable speed drives, Energy efficient transformers, Electronic ballast, Occupancy sensors, Energy efficient lighting controls. 6.
Energy Storage Systems
3 Hours
Introduction, Demand for energy storage, Energy storage systems: heat storage- hot water, hot solids, phase change materials; Potential energy storage: spring, compressed gas. Pumped hydro: Flywheels. Rolling mills, Electrical and magnetic energy storage systems. 7.
Case Studies.
2 Hours
D. Instructional Methods and Pedagogy
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures which carries a component of the overall evaluation. Minimum two internal exams will be conducted and will be considered as a part of overall evaluation. Assignments based on course content will be given to the students for each unit/topic and will be evaluated at regular interval and its weightage may be reflected in the overall evaluation.
E. Student Learning Outcomes: After the completion of the course the students will be able to: 1. 2. 3. 4. 5.
Analyze about energy scenario nationwide and worldwide Decide about energy management in more effective way. To propose the effective way for energy conservation Carry out financial management. Can design energy efficient technologies and provide alternative solutions for energy storage
F. Recommended Study Material: Text Book: 1. Amlan Chakrabarti, Energy engineering and management, PHI Learning Private Limited. 2. K. Nagabhusan Raju, Industrial Energy Conservation Techniques, Atlantic Publishers & Distributors (P) Ltd. Reference Book: 1. Renewable energy and Meliss
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sources and conservation technology By- N.K.Bansal, Kleemann
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2. Non – conventional energy sources by G.D. Rai 3. Energy technology by S.Rao. 4. A guide to energy management by Barney L Capehart, William J Kennedy, Wayne C Turner. Web Material: 1. www.energymanagertraining.com 2. www.bee-india.gov.in
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CE771: PROJECT MANAGEMENT YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective of the Course: The course aims to provide and understanding management issues process during project management. To develop an awareness of the need for project planning and management To apply professional attitudes and techniques to managing a project Provide students with a basic understanding of project management principles and practices. Increase the student's ability to function effectively on a project team. Increase the student's ability to function effectively as a project manager. B. Outline of the course: Sr.
Title of the unit
No.
Minimum number of hours
1
Overview of Project Management
03
2
Project Management Concepts and Techniques
03
3
Project Cost Estimation
04
4 5
Project Planning and Scheduling Project Monitoring and Control
05 05
6 7
Material Management in Project Management of Special Projects and Project Management Software Tools
© CHARUSAT 2016
04 06 Total hours (Theory): 30
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C. Detailed Syllabus: 1.
Overview of Project Management
03 Hours
Introduction to Project Management Overview of Project Planning, Project Estimation, Project Scheduling, Organization and Team Structure, Risk Analysis and Management, Resource Allocation Project Management Process and Role of Project Manager 2.
Project Management Concepts and Techniques
03 Hours
Project Screening and Selection Techniques Structuring Concepts and Tools (WBS,ORS,LRC) Project Planning Tools (Bar Chart, LOB, CPM and PERT) Risk Analysis and Management 3.
Project Cost Estimation
04 Hours
Types of Estimates and Estimating Methods Project Budgeting 4.
Project Planning and Scheduling
05 Hours
Dynamic Project Planning and Scheduling Project Scheduling with Resource Constraints 5.
Project Monitoring and Control
05 Hours
Monitoring Techniques and Time control system Project Cost Control and Time cost tradeoff 6.
Material Management in Project
04 Hours
Project Procurement and Material Management 7.
Management of Special Projects and Project Management Software Tools
06 Hours
Management of SE/NPD/R&D/Hi-Tech and Mega Projects Software tools for Project Management: MS Project, Primavera, Turbo Project, Risky Project. D. Instructional Method and Pedagogy: Lectures will be taken in class room with the use of multi-media presentations and black board – mix of both.
Assignments based on above course content will be given to the students at the end of each chapter. Each assignment contains minimum 5 questions.
Quizzes and Surprise tests will be conducted for testing the knowledge of students for particular topic.
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E. Student Learning Outcomes: Upon successful completion of this course, students will be able to understand project management process and different aspect of development process necessary for the management of the project which includes various activities, resources, quality, cost and system configuration etc. F. Recommended Study Material: Text Books: 1.
Project management: engineering, technology, and implementation by Shtub, Avraham, Jonathan F. Bard, and Shlomo Globerson, Prentice-Hall, Inc., 1994.
2. Project Management Handbook by Lock, Gower. 3. VNR Project Management Handbook by Cleland and King. 4. Management guide to PERT/CPM by Wiest and Levy, PHI. 5. Project Management: A Systemic Approach to Planning, Scheduling and Controlling by Horald Kerzner, CBS Publishers, 2002. 6. Project Scheduling and Monitoring in Practice by S. Choudhury, 7. Total Project Management: The Indian Context by P. K. Joy, Macmillan India Ltd. Reference Books: 1.
Project Management for Business and Technology: Principles and Practice by John M Nicholas, Prentice Hall of India, 2002.
2. Project Management, by N. J. Smith (Ed), Blackwell Publishing, 2002. 3. Effective Project Management by Robert K. Wysocki, Robert Back Jr. and David B. Crane, John Wiley, 2002. 4. Project Management: A Managerial Approach, by Jack R Meredith and Samuel J Mantel, John Wiley, 4th Edition, 2000.
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IT771: CYBER SECURITY & LAWS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours:
Teaching Scheme
Theory
Practical
Total
Hours/week
02
00
02
Credit
02 Marks
100
-
100
A. Objective of the Course: The main objectives for offering the course Cyber Security are
To under the concepts of Cybercrimes and cyber security
To create the awareness of how to avoid becoming victims of cybercrimes.
To provides the content which will help the students who wish to seek career in cyber security or independent study and research in the field of cyber security.
B. Outline of the Course: Sr
Title of the unit
No.
Minimum number of hours
1.
Computer and Cyber Security Basics
06
2.
Security Threats
09
3.
Provisions in Indian Laws in dealing with Cyber Crimes
07
4.
Case Studies
08 Total hours (Theory): 30
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C. Detailed Syllabus: 1.
Computer and Cyber Security Basics
06 hours
Introduction to Computers, Computer History, Software, Hardware, Classification, Computer Input-Output Devices, Windows, DOS Prompt Commands, Basic Computer Terminology, Internet, Networking, Computer Storage, Computer Ethics and Application Programs, Security : Security trends –Goal, Attacks, Services and Mechanism 2.
Security Threats
09 hours
Application security (Database, E-mail and Internet), Data Security ConsiderationsBackups, Archival Storage and Disposal of Data, Security Technology-Firewall and VPNs, Intrusion Detection, Access Control. Security Threats -Viruses, Worms, Trojan Horse, Bombs, Trapdoors, Spoofs, E-mail viruses, Macro viruses, Malicious Software, Network and Denial of Services Attack, Security Threats to E-CommerceElectronic Payment System, e-Cash, Credit/Debit Cards. Digital Signature, public Key Cryptography. 3.
Provisions in Indian Laws in dealing with Cyber Crimes
07 hours
Security Policies, Why Policies should be developed, WWW policies, Email Security policies, Policy Review Process-Corporate policies-Sample Security Policies, Publishing and Notification Requirement of the Policies. Information Security Standards-ISO, IT Act, Copyright Act, Patent Law, Cyber Laws in India; IT Act 2000 Provisions, Intellectual Property Law. 4.
Case Studies
08 hours
Identity Management, Cyber Security and Terrorism: Case Studies, The DigiNotar case, Deutsche Telekom, The disruption at the IT service provider Tieto, Web Based Attacks by Symantec, Password Security
D. Instructional Method and Pedagogy:
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Two internal exams will be conducted and average of the same will be converted to equivalent of 15 Marks as a part of internal theory evaluation.
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Assignments based on course content will be given to the students at the end of each unit/topic and will be evaluated at regular interval. It carries a weightage of 5 Marks as a part of internal theory evaluation. Surprise Tests/Quizzes/Seminar/Case Study will be conducted which carries 10 Marks as a part of internal theory evaluation.
E. Student Learning Outcome: Learning outcomes of the course are:
Students will able to do classification of cybercrime, methods used to perform crime, apply cyber security, and know the detailing of Information Technology Acts against offences. Students will understand and appreciate the legal and ethical environment impacting individuals as well as business organizations and have an understanding of the ethical implications of IT legal decisions. Students will have a fundamental knowledge of Information Technologies which affect organizational processes and decision-making.
F. Recommended Study Material: Reference Books: 1. Charles P. Pfleeger, Shari Lawerance Pfleeger, “Analysing Computer Security”, Pearson Education India. 2. V.K. Pachghare, “Cryptography and information Security”, PHI Learning Private Limited, Delhi India. 3. Dr. Surya Prakash Tripathi, Ritendra Goyal, Praveen kumar Shukla,”Introduction to Information Security and Cyber Law” Willey Dreamtech Press. 4. Schou, Shoemaker, “ Information Assurance for the Enterprise”, Tata McGraw Hill. 5. CHANDER, HARISH,” Cyber Laws And It Protection ” , PHI Learning Private Limited ,Delhi ,India
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CA842: MOBILE APPLICATION DEVELOPMENT YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objective: Develop skills to describe mobile technologies, mobile environment and to develop Android application for mobile device using Android SDK, android application resource, application component, and Android APIs. Prerequisites: Object Oriented Programming. Methodology & Pedagogy: This course focuses on providing hands-on experience in designing and development of mobile application with emphasis on the real world application and techniques that enable smart phone based application development. Student shall also develop applications dealing with data storage, documents sharing among applications and application based on Google maps and integration of web service with mobile application.
Learning Outcomes:
Describe the different mobile technologies, mobile development platform and mobile GUI. Comprehend how Android applications works, their life cycle, Intents, fragments and resources. Design and develop useful Android applications with compelling user interfaces by using View, View Group, menu, and dialog elements. Use Android's APIs for data storage, retrieval, user preferences, files, databases, and content providers. Utilize the power of background services, notifications, and broadcast receiver. Use Android's communication APIs for SMS, telephony and location based application.
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B. Outline of the Course: Week No
Practical
Description
1
Brief about mobile Different mobile application development platform overview technologies and challenges in and Android architecture overview and basic components of mobile application Android application development overview. development and architectural overview of an Android platform.
2
Development of first Android based mobile application and overview of necessary components required for development.
3
Fundamentals of Interface designing.
4
User Interface Widgets-1
Hands-on demonstration of basic widgets like- Text View, Edit Text, Button, Toggle Button, Radio Button, Radio Group, Check Box, Rating Bar, Seek Bar etc.
5
User Interface Widgets-2
Hands-on demonstration of composite widgets like- List View, Spinner and Auto Complete Text View and customization of the composite controls.
6
Activity, Activity navigation Activity life cycle, Linking Activity using Intents: start and Intents. Activity(), Start Activity For Result().
Working of Android Studio IDE, Android project directory structure, Dalvik Virtual Machine Overview, Android Software development kit explanation, Virtual device creation and execution of first application on virtual as well as actual device
User XML based user interface designing using different available layouts like Relative Layout, Linear Layout, Table Layout etc.
Calling built-in applications: ACTION_VIEW, ACTION_DIAL,
ACTION_MAIN,
ACTION_SEND 7
Android Resources, Styles and Usage and implementation of different resources like drawable, string, color, dimes, raw and animation. Creating Themes. and Applying simple Style, Inheriting built-in Style and User defined style, Using Styles as themes.
8
Dialogs & Menus.
Hands-on demonstration of different dialogs and menus available in Android.
9
Data Persistence Techniques.
User Preferences and Database management through SQLite
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10
Broadcast Actions and Service: life cycle, create and destroy service, Alarm Manager Services implementation. and SMS Manager. Standard Broadcast Actions.
11
PHP based web service Creation and consumption of PHP based web service. implementation in Android
12
Simple Google Map Google Developer console usage, SHA-1 certificate creation incorporation with Android and API-KEY creation and incorporation in Android application. application. Total hours (Theory): 30
Text Books: 1. Wei-Meng Lee: Beginning Android 4 Application Development, Wiley India Pvt Ltd. 2. Mark L. Murphy: The Busy Coder‟s Guide to Android Development Reference Books: 1. Jonathan Simon: Head First Android Development, O‟REILLY publication 2. Mark L Murphy: Beginning Android, Wiley India Pvt. Ltd. Web References: 1. https://developer.android.com [Detail Android Development Guide] 2. https://www.youtube.com/watch?v=SUOWNXGRc6g&list=PL2F07DBCDCC01493A [200 android development tutorials] 3. www.androidhive.info/ [Advance application development with Android]
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PT796: FITNESS AND NUTRITION YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Objectives of the course: This course is intended to introduce the student with the basic concepts of health and fitness and appraise the relative contribution of leading a physically active lifestyle. This shall familiarize the student with different perspectives on maintaining general health and fitness behavior and understand the nutritional information to suit individual needs and preferences. Upon completion of this course, the student should be able to: 1.
To provide general concepts of physical education, nutrition and fitness.
2. To promote and understanding of the value of sports for life skill development. 3. Introduce nutritional principles and application to improve overall health.
B. Outline of the course: S. No.
Title of the unit
Minimum number of hours
1.
Physical Education and Physical Fitness
10
2.
Nutrition and Health
10
3.
Sports and Life Skills Education
10 Total hours (Theory): 30
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C. Detailed syllabus: 1
PHYSICAL EDUCATION AND PHYSICAL FITNESS
1.1.
Concept of Physical Education, Meaning, Definition, Aims and Objectives of Physical Education, Need and Importance of Physical Education Physical Education and its Relevance in Inter Disciplinary Context Physical Fitness Components: Type of Fitness, Health Related Physical Fitness, Performance Related Physical Fitness NUTRITION AND HEALTH 10 hours
1.2 1.3 2 2.1 2.2 2.3
10 hours
3
Concept of Food and Nutrition, Balanced Diet, Food Pyramid Index Macro and Micronutrients: Types, functions and classification system Carbohydrates : Types, RDA data, Glycemic index, Sources of Fats, saturated, unsaturated fats, recommended intake, importance of fat in diet, fats in health and disease Protein: Types EAA, function, assessing quality of proteins, selecting incomplete proteins, RDA sources. Vitamins And Minerals: Types, functions, sources, and minerals - calcium, Phosphorus, iron, magnesium, sodium, potassium, and chloride. Trace elements - sources and functions. Determining Caloric Intake and Expenditure, Obesity, Causes and Preventing Measures – Role of Diet and Exercise, Importance of hydration in exercise SPORTS AND LIFE SKILLS EDUCATION 10 hours
3.1 3.2 3.3 3.4 3.5 3.6 3.7
Sports and Socialization Physical Activity and Sport – Emotional Adjustment and Wellbeing Substance Abuse among Youth – Preventive Measures and Remediation Yoga, Meditation and Relaxation Sports and Character Building Values in Sports Sports for World Peace and International Understanding
2.4 2.5
D. Instructional Method And Pedagogy: Interactive classroom sessions using black-board and audio-visual aids. Using the available technology and resources for e-learning. Students will be encouraged towards self-learning and under direct interaction with course faculty. Students will be enabled for continuous evaluation. Case study, didactic mode of group discussions E. Student Learning Outcomes: Upon completion of the course, the student should be able to : Appraise the importance of exercise in maintenance of health and fitness. Objectively define health and fitness in realistic environment and inculcate habits of physical activity, nutrition and sports as a behavior change and overall health promotion © CHARUSAT 2016
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F. Recommended Study Material: Textbooks: 1.
ACSM”s “Health Related Physical Fitness Assessment Manual Lippincott Williams and Walkins USA, 2005.
2. Siedentop.D,(1994) Introduction to Physical Education and Sports (2nd ed.), California: Mayfield Publishing Company. 3. Corbin.Charles Beetal. C.A., (2004) Concepts of Fitness and Welfare Boston McGraw Hill.
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NR752: EPIDEMIOLOGY & COMMUNITY HEALTH YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Course Objectives: Upon completing the course, students will be able to Familiar with epidemiologic terminology, outcome measures, and study designs; to appreciate application of epidemiology to subfields (e.g., infectious diseases, reproductive health, genetics); and to apply epidemiologic methods to current public health issues. B. Outline of the Course: Unit No. 1
2 3
4
5
6
Title of Unit Introduction: Concept, scope, definition, trends, History and development of modern Epidemiology Contribution of epidemiology Implications Health Statistics: Morbidity & Mortality Epidemiological approaches: Study of disease causatives (Cause & Risk) Health promotion Levels of prevention Epidemiology of Communicable diseases Non-communicable diseases Disaster: Disaster preparedness, Disaster management Health Organizations: Voluntary health organizations International health agencies –WHO, World health assembly, UNICEF, UNFPA, SIDA, US AID, DANIDA, DFID. AusAID etc Total
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Prescribed Hours 5
2 4
10
3
6
30 Hours
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C. Instruction Method and Pedagogy The course is based on practical learning. Teaching will be facilitated by reading material, discussion, microteaching, task-based learning, assignments, field visit and various interpersonal activities like group work, independent and collaborative research, presentations etc. D. Evaluation: The students will be evaluated continuously in the form of internal as well as external examinations. The evaluation (Theory) is schemed as 25 marks for internal evaluation and 75 marks for external evaluation in the form of University examination. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Assignments
1
8
8
2
Internal Test/ Model Exam
1
12
12
3
Attendance and Class Participation
Minimum 80% attendance
10
Total
30
External Evaluation The University Theory examination will be of 75 marks and will test the logic and critical thinking skills of the students by asking them theoretical as well as application based questions. The examination will avoid, as far as possible, grammatical errors and will focus on applications. Sl. No.
Component
Number
Marks per incidence
Total Marks
1
Theory Paper
01
70
70 Total
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E.
Learning Outcomes: At the end of the course, learners will be able to: Understand the epidemiologic terminology, Understand the health statistic Understand the various methods of epidemiology Understand the role and functions of various health agencies Understand the epidemiological trends in communicable and non-communicable diseases.
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OC733: INTRODUCTION TO POLYMER SCIENCE YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objective of the course Fundamentals of polymer chemistry will be introduced. B. Outline of the course Approximate No of Hours
Sr.No
Title of Unit
1
Basic concepts of Polymer Chemistry
5
2
Chemistry of Polymerization
8
3
Kinetics of polymerization
8
4
Molecular weight and size
9 Total Hours (Theory): 30
C. Detailed syllabus: Sr. No
1.
Title of Unit
Basic concepts of Polymer Chemistry
Approximate No of Hours 5
Introduction to polymers, How are polymers made, Classification of polymers. 2.
Chemistry of Polymerization
8
Chain polymerization, Step polymerization, Miscellaneous polymerization reactions, Polymerization techniques. 3.
Kinetics of polymerization
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i). Free – Radical chain polymerization. ii). Cationic & anionic polymerization. iii). Polycondensation 4.
Molecular weight and size
9
Number – Average molecular weight. Viscosity – Average molecular weight. Polydispersity and molecular weight. Significance of polymer molecular weight. Size of polymer molecules
D. Instrumental Methods and Pedagogy: Topics will be taught in interactive class room sessions using black-board and if required powerpoint presentations will also be employed. Special interactive problem solving sessions will be conducted. Course materials will be provided from various sources of information. Students will be trained to measure molecular weight of polymers using appropriate instrument(s). Unit test will be taken regularly as a part of continuous evaluation and suggestions will be given to the students in order to do better in their performance. E. Student Learning Outcomes/Objective: The programme aims at providing the basic concepts in polymer science. Ensuring that students acquire skills for further research in this area. F.
References: 1. A First Course in Polymer Chemistry by A. Strepikheyev , V.Derevitskaya and G.Slonimsky ; MIR Publishers, Moscow 2. Polymer Science by V.R.Gowariker , N.V.Viswanathan and Jayadev Sreedhar, New Age International Publishers. 3. Polymer Science and Technology of Plastics and Rubbers by Premamoy Ghosh, Tata McGraw-Hill Publishing Company Ltd. New Delhi.
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MB651: SOFTWARE BASED STATISTICAL ANALYSIS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Credit
2 Marks
100
-
100
A. Course Objectives The objectives of this course are:
To enable the students to understand importance of research and statistical techniques. To provide hands on training of statistical software like SPSS, SYSTAT, MATLAB and other open source software like R , WEKA, for research.
B. Course Outline Module No.
Title/Topic
Classroom Contact Sessions
Introduction to Statistics 1
2
Research and Innovation Introduction to Statistics Quantitative Techniques in Research Software # 1 - Use of Software in Research
Introduction to the Software Creating Variables Data and its Types Importing Data from MS-Excel Transformation of Variables Visual Benning Determining Validity and Reliability of Scale using CFA Cronbach's (alpha) : a coefficient of internal consistency Estimation & Hypothesis Testing: Parametric Tests o Z Test o t – Test o Cross Tabulation and Chi – square o One-Way & Two-Way Analysis of Variance
© CHARUSAT 2016
06
12
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Module No.
Classroom Contact Sessions
Title/Topic (ANOVA) o Pearson‟s Correlation Analysis o Regression Analysis o Simple & Multiple Linear Regression Analysis o Measures of Model Fit (R and R-square Statistics) Non-Parametric Tests o Mann-Whitney U Test o Wilcoxon Signed Rank Test o Run test o Krushal-Wallis Test o Spearman Correlation Analysis Statistical Analysis Using Open Source software
Introduction to Software Programming Language Basics – including creating, subsetting and analyzing Managing your files and workspace Controlling functions (procedures or commands) Data Acquisition – Reading files Data Transformations Selecting variables and observations Writing functions (macros) Graphics Article / Research Papers Reviews
3
4
10
02
Total
30
C. Pedagogy The course will emphasise self-learning and active classroom interaction based on students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom / Practical Contact Sessions
Research Paper Discussions / Feedback
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…
About 28 Sessions … About 02 Sessions
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The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. D. Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
Total Marks
Percentage of total internal evaluation
1
Quizzes
3
10
30
10
2
Assignment / Project work
1
150
150
50
3
Internal Tests
2
45
90
30
4
Attendance and Class Participation
30
10
300
100
Total
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks f or the course. E. External Evaluation The University examination will be for 70 marks and will be based on practical computerbased tests and a viva-voce.
F. Learning Outcomes At the end of the course, the student should have developed:
Skills related to use of statistical techniques for analysis using software Rational decision making skills for typical business / other decisions Inputs for reviewing articles / research papers especially related to use of statistical techniques and analysis based on software G. Reference Material Text-book 1. Latest Manuals of Software Reference Books 1.
David .M. Levine, Krehbiel, Berenson, P.K. Viswanathan, (Latest Edition), Business Statistics – A First Course, (Latest Edition), Pearson Education
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MA772: DESIGN OF EXPERIMENTS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching Scheme
Theory
Practical/Tutorial
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A.
Objective of the Course:
The course is designed for Engineers, Physicists, Chemists, Mathematician. This course covers basics of Statistics and Experimental Design. The objectives of the course are to: 1. Understand basics of Statistical Techniques of Design of Experiment 2. Understand the applications of experimental design in practice
B.
Outline of the course: Sr No.
Title of the unit
Minimum number of hours
1.
Principles of Experimental Design
06
2.
Statistical Concepts
06
3.
Single Factor Experiments
08
4.
Factorial Experiments
10 Total hours (Theory): 30
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C.
Detailed Syllabus:
1
Principles of Experimental Design
06 Hours
1.1
Basic Terminologies: Types of Investigations and Experiments
1.2
Confirmatory and Exploratory Experiments
1.3
Modeling and selecting Response
1.4
Minimizing Bias and Variability
2
Statistical Concepts
2.1
Descriptive Statistics and Graphical Presentation
2.2
Probability Distributions, Hypothesis Tests and Confidence Intervals
2.3
Power and Sample size calculation
2.4
Experiments for Two Treatments
2.5
Linear Regression: Simple and Multiple
3.
Single Factor Experiments
3.1
Completely Randomized Designs
3.1
Concepts of Multiple comparison
3.2
Pairwise Comparisons
3.3
Comparisons with a Control
3.4
General Contrast
4.
Factorial Experiments
4.1
Inference from Factorial Experiments
4.2
Two-Level Factorial Experiments
4.3
Definition and Estimation of Main Effects and Interactions
4.4
Statistical Analysis
4.5
Two-Level Fractional Factorial Experiments: Introduction
06 Hours
08 Hours
10Hours
D. Instructional Method and Pedagogy:
At the start of course, the course delivery pattern, prerequisite of the subject will be discussed. Lectures will be conducted with the aid of multi-media projector, black board, OHP etc. Attendance is compulsory in lectures/laboratory which carries a 5% component of the overall evaluation. Minimum two internal exams will be conducted and average of two will be considered as a part of 15% overall evaluation. Assignments based on course content will be given to the students at the end of each unit/topic and will be evaluated at regular interval. It carries a weighting of 5%.
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Two Quizzes (surprise test) will be conducted which carries 5% component of the overall evaluation. E. Student Learning Outcomes:
At the end of the course the students will be able to understand the basic concepts of Design of Experiment. Student will be able to apply concepts of these course in their study of specialization
F. Recommended Study Material: Text Books: 1.
Tamhane, Ajit C. Statistical analysis of designed experiments: theory and applications. Vol. 609. John Wiley & Sons, 2009. 2. Hinkelmann, Klaus, and Oscar Kempthorne. Design and Analysis of Experiments, Introduction to Experimental Design. Vol. 1. John Wiley & Sons, 2008. 3. Lorenzen, Thomas, and Virgil Anderson, eds. Design of experiments: a no-name approach. CRC Press, 1993.
Reference Books: 1. Cox, David Roxbee, and Nancy Reid. The theory of the design of experiments. CRC Press, 2000. 2. Goupy, Jacques L. Methods for experimental design: principles and applications for physicists and chemists. Vol. 12. Elsevier, 1993.
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PH826: INTELLECTUAL PROPERTY RIGHTS YEAR 1, SEMESTER 2 (University Elective – CBCS) Credits and Hours: Teaching scheme
Theory
Practical
Total
Hours/week
2
-
2
Marks
100
-
100
Credit
2
A. Objectives of the course: To acquaint the students with the basic concepts of Intellectual Property Rights; To develop expertise in IPR related issues, To sensitize the students with the emerging issues in IPR and the rationale for the protection of IPR, and; To explore practical aspects repeated to patenting.
B. Outline of the course: Sr. No.
Title of Unit
No. of Contact Hours.
1
Intellectual Property Concepts
5
2
IPR and Research
5
3
Practical aspect of patenting
10
4
IPR related treaties
5
5
Case Study
5 Total Hours (Theory): 30
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C. Syllabus Topics: Sr. No.
1
2
3
4 5
Title of Unit
Topics
Concept of property, conventional property vs. Intellectual Property Intellectual Property Basic aspect of the 8 different IPR mechanism Viz. Patents, Concepts Copyright, trademark, industrial design, layout design of integrated circuits, geographical indicators, plant varieties & trade secrets. Benefits of IPRs to improve the quality of research work IPR and Research Strategies for avoiding research duplications, infringements Indian patent act and its recent amendment with respect to following aspect: Patentable and non-patentable inventions, Essential criteria for filing a patent, Filling a patent in India and abroad, Drafting of patent application Patent Filling and Commercialization: Procedure for patent obtaining in India, National and International Patent Search, Patent Analysis, Patent Drafting and Filling Procedure in India, Patent Specification and Claims, How to right a Claim of Patent, Pre/Post Grant Issues in Patenting, Opposition of Patent Practical aspect of Granting, Infringement Analysis, Ground of Defense, Intellectual patenting Property Appellation Board (IPAB), International Filing: PCT System Patent and Biodiversity Act Introduction to World Intellectual Property Organization. (WIPO) Commercialization of patent: Need for Commercialization of research and role of IPRs in research Commercialization. Benefit/Disadvantages of patenting to the society Latest Amendment/Emerging Issues in Patenting IPR related treaties Patent co-operative treaty Budapest treaty Case Study
D. Instructional Methods and Pedagogy: The course employs in interactive classroom session using chalk and talk teaching to power point presentations. It also includes presentation by students on a specific topic assigned to them by the faculty and case study discussion with various litigation, infringement and patent rejection cases. Unit test will be conducted regularly as a part of continuous evaluation and suggestion will be given to student in order to improve their performance.
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E. Students Learning Outcomes/Objectives:
At the end of the course, the student will be able to understand the fundamental concepts of Intellectual Property Rights which further will be helpful in understanding other advanced aspects of Patent and Trademark applications in various scientific research and innovation. At the end student would gain experience in filling and drafting procedure of Patent. F. Recommended Study material 1. 2. 3. 4. 5. 6. 7.
8. 9.
Intellectual Property Right basic Concept, by M. M. S. Khatri, Atlantic Publisher and Distributors Pvt. Ltd., New Delhi. Epstein on Intellectual Property: 5th Edition by Michael M. Epstein, Wolters Kulwer India Pvt. Ltd. Gurgaon, India. Intellectual Property Right and Human Development in India by Shabana Talwar, First Edition, Serials Publications, New Delhi, India. IPR Handbook for Pharma Students and Researchers, Parikshit Bansal, Pharma Book Syndicate, Hyderabad, India. Patents, N. R. Subbaram, Pharma Book Syndicate, Hyderabad. Intellectual Property Right by Nikolaus Thumm, Springer-Verlag Publications, Germany. Intellectual Property - Patents, Copyright, TradeMarks and Allied Rights by Cornish, Aplin and Llewelyn, Sweet and Maxwell – Thomson Publishers, New Delhi, India The Enforcement of Intellectual Property Rights: A Case Book by Louis Tc. Harms, WIPO Publishing House, Geneva. Intellectual Property: From Creation to Commercialization - A Practical Guide for Innovators & Researchers by John P., MC Manus, Oak Tree Press, Ireland.
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MB 781.3: COMMUNICATION SKILLS-2 (CS-2) YEAR 1, SEMESTER 2 I.
Number of Credits
II.
Course Objectives
:
Non Credit Course
The objectives of this course are as follows: III.
To train the students to become efficient readers of written material on different aspects of life and business; To develop the students‟ ability to comprehend and retain the material so read for easy recall as and when required; To help them improve their vocabulary of English; To train them to think in groups of words appropriate to situations and express their thoughts spontaneously and comfortably in the written mode; and To impart skills for writing readable and effective communications.
Course Outline
Module No. 1
2
3
4
Classroom Contact Sessions
Title/Topic Introduction to Written Communication Skills Reading Skills Writing Skills Reading Skills Basics of Reading Reading Techniques Reading Comprehension Writing Skills Gathering Ideas for Writing Elements of Good Writing Creating Effective Sentences Understanding Words Creating Effective Paragraphs Business Communication Aids Grammar and Syntax
01
10
14
05
Total IV.
30
Pedagogy The course is based on experiential learning. Instructor will act more as facilitators in helping participants through the process of learning, using discussions, role plays, individual and group exercises, and participant presentations. The pedagogical mix will be as follows:
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V.
Classroom Contact Sessions Feedback of student‟s performance
...About 28 Sessions ...About 02 Sessions
Evaluation At the end of the course the students will have to submit a written report. Certificate will be awarded to the students who have successfully completed the course.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VII.
The ability to read and comprehend comfortably material drawn from varied sources and express themselves equally comfortably in writing. The course should aim at making reading and writing enjoyable activities for students.
Reference Material
Text Book 1. Guy Brook, Hart, (Latest Edition), Business Benchmark, Cambridge. 2. Jones Leo, Alexan Richard, (Latest Edition), New International Business English, Cambridge.
Reference-Book 1. Hornby A. S., (Latest Edition), Guide to Patterns and Usage in English, Oxford University Press.
Journals / Magazines / Newspapers 1. Harvard Business Review 2. The Smart Manager
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Master of Business Administration (MBA) Programme
SYLLABI (Semester – 3)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY © CHARUSAT 2016
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MB800.3: SUMMER INTERNSHIP PROGRAMME (SIP) (PRACTICAL) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To enable the students to comprehend all the learning of the past one year (two semesters) so as to develop an in-depth understanding of all general and functional areas of management / organizations.
To investigate in a topic relating to one of their areas of interest / streams of specialisation, and in the process, develop a comprehensive understanding of the same in order to prepare a conceptual / research based paper. Pedagogy For this course, each student will be placed in an organization where a faculty guide (internal) and an organizational guide (external), if any, will provide guidance and supervision and work on various issues jointly. The students will work on their projects individually and not in pairs or teams. As a rule, the number of students, organization and faculty member / guides will be allotted based on certain criteria and as per the situation. A faculty co-guide may also be appointed for every/any student. The investigation will be in the nature of preparation of a project and research through: i. ii.
Study of secondary data from books, journal and magazine articles, newspaper articles, websites, electronic and physical databases, etc.; Primary data collection through interviews, discussions, and other research instruments. Students are encouraged to pursue research in the organisation where they have undergone their summer internship.
The outcome of the research will be a Summer Internship Programme – Project Report which would contain, among others, the following: Part-I – Organizational Profile
Introduction The Company / Organisation Functional Areas Decision-making Financial Analysis My learning from the study of the organisation
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Part-II – Project Study
Area of research chosen, with reason Literature Review Problem Definition Research Method Data Collection and Analysis Conclusions and Recommendations, if any. Limitations of the study and leads for further work
The detailed format of the report will be circulated to the students at the beginning of the end of the second semester. IV.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the faculty guide on the basis of the regularity and quality of work done by the student under his/her guidance. The internal evaluation will be for 30% of the course.
V.
External Evaluation The university examination will be based on oral presentation, review of students‟ reports and a viva-voce and will carry 70% marks for the course evaluation.
VI.
Learning Outcomes At the end of the course, the students should have developed:
A comprehensive understanding of the functioning of the organization, process of undertaking / conducting systematic inquiry into a phenomenon, and the art of writing a paper (conceptual / literature / research type) and integrating fundamental and functional areas of management for effective strategic decision making.
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MB801.3: STRATEGIC MANAGEMENT (SM) YEAR2, SEMESTER 3 I.
Number of Credits
II.
:
3
Course Objectives The objectives of this course are:
III.
To introduce the student to competitive strategy and competitive advantage; To make students familiar with Michael Porter‟s concepts of value chain and the two main sources of competitive advantage viz. Cost advantage and Differentiation; To expose the students to different types of strategic choices for various levels of the business, viz. Corporate , Business , and Operational levels; and To develop the students‟ skills for putting strategies into actions, adopting the appropriate strategy for competitive advantage
Course Outline
Module No. 1
2
3
4
Title/Topic Introduction to Strategic Management The Strategic Management Process External Analysis: The Identification of Industry Opportunities and Threats The Nature of Competitive Advantage Internal Analysis: Distinctive Competencies, Competitive Advantage and Profitability Building Competitive Advantage through Functional Level Strategies Building Competitive Advantage Building Competitive Advantage through Business Level Strategy Competitive Strategy and the Industry Environment Strategy in High Technology Industry Strategy in Global Environment Corporate Strategy o Horizontal Integration o Vertical Integration o Strategic Outsourcing Corporate Strategy o Diversification o Acquisition o Internal New Ventures Implementing Strategy Corporate Performance, Governance, and Business Ethics Implementing Strategy in Companies that Compete in A Single Industry Implementing Strategy in Companies that Compete Across
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Classroom Contact Sessions 06
10
10
10
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Module No.
Classroom Contact Sessions
Title/Topic Industries and Countries Balanced Scorecard - Use and Limitations Strategic Thinking How to Think Strategically? – Tools and Exercises Contemporary Issues
5 6
06 03 45
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 22 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of the meaning of strategy and strategic management. An ability to think strategically; and see organisations from a holistic perspective through Balanced Scorecard Approach.
Reference Material
Text-Books Chales W.L. Hill, Gareth R. Jones, (Latest Edition), Strategic Management –An integrated Approach, Biztantra, Houghton Mifflin. 2. Michael E. Porter, (Latest Edition), Competitive Advantage, Free press. 1.
Reference-Books 1. Arthur A Thompson Jr, A J Strickland III, John E Gamble, Arun K Jain, (Latest Edition), Crafting and Executing Strategy, McGraw Hill. 2. Gerry Johnson, Kevan Scholes, (Latest Edition), Exploring Corporate Strategy, Pearson. 3. Adrian Haberberg, Alison Rieple, (Latest Edition), Strategic Management, Oxford. 4. Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, (Latest Edition), Strategy Safari, Pearson.
Journals / Magazines / Newspapers 1. Harvard Business Review 2. Vikalpa 3. The Smart Manager 4. California Management Review
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MB802.3: LEGAL ENVIRONMENT AND PUBLIC SYSTEMS (LE&PS) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
III.
To enable the students to understand a few important laws, acts and regulations affecting organisations and management operations; and To help the students develop insights into the provisions of some important laws affecting decision-makers‟ processes in their roles as employees, managers or owners. To understand the public system, its components, functioning and relationship between public system and business and society. Course Outline
Module No.
1
2
Title/Topic Indian Contract Act, 1872 General Principles Offer and Acceptance Capacity to Contract Consent, Consideration, Performance and Discharge of Contract Void, Contingent and Quasi Contracts, Special Types of Contract The Sale of Goods Act, 1930 Overview Conditions and Warranties Transfer of Ownership Performance of Sale Breach and Remedial Measures The Companies Act, 1956 Overview Formation Memorandum and Articles of Association Prospectus Issue and Allotment of Capital Meeting and Proceedings Directors and BOD Account, Audit and Investigation Winding up Limited Liability Partnership, Producer Companies
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Classroom Contact Sessions
07
07
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Module No.
3
4
5
6
7
Classroom Contact Sessions
Title/Topic The Negotiable Instrument Act, 1881 Overview Parties to Negotiable Instruments Presentation Negotiation Discharge of Parties Liability of Banker Dishonour of Instruments Protest and Noting Law of Intellectual Property Rights Patent, Trademark and Copyright. Others The Consumer Protection Act, 1986 Information Technology Act, 2000 Foreign Exchange Management Act, 1999 The Competition Act, 2002 Indian Partnership Act, 1932 Indian Public System – Part 1 Constitution of India Administrative System of India Central and State Government Components of Public System Public Finance Indian Public System – Part 2 Public System and Society Public System and Business Indian Political System Public Sector Undertaking Problems and Challenges of Public System Important Bodies/ Institution in Indian Public System
07
07
07
07
Contemporary Issues
03
Total IV.
45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 22 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks
Percentage of total internal evaluation
30 90 60 90 30 300
10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students should have developed:
A clear understanding of a few representative commercial laws, acts, rules and regulations affecting management decision making. An ability to interpret the provisions of various laws and understand their applications in practical contexts. A clear understanding of the public system within which the business and society functions.
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VIII.
Reference Material
Text-Books K. R. Bulchandani, (Latest Edition), Business Law for Management, Himalaya Publication. 2. S. N. Maheshwari and S.K. Maheshwari, (Latest Edition), A Manual of Business, Himalaya Publication. 3. S. S. Gulshan, (Latest Edition), Mercantile Law, Excel Books. 1.
Reference-Books 1. 2. 3. 4.
P. P. S. Gogna, (Latest Edition), Mercantile Law, S. Chand Publication. N. D. Kapoor, (Latest Edition), Elements of Business Law, Sultan Chand and Co. C. L. Bansal, (Latest Edition), Business and corporate laws, Excel Books. Akhileshwar Pathak, (Latest Edition), Legal Aspect of Business, Tata McGraw Hill Pvt. Ltd.
Journals / Magazines / Newspapers Students and faculty members are advised to read the Bare Acts and discuss in the classroom. They may also refer to other standard law books and are advised to read newspapers / magazines on law and public systems so as to keep themselves updated on the major developments/changes taking across India and world.
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MB803.3: MANAGEMENT INFORMATION SYSTEMS (MIS) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows:
To develop an understanding of Management Information System, its concepts and business, the key learning objectives are: To understand the role of the information systems (IS) function in an organization. To develop an insight as to how information systems influence business strategy. To develop the ability to contribute meaningfully towards information system selection. To help the students how to use MI Systems for gaining competitive advantage.
III.
Course Outline
Module No.
Classroom Contact Sessions
Title/Topic Organization Management Networked Enterprise
1
and
the
Information Systems in Global Business IS in the Enterprise (How Businesses use Information Systems?) Information Systems, Organizations and Strategy Contemporary Approaches in Information Systems Part I Project: Analyzing Business Processes for an Enterprise System
08
Information Technology Infrastructure (Obtain a Bird’s Eye View of Contemporary Technologies and Infrastructure required to Implement an IS.) 2
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IT Infrastructure and Emerging Technologies and its Platforms. Foundation of Database and Information Management Telecommunications, the Internet and Wireless Technology
08
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Module No.
Classroom Contact Sessions
Title/Topic
Part II Project: Creating a New Internet Business
Enterprise Information Systems and Key System Applications of Modern Age
3
E-Commerce: Digital Markets, Digital Goods Business Processes and Enterprise Applications Knowledge Management Part III Project: Designing an Enterprise Information Portal
08
Information Security (Understand the Importance and Issues related to the Protection of an Organization’s Information Assets) 4
08
Security and Control Risk Assessment Ethical and Social Issues Artificial Intelligence and Expert Systems
Development of Information System 5
Business Process Re-engineering Information Systems System Development The Open Source of Development International Information System
Building System 6
7
and
Maintaining
and 06
Information
Building Information System Project Management: Establishing the Business Value of Systems and Managing Change
Contemporary Issues
03
Total IV.
04
45
Pedagogy
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The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 23 Sessions About 09 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.Classroom V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level Evaluation Marks for the course. The institute level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
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VIII.
A sound understanding and the appreciation of the concepts of MIS including learning how to design MIS for different departments of an organization. The ability gain knowledge about latest technologies in the field of telecommunication, networks and Database.
Reference Materials
Text-Books Loudon, Kenneth C. and Loudon, Jane P., (Latest Edition), “Management Information Systems: Managing the Digital firm”, Pearson Publication. 2. O‟Brien, (Latest Edition), “Management Information Systems – Managing Information Technology in the Business Enterprise”, Tata McGraw Hill. 3. Stephen Haag, Maeve Cummings, Amy Philips, (Latest Edition), “Management Information Systems – For the Information Age”, Tata McGraw Hill. 1.
Reference-Books 1. 2.
3. 4. 5.
W. S. Jawadekar, (Latest Edition), “Management Information Systems”, Tata McGraw Hill. Ephraim Turban, Dorothy Leidner, Ephraim McLean, James Wetherbe, (Latest Edition), “Information Technology for Management – Transforming organizations in the Digital Economy”, Wiley Publication. S.A. Kelkar, (Latest Edition), “Management Information Systems – A Concise Study”, PHI Publication. McLeod, Raymond and Schell, George P., (Latest Edition), “Management Information Systems”, Pearson Publication. Miller, (Latest Edition), “MIS Cases: Decision Making with Application Software”, Pearson Publication.
Journals / Magazines / Newspapers 1.
Computer Express, Digichip, PC World, Computer Shopper, Dataquest etc.
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MB804.3: ENTREPRENEURSHIP AND MSMEs (EMSMEs) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To enable the students to understand the meaning of entrepreneurship, intrapreneurship, and MSMEs. To provide insights into the challenges and joy of being an entrepreneur. To reinforce the importance of practicing entrepreneurial and leadership skills as organisational managers. To bring out the role and importance of entrepreneurs and MSMEs in in developing and developed economies as drivers of employment and growth. To familiarise the students with MSME Act; and to help them adapt corporate management practices to MSMEs.
Course Outline
Module No.
Title / Topic
Classroom Contact Sessions
1
Entrepreneurship and Free Enterprise Entrepreneurship and New Venture Opportunities Entrepreneurship and Innovation Entrepreneurship for Small Business Corporate Entrepreneurship Social Entrepreneurship Entrepreneurship, Management, Administration – Similarities and Differences Personal Attributes for Entrepreneurial Success Role of Entrepreneurship Development Schemes and Programmes Entrepreneurial Stages and Cycles – Some Models Roles of Mentors and Incubators, Entrepreneurship Lab etc.
06
2
Sources of Ideas for New Ventures Importance of Learning Attitude Media, Secondary Data, Primary Research, etc. Creativity and Idea Generation Tools and Techniques o Brain Storming o NGT o Delphi o Synectics o Morphological Analysis o Bionics, etc.
04
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Module No.
3
4
5
6 7
Classroom Contact Sessions
Title / Topic Entrepreneurial Challenges and Enablers Business Plan – Contents, Importance, Pre-Requisites for an Effective Business Plan Markets and Market Development Finance and Resource Mobilisation – Different Sources, Including Venture Capital and Private Equity HR Challenges – Availability of Talent, Retention, Compensation, Etc. Legal and Government Challenge Supportive Measures and Policies of Governments Public Bodies for Entrepreneurial Support Introduction to MSMEs MSME as Understood in India and Developed Countries Guidelines of RBI and NABARD Nature and Contribution of MSMEs An Overview of MSME Structure and their Relationship to Corporate and Large Business Houses MSME Classification on the Basis of Various Criteria Legal Framework and Environment of MSMEs MSME Management Challenges Markets Finance Human Resources Regulations, Systems and Procedures Capacity – Physical, Intellectual and Technical or Technology Case Studies of Successful Entrepreneurs and Unsuccessful Entrepreneurs and Failed Ventures – Lessons for New Entrepreneurs Contemporary Issues
Total IV.
08
06
13
04 04 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 23 Sessions About 10 Sessions About 04 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
A clear understanding of the concept of entrepreneurship; and An appetite for being innovative, creative and entrepreneurial. An integrated understanding of the rationale for co-existence of MSMEs along with large businesses; An appreciation of the importance of MSMEs in developing and developed countries; and An ability to distil management principles relevant to MSMEs from corporate management practices.
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VIII.
Reference Material
Text-Book 1. David Holt, (Latest Edition), Entrepreneurship – New Venture Creation, PHI.
Reference-Books 1. Zimmerer, et. al., (Latest Edition), Essentials of Entrepreneurship and Small Business Management, PHI. 2. Hisrich, et. al., (Latest Edition), Entrepreneurship, TMH
Magazines / Journals / Newspapers 1. 2. 3. 4. 5. 6. 7. 8. 9.
Business India Business World Business Standard The International Journal of Entrepreneurship The Smart Manager Indian Management Harvard Business Review California Management Review Academy of Management Review
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MARKETING MANAGEMENT ELECTIVES
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MB810.3: CONSUMER BEHAVIOUR AND TECHNOLOGY (CBT) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
III.
To expose the students to the different aspects of consumer behaviour and provide an insight into the consumer decision making process and factors that influence it. To provide the students an overview of different consumer decision making models by undertaking marketing research in hitherto known and unknown areas of consumer behaviour. To make the students understand the basic concepts of consumer behaviour through real-life examples and cases; To understand the internal forces, external influences and processes that go on to affect consumer behaviour, the challenges generated for the marketers and the strategies which could be implemented.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction The Impact of Digital Revolution on Consumer Behaviour Consumer Research Market Segmentation Consumer as an Individual Consumer Motivations Personality and Consumer Behaviour Consumer Perceptions Consumer Learning Consumer Attitude Formation and Change Communications and Consumer Behaviour Consumer in their Socials and Cultural Settings Reference Groups and Family Influences Social Class, Culture and Sub-Culture and Consumer Behaviour Cross-cultural Consumer Behaviour: International Perspective The Consumer Decision Process Consumer Influence and Diffusion of Innovation Consumer Decision-Making and Beyond Understanding Consumer Behaviour through and CPA, RTI, etc. Consumer Protection Act / Councils: Rights of the Consumer Right to Information and Consumer Behaviour
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Classroom Contact Sessions 09
12
09
09
06
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Module No.
Classroom Contact Sessions
Title/Topic Use of Technology in Marketing Internet Marketing Web Based Marketing Strategies and Business Models Networking, Customer Support and Online Quality Services, Etc. Consumer Behavior Insights on Layout and Design of the Website Direct Marketing Strategies Under Customized Marketing Project / Cases Presentations Contemporary Issues
6
7 8
06
06 03 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake a marketing research project chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 27 Sessions About 13 Sessions About 09 Sessions About 09 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 173 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed: A clear understanding of the factors that influence consumer decision making and marketing strategies that stimulate such behaviour. They should be able to appreciate this technology for marketing of goods/ services.
VIII.
Reference Material
Text-Book 1.
Leon Schiffman and Leslie Kanuk, (Latest Edition), Consumer Behaviour, Pearson Education, Low Price Edition / PHI.
Reference-Books 1. 2. 3. 4. 5. 6. 7.
Satish Mishra and S. H. Kazmi, (Latest Edition), Consumer Behaviour, Text and Cases by Excel Books. S. Ramesh Kumar, (Latest Edition), Conceptual Issues in Consumer Behaviour by Pearson Education. Suja R. Nair, (Latest Edition), Consumer Behaviour in Indian Perspective, HPH. Solomon, (Latest Edition), Consumer Behaviour, Pearson Education. Hawkins, Best Coney, (Latest Edition), Consumer Behaviour, TMH. Loudon and Della Bitta, (Latest Edition), Consumer Behaviour, Concepts and Application, TMH. Blackwell, Miniard and Engel, (Latest Edition), Consumer Behaviour, Concepts and Application, Thomson-Southwestern.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7.
Indian Journal of Marketing ICFAI Marketing Mastermind Marketing Mastermind Indian Management Journal of Consumer Behaviour Journal of Consumer Research Economic Times- Brand equity
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MB811.3: INTEGRATED MARKETING COMMUNICATION (IMC) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To help students to understand various concepts of advertising and sales promotion through real-life examples and cases. To help students to develop understanding of integrated marketing communication systems and processes. To sensitize students to the various facets of advertising, public relation and promotion management To help the students develop an understanding of concepts and tools like Advertising Brief (Creative Brief), AIDA, DAGMAR, Reach, Frequency, and Impact etc. to develop proficiency in the planning of activities of an organization.
Course Outline
III.
Module No. 1
2
3
4
5
Title/Topic Introduction to Integrated Marketing Communication IMC: Evolution and Role in Branding The Promotional Mix The IMC Planning Process Role of IMC in the Marketing Process Integrated Marketing Program and Situational Analysis Organizing for Advertising and Promotion o The Role of Ad Agencies and Other Marketing Communication Organizations Perspectives on Consumer Behaviour Analysing the Communication Process The Communication Process Source, Message, and Cultural Factors Objectives and Budgeting for IMC Programs Establishing Objectives and Budgeting for the Promotional Program Developing Integrated Marketing Communication Program Creative Strategy: Planning and Development Creative Strategy: Implementation and Evaluation Media Planning and Strategy Evaluation of Broadcast, Print and Support Media o Direct Marketing o The Internet and Interactive Media o Sales Promotion
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Classroom Contact Sessions
06
04
04
04
18
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Module No.
Classroom Contact Sessions
Title/Topic Public Relations, Publicity and Corporate Advertising o Personal Selling Monitoring, Evaluation, and Control Measuring the Effectiveness of the Promotional Program International Advertising and Promotion Regulation of Advertising and Promotion Evaluating the Social, Ethical, and Economic Aspects of Advertising and Promotion Project Presentations Usage and Impact on Children via Advertisements Ethics in Advertising Sex in Advertising Laws Related to Deceptive Advertising Impact of Globalization on Advertising Relevance and usage of Puffery in Advertisements Contemporary Issues o
6
7
8
Total
10
10
04 60
Pedagogy
IV.
The course will emphasize participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, students are expected to undertake a project chosen by the instructor and present the same. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 36 Sessions About 08 Sessions About 06 Sessions About 08 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: A clear understanding of functioning of an advertising department / agency and the roles managers assume for managerial performance.
VIII.
Reference Material
Text-Book 1.
Belch and Belch, (Latest Edition), Advertising and Promotion: An Integrated Marketing Communications Perspective, Tata McGraw Hill Publication
Reference-Book Clow and Black, (Latest Edition), Integrated Advertising, Promotion and Marketing Communications, PHI. 2. Kazmi and Batra, (Latest Edition), Advertising and Sales Promotion, Excel Books. 3. Batra, Myers and Aaker, (Latest Edition), Advertising and Management, Pearson Education. 4. S. A. Chunawalla, (Latest Edition), Advertising, Sales and Promotion Management, HPH. 1.
Journals / Magazines / Newspapers 1. Pitch 2. Economic Times - Brand equity 3. Business Line - Catalyst
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MB812.3: SALES AND DISTRIBUTION MANAGEMENT (SDM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To acquaint students with concepts, tools & techniques of sales. To develop skills of personal selling. To develop the skills of managing and leading a sales force. To devise the suitable channels of distribution in the contemporary scenario To manage the performance of the channels in the changing environment
Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction to Sales Management, Personal Selling and Marketing Strategy Sales Management and the Business Enterprise Sales Management, Personal Selling, and Salesmanship Setting Personal-Selling Objectives Organising the Sales Effort The Effective Sales Executive The Sales Organisation Sales Force Management Personal Selling in the Selling Field Recruiting Sales Personnel Selecting Sales Personnel Planning Sales Training Programs Executing and Evaluating Sales Training Programs Motivating Sales People Compensating Sales Personnel Managing Expenses of Sales Personnel Sales Meetings and Sales Contests Controlling Sales Personnel: Evaluating and Supervising Controlling the Sales Effort The Sales Budget Quotas Sales Territories Sales Control and Cost Analysis Marketing Channel Introduction to Marketing Channel Function and Channel Structures Channel Relationship
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Classroom Contact Sessions
04
02
12
08
08
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Module No.
Classroom Contact Sessions
Title/Topic Channel Design and Implementation Channel Design: Demand, Supply and Competition Service Output and Supply Side Analysis Membership Issues Gap Analysis Vertical Integration Channel Implementation and Performance Measurement Channel Power Managing Channel Conflict Channel Implementation Issues Strategic Alliances and Legal Constraints on Channel Policies in India Institution for Channels Retailing Wholesaling Franchising Logistics and Supply Chain Management Contemporary Issues
6
7
8
08
14
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 30 Sessions About 08 Sessions About 12 Sessions About 08 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Skills to know how to apply the concepts of Sales in organisations. The ability to plan, organise, manage and coordinate territories and intermediaries for organisations.
Reference Material
Text-Books Still, Condiff and Govoni, (Latest Edition), Sales Management-Decisions, Strategies and Cases, PHI. 2. Stern, Ansary and Coughlan, (Latest Edition), Marketing Channel, PHI or Pearson. 1.
Reference-Books David Jobber, Geoff Lancaster, (Latest Edition), Selling and Sales Management, Pearson Education. 2. Spiro. Stanchart and Rich, (Latest Edition), Salesforce Management, Tata McGraw Hill. 3. Tanner, Honeycutt, Erffmeyer, (Latest Edition), Sales Management- Shaping Future Sales Leaders, Pearson Education. 4. Tapan K Panda and Sunil Sahadev, (Latest Edition), Sales and Distribution Management, Oxford. 1.
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5. B. S. Sahay, (Latest Edition), Supply Chain Management, Macmillan. 6. Havaldar and Cavale, (Latest Edition), Sales and Distribution Management, Tata McGraw Hill. 7. Venugopal Pingali, (Latest Edition), Sales and Distribution Management in Indian Perspective, Response Book. 8. Dent Julian, (Latest Edition), Distribution Channel, Kogan Page. 9. Rosenbloom Bent (Latest Edition), Marketing Channel, Thomson Publication.
Journals / Magazines / Newspapers 1. Sales and Marketing Management 2. Economic Times 3. Business Standard – The Strategies
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MB813.3: STRATEGIC MARKETING (S-MKTG) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To develop a clear understanding of a range of concepts of relevance to strategic marketing management, marketing strategy and marketing planning such as market segmentation together with the ability to apply such terminology in the context of real world situations. To develop ability to undertake strategic marketing analyses, using a range of appropriate techniques and to apply such techniques to actual company/market based examples. To develop ability to consider a range of strategic marketing options and critically choose between them. To develop ability to select from various marketing activities in an appropriate way for a given marketing scenario. Course Outline
Module No.
1
2
3
4
Title/Topic Introduction Understanding Strategic Marketing: Principles, Process and Hierarchy Internal Competences or Organizational Capabilities The External Environment or Analysis Constructing Plans and Selecting Strategies Market Strategies Product-Market Strategies for Consumer Goods, Business-toBusiness and Services o Characteristics various Markets o Segmenting, Target Market and Positioning o Strategies for various Markets Competition, Competitive Advantage, Growth Strategies Competitor Analysis Sustainable Competitive Advantage Growth Strategies: Product Market Development and Diversification Specialized Strategy Applications Applications o Innovation Strategy o Recession Marketing Strategy o Strategic Rural Marketing o Relationship Marketing
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Classroom Contact Sessions
09
12
09
06
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Module No.
Classroom Contact Sessions
Title/Topic Specialized Strategy Consolidation and Evaluation Consolidation o Marketing Strategy and Profit Evaluation o Critical Success Factors / Criteria Strategic Marketing for Non-Profit Organizations Developing Customer Orientation Understanding Target Audience Organizing Resources o Attracting Human Resources: Staff and Volunteers o Working with Private Sector Developing and Controlling Marketing Mix Project / Cases Presentations Contemporary Issues
5
6
7 8
06
06
Total IV.
08 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undertake a marketing research project chosen by the instructor and present a written and oral report. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 28 Sessions About 08 Sessions About 09 Sessions About 12 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding of and exposure to strategic marketing principles, plans; products based strategies for consumer goods, B2B and service markets and learn strategic aspects for non-profit organisation.
Reference Material
Text-Book 1.
A Nag, Strategic Marketing, (Latest Edition), Macmillan Publishers India Ltd.
Reference-Books Douglas West, John Ford and Essam Ibrahim, (Latest Indian Edition), Strategic Marketing, Oxford University Press. 2. Allan R Andreasen, Philip Kotler, (Latest Edition), Strategic Marketing for Non-profit Organizations, Pearson Education. 3. Colin Gilligan and Richard M.S. Wilson, (Latest Edition), Strategic Marketing Planing, Butterworth-Heinemann – an imprint of Elsevier. 4. David A Aaker, (Latest Edition), Strategic Market Management, John Wiley and Sons, Inc. 1.
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5. Mark E. Parry, (Latest Edition), Strategic Marketing Management, Tata McGraw-Hill Publishing Co. Ltd. 6. Musadiq A Sahaf, (Latest Edition), Strategic Marketing, Prentice Hall of India Pvt. Ltd. 7. Ferrell and Hartline, (Latest Edition), Strategic Marketing, Cengage Learning India Pvt. Ltd.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7.
Indian Journal of Marketing ICFAI Marketing Mastermind Marketing Mastermind Indian Management The Strategists The Hindu – Business Line – Archives Economic Times- Brand equity
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MB814.3: RURAL MARKETING YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To provide an overview of rural markets and emerging perspectives of rural marketing. To understand the buying behaviour, the consuming pattern, the need and wants of the rural consumer. To provide some of the challenges and opportunities that the rural market holds for the Companies
Course outline
Module No 1
2
3
4
5
Title/Topic Introduction to Rural Marketing Definition and Scenario Nature and Scope Opportunities and Challenges The Rural Marketing Environment The Evolution of Rural Marketing The Rural Environment The Rural Economic Environment The Rural Economic Structure The Rural Infrastructure Rural Consumer Behaviour and Marketing Research Fundamentals of Consumer Behaviour Factors influencing Consumer Behaviour The Buyer Decision Process The Rural Marketing Research Process Tools used in Rural Marketing Research Field Procedure and Rural Realities Selecting and Attracting Markets Concepts and Process Segmentation Target Positioning Rural Marketing Mix Product Strategy Pricing Strategy Distribution Strategy Communication Strategy
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Classroom Contact sessions 06
06
08
06
10
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Module No
Classroom Contact sessions
Title/Topic Applications Marketing of Consumer Products Marketing of Agri Inputs Marketing of Services Agricultural Marketing The Future of Rural Markets Changes in Pattern Emerging Segments Technology and Innovation Rural Innovations Marketing of Rural products Contemporary Issues
6
7
8
10
08
Total IV.
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 35 Sessions About 10 Sessions About 10 Sessions About 03 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Sl. No. 1 2 3 4 5
Internal Evaluation The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability of applying the concepts of Sales in organisations.
Reference Material
Text-Books Badi, R V., and Badi, (Latest Edition), N.V., Rural Marketing, Himalaya Publishing House. 2. Kashayp Pradeep, (Latest Edition), Rural marketing, Pearson Education. 1.
Reference-Books 1. Singh. S., (Latest Edition), Rural Marketing, Vikas Publishers. 2. Kashyap, P., and Rant, S., (Latest Edition), The Rural Marketing, Biztantra. 3. Rahman, H. U., (Latest Edition), Rural Marketing, Himalaya Publishing House. 4. Gopalaswamy, T. P., (Latest Edition), Rural Marketing, Vikas Publishing House. 5. Dogra and Ghuman, (Latest Edition), Rural Marketing-Concepts and Practices, Tata McGraw-Hill. 6. Krishnamacharyulu and Ramkrishnan, (Latest Edition), Rural Marketing- Text and Cases, Pearson Education. 7. Sanal Kumar, (Latest Edition), Rural Marketing, Sage Publications. 8. S. S. Acharya and N. L. Agarwal, (Latest Edition), Agricultural Marketing in India Oxford and IBH Publishing Co Pvt Ltd.
Journals / Magazines / Newspapers 1. 2. 3. 4.
ICFAI Marketing Mastermind Marketing Mastermind Indian Journal of Rural Marketing The Strategists
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FINANCIAL MANAGEMENT ELECTIVES
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MB820.3: FINANCIAL DECISION ANALYSIS (FDA) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To acquaint students with financial theories and practical problems arising in organisations. To make students understand how organizations make value optimizing financial decisions, and reflectively and critically assess the ethical issues arising from these decisions. To equip students with financial analysis skills in the facilitation of strategic decision making.
Course Outline Module No.
1
2
3
Title/Topic Financial Aspects of Project Appraisal Present Values Values of Bonds and Common Stocks NPV Leads to Better Investment Decisions Project Analysis Sensitivity Analysis Real Options and Decision Trees Risk and the Cost of Capital Projects Costs of Capital Measuring the Cost of Equity and Debt Setting Discount Rates Without Beta Risk Analysis in Capital Budgeting Sources and Perspectives of Risk Various Techniques and Models for Analysis Risk Analysis in Practice Capital Investment Strategy Market Values Economic Rents and Competitive Advantage Financing and Valuation The After-Tax Weighted-Average Cost of Capital Valuing Businesses Using WACC in Practice Adjusted Present Value
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Classroom Contact Sessions
08
08
08
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Module No. 4
5
6
7
8
Classroom Contact Sessions
Title/Topic Working Capital Management Cash Budget Simulation Discriminant Analysis and Customer Classification Advances in Inventory Management Payout Policy Choice of Payout Policy Dividend Payments and Stock Repurchases The Payout Controversy Leasing and Hire Purchase Types of Leases Rationale for Leasing Mechanics of Leasing Leasing as a Financing Decision Hire-Purchase Arrangement Choice between Lease and Hire-Purchase Value Based Management Methods and Key Premises of VBM Marakon Approach Alcar Approach McKinsey Approach BCG Approach Contemporary Issues
08
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 37 Sessions About 10 Sessions About 05 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to explain how organisations make value optimising financial decisions, and reflectively and critically assess the ethical issues arising from these decisions. Demonstrate a clear conceptual understanding of the fundamental financial theories relevant to financial decision making. Critically analyse and evaluate various financial models and decision making techniques and their impact on different constituencies of stakeholder. Apply financial analysis skills in the facilitation of strategic decision making. Assess the features of alternative and diverse sources of finance and critically evaluate their appropriateness under different circumstances. Evaluate elements of risk, return and value in a range of strategic operational financial decisions and understand the implications in regulatory and governance terms of the consequences of doing so.
Reference Material
Text-Books 1.
Brealy and Myers, (Latest Edition), Principles of Corporate Finance, Tata McGraw Hill.
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2. Prassana Chandra, (Latest Edition), Financial Management Theory and Practice, Tata McGraw-Hill Education.
Reference-Books 1. 2. 3. 4. 5. 6. 7.
Alan C. Shapiro and Sheldon, (Latest Edition), Modern Corporate Finance, Pearson Education I. M. Pandey, (Latest Edition), Financial Management, Vikas Publication. Rajiv Shrivastava and Anil Misra, (Latest Edition), Financial Management, Oxford University Press Brigham and Ehrhardt, (Latest Edition), Financial Management, Theory and Practice, Thomson South-Western James C. Vanhorne, (Latest Edition), Financial Management and Policy, PHI. Pandey and Bhat, (Latest Edition), Cases in Financial Management, Tata McGraw-Hill (CFM). Robert F. Bruner, (Latest Edition), Case Studies in Finance, Tata McGraw-Hill. (CSF)
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7.
Finance India Indian Economy Review The Economist Economics and Political Weekly Harvard Business Review Journal of Finance Business Newspapers Business Standard The Economic Times Financial Express
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MB821.3: MANAGEMENT OF FINANCIAL SERVICES (MFS) YEAR 2, SEMESTER 3 I. II.
Number of Credits: 4 Course Objective The objectives of this course are as follows:
III.
To enable the students to understand the working of Indian Financial System as a whole. To provide detailed insight into the range of various financial services available and their role, importance and functioning.
Course Outline Module No.
1
2
3
4
Title/Topic Indian Financial System and Components Financial System Indian Instruments Financial Markets Financial Institutions Banking Services Indian Banking System Banking Products and Services Aspects of Bank Management Risk Management in Banking Asset – Liability in Banking Management of NPA Technology and CRM in Banking NBFC Functions Prudential Norms for NBFCs Development Financial Institutes Asset/Fund Based Financial Services Hire Purchase Finance Lease Finance Bills Discounting Factoring and Forfeiting Housing Finance Infrastructure Finance Fee Based Advisory Financial Services Issue Management Stock Broking and PMS Credit Rating Custodial and Depository Services
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Classroom Contact Sessions
08
08
08
08
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Module No.
5
6
7 8
Classroom Contact Sessions
Title/Topic Insurance Services Introduction Principles of Insurance Services Economics of Insurance Life Insurance General Insurance Reinsurance Insurance Sector Reforms Liberalization of Insurance Sector Specialized Financial Services Mutual Funds Merchant Banking Investment Banking Securitization Trade Finance Venture Capital Microfinance Regulatory Aspect of Financial System Institutional Framework Legal Framework Contemporary Issues
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: A clear understanding of the Indian financial system as a whole and its functioning. He / she will also be able to understand various services offered in the financial system and its role, usefulness and interrelation with other components of the system. A keen desire for reading news of economic and financial changes/developments on a regular basis, and engaging in discussion and critical evaluation of such developments. An ability to appear for different banking examinations includingJAIIB and CAIIB.
VIII.
Reference Material
Text-Books 1. 2. 3. 4.
Dr. S. Gurusamy, (Latest Edition), Financial Services and System, Thomson Publication. Bharti Pathak, (Latest Edition), Indian Financial System, Pearson Education. H.R. Machhiraju, (Latest Edition), Indian Financial System, Vikas Publishing. Padmalatha Suresh and Justin Paul, (Latest Edition), Management of Banking and Financial Services, Pearson education.
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Reference-Books 1. Nalini Purva Tripathy, (Latest Edition), Financial Service, Prentice-Hall of India. 2. M.Y. Khan, (Latest Edition), Financial Services, Tata McGraw Hill publication. 3. K. Sasidharan and Alex Mathews, (Latest Edition), Financial Services and System, Tata McGraw Hill 4. H.R. Machiraju, (Latest Edition), Merchant Banking, New Age International Publishers. 5. Madhu Vij and Swati Dhawan, (Latest Edition), Merchant Banking and Financial Services, Tata – McGraw Hill. 6. Thummuluri Siddaiah, (Latest Edition), Financial Services, Pearson education. Apart from the above mentioned books, students are also requested to regularly read the business daily, watch the business channels and refer to the important and useful web sites.
Journals / Magazines / Newspapers 1. Journal of Financial Services Research 2. Indian Journal of Finance
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MB822.3: SECURITY ANALYSIS AND INVESTMENT MANAGEMENT (SAIM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable the students to understand various types of financial market in India as well as abroad. To enable the students to understand various securities, their features and their valuation and creation & monitoring the performance of the portfolio.
Course Outline
Module No.
1
2
3
4
5
6
Title/ Topic Financial Markets Money Market Debt Market Government Security Market Foreign Exchange Market Derivatives Market Commodities Market Primary and Secondary Market. Securities and their Valuation-I Securities Term Structure of Interest Rate Risk and Return Equity Share Valuation Securities and their Valuation-II Preference Share Valuation Bond Valuation Bond Portfolio Security Analysis and Portfolio Design Fundamental Analysis Technical Analysis Financial Planning Taxation Aspect in Investment Portfolio Management Optimal Portfolio Capital Asset Pricing Model and Arbitrage Pricing Model Efficient Market and Efficient Market Hypothesis Portfolio Performance Evaluation Investment Strategies Derivatives
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Classroom Contact Sessions
08
08
08
08
08
10
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Module No.
Classroom Contact Sessions
Title/ Topic Types of Derivatives (Forward, Future, Options and Swaps) Mechanism of Derivatives Trading and Valuation of Derivative Derivatives Investment Strategies and Risk Management Development of Derivatives in India Advanced Topics International Securities Market Effects of Global Factors on Indian Securities Markets ADR, GDR, FDI, FII, Etc. Regulations of Securities Market and Investor Protection Contemporary Issues
7
8
06
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Sl. No. 1 2 3 4 5
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
A clear understanding of various financial markets in the country as well as across the globe. They will be able to understand how the financial markets functions and play a very important role in the growth and development of sound financial system. An ability to understand the features , pros and cons of various securities, their valuation, selection of securities, construction of portfolio and its performance measurement. The understanding related to capital markets, derivative instrument, mutual fund etc… students are also expected to be able to appear and pass certificates exams conducted by National Stock Exchange, Bombay Stock Exchange and National Institute of Security Market (established by SEBI), to enhance the placement and career opportunities.
VIII. Reference Material
Text-Books 1. 2. 3. 4. 5.
Prasanna Chandra, (Latest Edition), Investment Analysis and Portfolio Management, TataMcGraw Hill Reilly and Brown, (Latest Edition), Investment Analysis and Portfolio Management, Thomson publishing. V. K. Bhalla, (Latest Edition), Investment Management, Sultan Chand and Co. Dhanesh Khatri, (Latest Edition), Security Analysis and Portfolio Management, Macmillan publication. Fischer and Jordan, (Latest Edition), Security Analysis and Portfolio Management, Prentice-Hall of India.
Reference-Books 1. 2. 3. 4. 5.
Sudhindra Bhat, (Latest Edition), Security Analysis and Portfolio Management, Excel Books. Ranganatham and Madhumathi, (Latest Edition), Investment Analysis and Portfolio Management, Pearson Education Dr. S. Gurusamy, (Latest Edition), Financial Market and Institutions, Thomson Education. Clifford Gomez, (Latest Edition), Financial Markets, Institutions and Financial Services, Prentice –Hall of India NSE‟s Certification for Capital Market (Dealer) Modules (CMDM) workbook.
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Apart from the above mentioned books, students can refer to any book on the subject matter to have a better understanding. Students are required to read business dailies, refer to important websites and watch the business new channels on regular basis. Discussing the contemporary development on the subject matter in the classroom is the integral part of the overall teaching pedagogy and will carry due weightage on the evaluation components.
Journals / Magazines / Newspapers 1.
The Journal of Portfolio Management.
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MB823.3: FINANCIAL REPORTING, ANALYSIS AND CORPORATE GOVERNANCE (FRA&CG) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To understand the financial reports. Compute ratios and analysis of the annual report. To analyse and interpret the financial reports to evaluate the financial position of the company, and take proper decision. To enable the students to understand the meaning of corporate governance and its core principles. To spell out in detail the structures and processes in corporate governance generally envisaged for implementation as a concept.
Course Outline
Module No.
1
2
3
4
Title/Topics Financial Reports Conceptual Framework of Financial Statements Income Statement Balance Sheet Cash Flow Statements Reading and Understanding other Financial Reports, Auditors‟ Report and Directors‟ Report Segment Reporting Generally Accepted Accounting Principles Indian Accounting Standards for: Valuation of Assets Under Finance Lease and Intangible Assets Asset Impairment Accounting for Liabilities Cost Accounting Financial Statement Analysis Horizontal Analysis Common Size Analysis Trend Analysis Earnings Per Share Analysis Ratio Analysis Analysis of Cash Flow Statement Auditing Roles of Auditors
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Classroom Contact Sessions
08
08
08
08
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Module No.
Classroom Contact Sessions
Title/Topics Auditing Process Understanding Audit Reports Guidelines of ICSI and ICAI Global Financial Reporting Standards GAAPs and IFRSs, IAS Indian GAAP and US GAAP Introduction to Corporate Governance History of Corporate Governance Introduction: Corporate Governance Corporate Governance and Compliance Requirements Best Boards Corporate Governance and Other Sectors Corporate Governance and Banking Sector Corporate Governance and Public Enterprises Emerging legal Framework Study of Indian vs. Global Scenario Contemporary Issues
5
6
7
8
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 42 Sessions About 10 Sessions About 02 Sessions About 04 Sessions About 03 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The institute level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand and interpret financial statements for various forms of businesses. The ability to analyse and interpret the data contained in these statements for improved decision-making. The understanding the Corporate Governance structures and systems and their importance. The ability to analyse business environment in the context of Corporate Governance Systems.
Reference Material
Text-Books 1. I. M. Pandey, (Latest Edition), Financial Management, Vikas Publications. 2. N. Gopalsamy, (Latest Edition), A Guide to Corporate Governance, New Age International (P) Limited.
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Reference-Books 1. 2. 3. 4. 5. 6. 7.
Prassana Chandra, (Latest Edition), Financial Management Theory and Practice, Tata McGraw-Hill. Ambrish Gupta, (Latest Edition), Financial Accounting for Management: An Analytical Perspective, Pearson Education. D. S. Rawat, (Latest Edition), Students‟ Guide to Accounting Standard, Taxmann. S. K. Bhattacharya, John Dearden, (Latest Edition), Accounting for Management, Vikas Publishing House. N Ramchandran, Ram Kumar Kakani, (Latest Edition), Financial Accounting for Management, Tata McGraw- Hill. Harrison, Horngren, (Latest Edition), Financial Accounting, Pearson Education Stice and Stice, (Latest Edition), Financial Accounting- Reporting and Analysis, Cengage Learning.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Business Line Mint The Economic Times Financial Express Business Standard Harvard Business Review
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MB824.3: TAXATION MANAGEMENT (TM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To acquaint the students with individual and corporate taxation and various tax planning concepts leading to better grasp of the issues regarding corporate decision making. To provide knowledge of tax planning with respect to direct tax and indirect tax laws applicable in managerial decisions making. Course Outline
Module No.
1
2
3
4
Topics Income Tax Basic Concept Definitions Chargeability Scope of Income Tax o Residential o Income Tax Evasion, Avoidance, Planning, Exemption, Deduction, Rebate and Relief Computation of Taxable Income of Individual- Concepts Heads of Income o Salaries o Profits and Gains from Business or Profession o Capital Gains o Income from Other sources o Deductions and Exemptions Submission of Return and Procedure of Assessment PAN and TAN Preliminary Ideas of Deduction and Collection of Tax at Source Advance Payment of Tax Tax Planning Concept and Application For setting up New Business Units Tax Incentives and Export Promotion Schemes Other Applicable Tax Benefits and Exemptions Tax Management Computation of Income and Return of Income Tax Filing Procedure, e-filing Assessment, Reassessment, Appeals, Revisions, Review Rectifications, Settlement of Cases
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Classroom Contact Sessions
08
08
08
08
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Module No.
Classroom Contact Sessions
Topics Special Procedure for Assessment of Search Cases E-commerce Transactions, Liability in Special Cases Penalties, Fines and Prosecution Introduction to GST Basic Concepts Service Tax Introduction, Nature of Service Tax, Service Provider and Service Receiver, Registration and Related Issues Negative List of Services, Exemptions and Abatements Customs Act and Valuation Basic Concepts Central Excise Act, 1944 Definitions Chargeability Valuation VAT / Sales Tax Act Basic Concepts Contemporary Issues Total
5
6
7 8
08
08
08 04 60
IV. Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 48 Sessions About 10 Sessions About 02 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed: A conceptual understanding and knowledge of tax planning with respect to direct tax and indirect tax laws applicable in managerial decisions making.
VIII.
Reference Material
Text-Books 1. V K Singhania, (Latest Edition), Direct Tax planning and Management, Taxmann. Delhi. 2. V .S. Datay, (Latest Edition), Elements of Indirect Taxes, Taxmann Delhi.
Reference-Books 1. Prasad Bhagwati, (Latest Edition), Income Tax Law and Practice, Vishwa Prakashan. 2. Santaram R., (Latest Edition), Tax Planning by Reports, Taxman. 3. Prasad, Bhagabati, (Latest Edition), Direct Tax Law and Practice, New Age Publication Delhi. 4. Merhotra, H. C., (Latest Edition), Direct Taxes Planning, Sahitya Bhavan. 5. Srinivas E. A., (Latest Edition), Corporate Tax Planning, TMG. 6. Lakhotia R. N., (Latest Edition), Corporate Tax Planning, Vision Publications.
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7. Ahuja, Girish and Gupta, Ravi, (Latest Edition), Systematic Approach to Income Tax; Central Sales Tax, Bharat Law House. 8. Datey V. S., (Latest Edition), Indirect Taxes-Law and Practice, Taxmann Publications. 9. Lakhotia R. N., (Latest Edition), How to Save Wealth Tax, Vision Book. 10. Palkhiwala, (Latest Edition), Income Tax, Tripathi Publication. 11. Dr. Vinod K Singhania, (Latest Edition), Corporate Tax Planning and Business Tax Procedures with Case Studies, Taxmann.
Journals / Magazines / Newspapers 1. Journal of Accounting and Taxation 2. Tax Management International Journal
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HUMAN RESOURCE MANAGEMENT ELECTIVES
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MB830.3: STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To enable students to differentiate between HR and strategic HR and the various practices and processes associated with it. To help students to understand the strategic role of HR in building the competency of the organization. To provide students with sufficient exposure to the contemporary concepts of the industries and enable them to think strategically before taking decision related any HR process.
Course Outline
Module No.
1
2
3
4
Title/Topics Introduction to Strategic Role of HRM An Investment Perspective of HRM Factors Influencing How “Investment Oriented” The Organization is Impact of Technology Workforce Demographic Change and Diversity Model of Strategy The Process of Strategic Management The Evolving Strategic Role of HRM Strategic HR VS Traditional HR Barriers to Strategic HR Models of SHRM Approaches to the Development of HR Strategies Approaches for Attaining Strategic Fit The Strategic Role of HR Function Human Resource Planning Nature, Objective, Process and Models of HRP Link to Business Planning Design and Redesign of Work Systems with respect to Change Recruiting, Training and Developing Recruitment and Selection Training Process – Planning and Strategizing Training Strategic Choice – Training, Development and Performance Improvement Methods of Executive Development
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Classroom Contact Sessions
08
10
06
08
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Module No.
Classroom Contact Sessions
Title/Topics Evaluation of Training Programmes Performance Management Strategy and Performance Appraisal Process Performance Management Cycle Myths and Realities of HRD Concepts and Principles Balance Score Card Approach to Performance Management Performance Appraisal and its Methods Managing Employee Relations Unions and Strategic Collective Bargaining Change and Restructuring Strategic Approach to Compensation and Benefits Strategic Approach to Industrial Relation Strategic Development of Human Resources Employee Separation Reduction in Force Turnover Retirement Contemporary Issues
5
6
7 8
10
08
06
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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VI.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute – Level evaluation marks for the course. The Institute – level evaluation will constitute 30% of the total marks of the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VII.
The abilities of strategic thinking and decision making while dealing with human resources within and outside the organization. An understanding of different ways of dealing with workers as well as employees within the organization. A critical insight of different issues related to management of human resources.
Reference Material
Text-Book 1.
Mello A. Jeffrey, (Latest Edition), Strategic Human Resource Management by South – Western Thomson, Learning Publication.
Reference-Books Mabey, Christopher, Salaman, Graeman and Storey John, (Latest Edition), HRM: A strategic Introduction, Oxford, Blackwel Business. 2. Armstrong Michael, (Latest Edition), Handbook of strategic Human Resource Management: A Guide to Action, Crest Publishing House in arrangement with Kogan Page Ltd. (India). 1.
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Journals / Magazines / News Papers 1. 2. 3. 4. 5. 6.
Journals and magazines in HRM like Human Capital Management Review – IIM Bangalore Vikalp – IIM Ahmedabad Asian Journal of Management Cases Harvard Business Review Global Business Review
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MB831.3: ORGANIZATIONAL AND CHANGE DEVELOPMENT (OCD) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of the course are as follows: III.
To enable the students to understand the significance of systems, process and culture of the organization in organizational development. To make understand the students the way organizations and change work. To help to understand the issues and concerns involved in organizational development while addressing the change management. To develop basic skills of the students as future of OD practitioners.
Course Outline
Module No.
Title / Topic
Classroom Contact Sessions
1
Introduction to Organizational Development Field of OD History and Definitions of OD Values, Assumptions and Beliefs of OD Characteristics of OD
05
2
Foundations of OD System Theory Action Research Model Interventions Characteristics and Classification of OD Intervention
06
3
OD Consultant Choosing the OD Consultant Role of the OD Consultant Competencies of the OD Consultant Ethical Issues in OD Consulting Organizational Power and Politics and its Impact on OD
08
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4
5
6
7 8
Leading and Managing Change Meaning of Change Overview of Changing Activities Motivating Change Creating a Vision Developing Political Support Managing Planned Change Assessing Change Forces Managing the Transition Sustaining Momentum Human Interventions– Types Individual Interventions Training Experiences Team Interventions Inter-Group Interventions Third Party Peace Making Intervention Other Interventions Structural Interventions Socio Technical System as an Intervention Work Redesign Quality of Work Life Total Quality Management Reengineering Comprehensive OD Interventions Issues in Consultant-Client Relations OD Consultant, Role, Skills and Dilemmas Contemporary Issues
08
10
10
08
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
© CHARUSAT 2016
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
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The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to demonstrate group facilitation skills that foster a wide range of ideas and perspectives; create an inclusive culture for diverse human beings; keep a group focused on its purpose and tasks. The ability to demonstrate teamwork skills, including the abilities to coordinate high performing teams; building trust with constituencies, plan team meetings and processes; delegate responsibilities and tasks; follow-up and hold teammates accountable; and coach teammates to be more effective.
Reference Materials
Text-Books French W. and Bell C., Adapted by Vohra, (Latest Edition), Organization Development, Pearson Education. 2. Cummings T. and Worley C., (South Western, Latest Edition) Essential of OD and Change, Pearson Education. 1.
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Reference-Books S. Ramanarain, T. V. Rao, Kuldeep Singh, (Latest Edition), OD Interventions and strategies, Response books, Sage Publications. 2. S.K. Batra, (Latest Edition), Managing Change and Organization Development, Deep and Deep Publications, New Delhi. 1.
Journals / Magazines / Newspaper 1. 2. 3. 4. 5. 6. 7. 8. 9.
Journal of Organization Development International Journal of strategic human management Asian Journal of Management Cases Harvard Business Review Global Business Review South Asia Economic Journal Indian Management Management Review-IIM Bangalore Vikalp-IIM Ahmedabad
Websites 1. http://www.codhyd.org/ 2. http://www.odsynergy.com/od-synergy-tools.html
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MB832.3: INDUSTRIAL RELATIONS (IR) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable the students to understand the legal dimensions of managing Human Resources within the organization. To help students to understand the significance of managing the industrial relations and the role played by intermediaries in the same. To help students to understand the various acts and laws governing industrial relations.
Course Outline
Module No.
1
2
3
4
Title/Topic Background to Industrial Relations Understanding / Appreciating Industrial Relations Approaches to Industrial Relations Forms of Industrial Relations Evolution of Industrial Relations in India Trade Unionism in India Employers or Management Association Changing profile of Major Stakeholders of Industrial Relations in India Management of Conflict in Industry Conflict Resolution / Dispute Resolution Collective Bargaining Management of Discipline Principle of Natural Justice and Negotiations Role of Lok-Adalat Background of Labour Legislation Introduction to Labour Legislations Indian Constitution and Labour Legislations ILO and its Influence on Labour Legislations in India Protective and Regulative Legislations The Trade Unions Act, 1926 The Industrial Employment (Standing Order) Act, 1946 The Industrial Disputes Act, 1947 The Factories Act, 1948
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Classroom Contact Sessions
05
08
05
10
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Wage Legislations The Payment of Wages Act,, 1936 The Minimum Wages Act, 1948 The Equal Remuneration Act, 1976 The Payment of Bonus Act, 1965 Social Security Legislations The Employee Provident Funds and Miscellaneous Act, 1952 The Employee State Insurance Act, 1948 Workmen‟s Compensation Act, 1923 The Maternity Benefit Act, 1961 The Payment of Gratuity Act, 1972 Miscellaneous Legislations Contract Labour (Regulation and Abolition) Act Sexual Harassment – A Legal Perspective Child Labour (Prohibition and Regulation) Act,, 1986 The Apprentices Act, 1961 Contemporary Issues
09
10
07
Total IV.
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the different aspects of maintaining healthy industrial relations within the defined legal framework. The ability to gain knowledge of all important laws and acts governing the industrial relations.
Reference Material
Text-Book 1.
B. D. Singh, (Latest Edition), Industrial Relations and Labour Laws, Excel Books.
Reference-Books C. B. Mamoria, (Latest Edition), Dynamics of Industrial Relations, Himalayan Publishing House. 2. N. D. Kapoor, (Latest Edition), Industrial Laws, Sultan Chand and Co. 3. Taxman‟s Labour Law, (Latest Edition), Taxmann Allied Services (P) Ltd. 4. S. C. Srivastava, (Latest Edition), Industrial Relations and Labour Laws, Vikas Publication. 1.
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5. Ajay Garg, (Latest Edition), Labour Laws-One should know, A Nabhi Publication.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Indian Management Management Review-IIM Bangalore Vikalp- IIM Ahmedabad Human Capital http://lljlibrary.com(Online Journal)
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MB833.3: HUMAN RESOURCE AUDITING (HRA) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an appreciation towards optimum utilization of human resource through understanding and developing conceptual clarity on human resource auditing and accounting. To identify the process and benefits associated with auditing human resource and its activities.
Course Outline Module No. 1
2
3
4
5
6
Title/Topic Introduction HR as Assets Definition of Human Resource Accounting HRA – Concepts, Methods and Applications Human Resource Accounting vs. Other Accounting Human Resource Costs / Investments Human Resource Costs The Monetary Value Approach Non-Monetary Value Based Approaches Investment in Employees Human Resource Development through Investment Return on Investments Development of HR ROI through High Performance Employees Measurement of Group Value o The Likert and Bowers Model o Hermanson‟ Sun Purchased Goodwill Model Human Resource Accounting System Developing Human Resource Accounting System Implementation of Human Resource Accounting System Integration with other Accounting System Human Resource Score Card HR Score Card Constituents of HR Score Card HR Score Card as an Instrument in HR Audit Human Resource Audit Role of Human Resource Audit in Business Environment HR Audit Objectives, Concepts, Components, Need,
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Classroom Contact Sessions
05
08
05
10
09
10
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Module No.
7 8
Classroom Contact Sessions
Title/Topic Benefits and Importance Methodology and Instruments of HR Audit The Audit Process Issues in HR Audit Human Resource Audit Report HR Audit Report – Purpose Report Design – Preparation of Report Use of HR Audit Report for Business Improvement Contemporary Issues
07 06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
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Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to audit the various HR processes and find out the discrepancies in the record/s for improvement. The ability to demonstrate the ability of accounting the human resources with the help of effective tools like balance score card. The ability to understand the ways in which the audit reports are generated and will also develop an ability to read and comprehend the audit reports.
Reference Material
Text-Book 1.
Eric G. Flamholtz Kluwer, (Latest Edition), Human Resource Accounting – Advances In Concepts, Methods and Applications, Academic publishers.
Reference-Books Udai Pareekh and T. V. Rao, (Latest Edition), Designing and Managing Human Resource Systems / 3e, Oxford/ IBH. 2. William B. Werther and Keith Davis, (Latest Edition), Human Resource Management and Personnel Management, McGraw-hill. 3. K. Aswathappa, (Latest Edition), Human Resource Management and Personnel Management, McGraw-Hill. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4.
Indian Management Management Review-IIM Bangalore Vikalp-IIM Ahmedabad Human Capital
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MB834.3 : OCCUPATIONAL TESTING (OT) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To help students to develop an understanding of different types of psychological tests involved in assessment of an individual which may eventually help during different phases of recruitment, selection and manpower management. To provide theoretical background for supplementing the psychological tests used for assessment. To help students to interpret the results obtained through the psychological tests. To develop a perspective about the intricacies and ethics of use of psychological tests.
Course Outline Module No.
1
2
3
4
Title/Topic Introduction to Occupational Testing Concept and Need of Occupational Testing Pros and Cons of Occupational Testing Psychological Testing and their Categories Theory and Issues in Psychological Testing Assessment Centers Integration of Profiles Use of Occupational Testing in Competency Mapping Intelligence Testing Theoretical Background Significance of Intelligence Testing Types of Psychological Tests used for Testing the Intelligence Application of Intelligence Tests Aptitude Testing Theoretical Background Significance of Aptitude Testing Types of Psychological Tests used for Testing the Aptitude (D.A.T.) Application of Aptitude Tests Personality Testing Theoretical Background Significance of Personality Testing Types of Psychological Tests used for Testing the Personality (Multi-factor Personality Tests, 16.P.F., FIRO B)
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Classroom Contact Sessions
05
08
08
10
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Application of Personality Tests Self-Report Inventories Theoretical Background Significance of Self-Report Inventories Types of Self-Report Inventories (M.M.P.I) Application of Self-Report Inventories Typological Tests Theoretical Background Significance of Typological Testing Types of Typological Tests (M.B.T.I.) Application of Typological Tests Projective Techniques Theoretical Background Significance of Projective Techniques Types of Projective Techniques (T.A.T.) Application of Projective Techniques Contemporary Issues
08
08
08
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
VII.
The ability to demonstrate the knowledge gained through the course and apply the same in carrying out any research in the area of HR or OB. The ability to understand the significance of different psychometric tests and will be able to identify the relevant area of their application.
Reference Material
Text-Books 1. Anne Anastasi, (Latest Edition), Psychological Testing, Pearson Pubications. 2. Udai Pareekh, (Latest Edition), Training Instruments in HRD and OD. 3. Robert Kaplan, Ennis Saccuzzo, (Latest Edition), Psychological Testing: Principles, Applications and Issues, Cengage Learning.
Reference-Books 1. Mike Bryon, (Latest Edition), The Ultimate Psychometric Test Book, Kogan Page. 2. Liam Healy, (Latest Edition), Psychometric Tests for Dummies, John Wiley and Sons.
Journals / Magazines / Newspapers 1.
Psychological Assessment, ISSSN: 1040-3590
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INFORMATION TECHNOLOGY MANAGEMENT ELECTIVES
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MB840.3: INFORMATION TECHNOLOGY IN BUSINESS MANAGEMENT (ITBM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: III.
To introduce the concept of Information Technology applications affecting business enterprises, governments, consumers and people in general. To understand how IT shapes future businesses and be prepared to contribute to enterprise architecture. To recognize the risks and benefits of digitized processes and think strategically about whether to perform those processes internally or externally. To realize the impact of globalization and be prepared to lead change.
Course Outline
Module No.
1
2
3
4
5
Title / Topic Introduction Understanding Business Organizations Understanding Development Organizations Organizational Management and Control Commonality in Business and Development Organizations Constituents of IT Applications in Business Tactical Applications in Business Strategic IT Applications in Business Information Technology Applications in Management Functions Practical Approach for Managers in Identifying Right IT Applications Systems Approach to Organizations Managing Data and Information Information System Evolution and Modelling Information System (Identification, Design and Development) Information System Quality Understanding Information Technologies Understanding and Planning Information Technologies Hardware, Software and Databases Network and Communication Planning Information Technologies Infrastructure Enterprise Data Management Accounting Commercial Management Forecasting Warehousing DRP (Distribution Resource Planning) Human Resources Management
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Classroom Contact Sessions
04
10
10
10
08
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Module No.
Classroom Contact Sessions
Title / Topic CMMS (Computerized Maintenance Management System) MRP (Material Requirement Planning) FCS (Finite Capacity Scheduling) WFMS (Workflow Management Systems) CRM (Customer Relationship Management) SCM (Supply Chain Management) E-governance, Business Data Communications and Networking Case Study of Banking System Case Study of University System Other Sector Based Case Studies Introduction to Computer Networks Sharing Resources Overview of Networking Models Introduction to Search Engine Optimization for Business Management Contemporary Issues
6
7 8
Total IV.
10
02 06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The ability to understand the opportunities to create business value from IT. A practical understanding of the way business value is created from IT, and the potential barriers. The ability to expand a series of frameworks to help non-IT managers gain confidence in managing IT and its business impacts.
VIII.
Reference Material
Text-Book 1.
Misra, Harekrishna, (Latest Edition), Information Systems Management in Business and Development Organizations (Text and Cases), PHI Learning.
Reference-Books Adikesavan, T. A., (Latest Edition), Information Technology: Best Practices and Applications in Business, PHI Learning. 2. Nickerson Robert C., (Latest Edition), Business and Information Systems, PHI Learning. 1.
Journals / Magazines / Newspapers 1.
International Journal of Information Technology and Management, Inder Science Publishers
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2. 3. 4. 5. 6.
Journal of Information Technology Management (JITM) The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication & Networking
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MB841.3: MANAGEMENT OF SOFTWARE PROJECTS IN IT (MSPIT) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of the course are as follows:
To demonstrate an understanding of steps needed to build and maintain effective development teams. To understand the procedures needed to monitor, control and report upon an IT development project. To comprehend the ways in which appropriate quality attributes of the products of an IT development project can be assessed and assured. To explore software project management activities from product concept through development based upon best practices.
III. Course Outline Module Title / Topic No. Introduction to Software Project Management Project Definition Contract Management 1 Activities Covered by Software Project Management Overview of Project Planning Stepwise Project Planning Project Procurement Management Planning Purchase and Acquisitions Planning Contracting Requesting Seller Responses 2 Selecting Sellers Administering and Closing the Contract Using Software to Assist in Project Management Outsourcing Project Evaluation Strategic Assessment Technical Assessment Cost Benefit Analysis 3 Cash Flow Forecasting Cost Benefit Evaluation Techniques Risk Evaluation Activity Planning Project Schedule Sequencing and Scheduling Activities 4 Network Planning Models Forward Pass Backward Pass
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Classroom Contact Sessions
04
10
10
10
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Module No.
5
6
7
8
Classroom Contact Sessions
Title / Topic Activity Float Shortening Project Duration Activity on Arrow Networks Risk Management Hazard Identification and Analysis Risk Planning and Control Monitoring and Control Creating Framework Collecting the Data Visualizing Progress Cost Monitoring Earned Value Prioritizing Monitoring Getting Project Back to Target Change Control Advanced Methods and Tools of Project Management CPM/PERT Design Structure Matrix System Dynamics Critical Chain Discrete Event Simulation Earned Value Management Project Risk Management Risk Management Planning Common Sources of Risk in Information Technology Projects Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Using Software to Assist in Project Risk Management Contemporary Issues Introduction of any One Tool for Software Project Management
Total IV.
08
08
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in
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advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to understand approaches for managing and optimizing the software development process. The ability to understand the unique considerations of the software development life cycle that impact project management. An awareness of the need for project planning and management. The ability to apply professional attitudes and techniques to managing a project Reference Material
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VIII.
Reference Material
Text-Books Hughes, Bob and Cotterell, Mike, (Latest Edition), Software Project Management, McGraw-Hill. 2. Cadle J. and D. Yeates, (Latest Edition), Project Management for Information Systems, Pearson Prentice Hall. 1.
Reference-Books Kathy Schwalbe, (Latest Edition), Information Technology Project Management, Thomson Publication. 2. Jack Marchewka, (Latest Edition), Information Technology Project Management Providing Measurable Organizational Value, Wiley India. 3. Stellman and Greene, (Latest Edition), Applied Software Project Management, Wiley India. 4. Richard Thayer and Edward Yourdon, (Latest Edition), Software Engineering Project Management, Wiley India. 1.
Journals / Magazines / Newspapers 1.
International Journal of Project Management, International Project Management Association, Elsevier. 2. Journal of Software Project Management and Quality, International Science Press. 3. Project Management Journal, Wiley.
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MB842.3: SYSTEM ANALYSIS AND DESIGN (SAD) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: III.
To understand role of systems analysis and design within various systems development lifecycles To develop an awareness of the different approaches that might be taken to systems analysis and design To understand the activities of the systems analyst and systems designer, and apply some current techniques
Course Outline Module No.
1
2
3
Classroom Contact Sessions
Title / Topic 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 Information Gathering Strategies Methods Documenting Study System Requirements Specification from Narratives of Requirements to Classification of Requirements as Strategic, Tactical, Operational and Statutory Feasibility Analysis Deciding Project Goals Examining Alternative Solutions Cost – Benefit Analysis Quantifications of Costs and Benefits Payback Period System Proposal Preparation for Managements
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04
10
10
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Module No.
4
5
6
7
8 IV.
Title / Topic 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 Structured Systems Analysis and Design Procedure Specifications in Structured English 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 E-Commerce Transactions and security Introduction of Open Source E-Commerce Platforms Encryption Methods Symmetric and Asymmetric Encryption Digital Signature Certifying Authorities for Signatures Legal Status of E-Commerce Transactions Contemporary Issues Total
Classroom Contact Sessions
10
08
08
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows: Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions
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The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. IV.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcome At the end of the course, the student should have developed:
VII.
The ability to learn to design methodology for databases and verifying their structural correctness. The skills to implement databases and applications software primarily in the relational model. The ability to learn how to use querying languages, primarily SQL, and other database supporting software. The ability to apply the theory behind various database models and query languages. The ability to learn how to implement the security and integrity policies relating to databases. The ability to work in group settings to design and implement database projects.
Reference Material
Text-Books 1.
Whitten, Bentaly and Barlow, (Latest Edition), System Analysis and Design Methods, Galgotia Publication.
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2. Kenneth E Kendall and Julie E Kendall, (Latest Edition), System Analysis and Design, PHI Publication.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.
Hoffer, (Latest Edition), Modern Systems Analysis and Design, Pearson Education. Kendall and Kendall, (Latest Edition), Systems Analysis and Design, Prentice-Hall. Whitten, J. L., (Latest Edition), System Analysis and Design Method, Tata McGraw-Hill. Awad E. M., (Latest Edition), System Analysis and Design, Galgotia books. Jalota, Pankaj, (Latest Edition), An Integrated Approach to Software Engineering, Narosa Publishing House. Sommerville, (Latest Edition), Software Engineering, Pearson Education. Pfleeger, (Latest Edition), Software Engineering: Theory and Practice, Pearson Education. Pressman R. S., (Latest Edition), Software Engineering: A Practitioner's Approach, McGraw-Hill. Elias M. Awad, (Latest Edition), System Analysis and Design, Galgotia Publication. Kenneth E Kendall and Julie E Kendall, (Latest Edition), System Analysis and Design, PHI Publications. Grienstein and Feinman, (Latest Edition), E-commerce –Security, Risk Management and Control, TMH Publications. Ankit Fadia, (Latest Edition), Encryption-Protecting your Data, Vikas Publication. Singh B, (Latest Edition), Network Security, PHI Publication.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication and Networking ACM Transactions on Internet Marketing
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MB843.3: ERP SYSTEMS: TECHNOLOGY PLANNING AND IMPLEMENTATION (ERP: TPI) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: III.
To help students to understand the generic approach to enterprise resource planning systems and their interrelationships, covering all functional areas of management. To build skill and knowledge for better management of an enterprise systems.
Course Outline Module No.
1
2
3
4
Title / Topic Introduction to ERP Integrated Management Information Seamless Integration – Supply Chain Management Integrated Data Model Benefits of ERP Business Engineering and ERP Definition of Business Engineering Principle of Business Engineering Business Engineering with Information Technology Business Modeling for ERP Building the Business Model Role of Consultant Vendors and Users Customization Precautions ERP Implementation ERP Implementation an Overview ERP Post Implementation Options ERP Implementation Technology Guidelines for ERP Implementation ERP and the Competitive Advantage ERP domain MPGPRO IFS/Avalon Industrial and Financial Systems Baan IV SAP Market Dynamics and Dynamic Strategy
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Classroom Contact Sessions
08
06
04
10
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Module No. 5
6
7 8
Classroom Contact Sessions
Title / Topic Commercial ERP Package Description Multi-Client Server Solution Open Technology User Interface Application Integration Architecture Basic Architectural Concepts The System Control Interfaces Services Presentation Interface Database Interface Cases Case Studies and Project Presentations Contemporary Issues
10
10
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
V.
Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to understand the concept and process of Enterprise Resource Planning Systems and Re-engineering and Enterprise Resource Planning Systems. The ability to exhibit knowledge of Planning, Design, and Implementation of Enterprise Resource Planning Systems along with ERP modules. The ability to successfully manage an ERP Project and will be effectively dealing with the issues involved in Supply Chain Management and the e-Marketplace
VIII.
Reference Material
Text-Books Vinod Kumar Garg and N.K. Venkita Krishnan, (Latest Edition), Enterprise Resource Planning, Concepts and Practice, PHI. 2. Sumner, Mary, (Latest Edition), Enterprise Resource Planning, Pearson Education. 1.
Reference-Books 1. 2. 3. 4. 5.
S Sadagopan, (Latest Edition), Enterprise Resource Planning, PHI. Alexis Leon, (Latest Edition), Enterprise Resource Planning, Tata McGrew Hill. Jose Antonio Fernandz, (Latest Edition), The SAP R/3 Handbook, TMH. Lau, (Latest Edition), Enterprise Resource Management, McGraw Hill. Daniel E O‟Leary, (Latest Edition), Enterprise Resource System: Systems, Lifecycle, Electronic Commerce, and Risk.
Journals / Magazines / Newspapers 1. Journal of Information Technology, IBIMA Publishing 2. Business Process Management Journal, Emerald Insight
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MB844.3: RELATIONAL DATABASE MANAGEMENT SYSTEMS (RDMS) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
III.
To provide basic understanding of the RDBMS and SQL and the skills to make use of these in business organizations. To equip the students with the relevant quantitative tools and techniques for application in solving managerial problems To study the physical and logical database designs, database modeling, relational, hierarchical, and network models
Course Outline
Module No.
1
2
3
4
5 6
Title / Topic Introduction to Databases and Transactions Database System Purpose of Database System View of Data Database Architecture Transaction Management Data Models The Importance of Data Models Basic Building Blocks Business Rules The Evolution of Data Models Degrees of Data Abstraction Relational Database Management Systems History Advantages and Limitations of RDBMA Users of RDBMS Software Modules in RDBMS Architecture of RDBMS Modeling Techniques Different Types of Models Introduction to ERD Types of Databases Hierarchical Database Network Database Relational Database Normalization
© CHARUSAT 2016
Classroom Contact Sessions
13
08
04
10
10 05
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Module No.
7
8
Classroom Contact Sessions
Title / Topic Advantages and Disadvantages of Normalization 1NF-2NF-3NF Rules With Examples Anomalies SQL Commands Basic Structure Set Operations Aggregate Functions Null Values Nested Sub Queries Views Complex Queries Modification of the Database Joined Relations Data-Definition Language Embedded SQL and Dynamic SQL Exercises Introduction to Object Oriented Database Concept Object Binding in Oracle Class Attribute Methods Object Type Declaring and Initializing Methods Alter and Drop Type Contemporary Issues
05
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows: Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions
© CHARUSAT 2016
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The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation
:
The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to design and develop a conceptual model of a database from user requirements, with ER diagramming techniques and translate the ER model to a Relational model. The ability to define and implement relations using tables using Oracle database. An understanding to apply the theory of normalization to reduce the redundancies in the data tables. The ability to learn to define business rules and constraints using schema definitions in RDBMS. The ability to apply the knowledge of transactions, concurrency and locking to analyze transactions for serializability. The ability to analyze the given user requirements, design, implement, demonstrate and present a database-intensive application, to class
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VIII.
Reference Material
Text-Book 1. Silberschatz, Korth, Sudarshan, (Latest Edition), DATABASE System Concepts, BPB Publication.
Reference-Book Coleman, Pat and Peter Dyson, (Latest Edition), Internets, BPB Publication. Keen, Peter and Mark McDonald, (Latest Edition), The E-Process Edge, Tata McGraw – Hill. 3. Oberoi, Sundeep O, (Latest Edition), Security and You, Tata McGraw-Hill. 4. Ricart, Alberto Manuel and Stephen Asbury, (Latest Edition), Active Server Pages, IDG Books. 5. Rich, Jason R., (Latest Edition), Starting an E-Commerce Business, IDG Books. 6. Samantha Shurety, (Latest Edition), E-business with Net Commerce, Addison Wesley. 7. Schneider Robert D. and J. R. Garbus, (Latest Edition), Optimizing SQL Server 7, N.J., Prentice – Hall. 8. Desai, (Latest Edition), An Introduction to Database System, Galgotia. 9. Ullman and Widom, (Latest Edition), First course in Database Systems Pearson Education. 10. C. J. Data, (Latest Edition), An Introduction to Database Systems, Narosa Publishers. 11. D. Kroenke, Database Processing, Galgotia. 12. Henry F.korth, Abraham, (Latest Edition), Database System Concepts, McGraw Hill. 1. 2.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology. International Journal of Information Sciences and Application. ACM Journal on Emerging Technologies in Computing Systems. International Journal of Mobile Communication & Networking. ACM Transactions on Internet Marketing.
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HEALTH CARE MANAGEMENT ELECTIVES
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MB850.3: HEALTH ECONOMICS AND SOCIAL POLICY (HESP) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To develop an understanding of the relevance of economic concepts to the health care sector. To describe the system of health care financing and delivery arrangements in the health care sector. To impart an understanding the role of economic factors in the development of public policy concerning health and health care.
III.
Course Outline
Module No.
1
2
3
4
5
Title/Topic The Relevance of Economics in Health and Medical Care Using Economics to Study Health Issues Analysing Medical Care Markets Economic Evaluation in Health Care Demand Side Considerations Demand for Health and Medical Care The Market for Health Insurance Supply Side Consideration Managed Care The Physician‟s Service Market The Hospital Service Market The Market for Pharmaceuticals Health Care Policy and Programmes Health Education and Environmental Sanitation Health Development as A Determinant to Socio-Economic Development National Health Programmes Public Policy in Medical Care Delivery Policies that Enhances Access Policies to Contain Costs Lessons for Public Policy Medical Care Systems Worldwide Financing Health Care Uncertainty and Health Insurance Compulsory Insurance Patient Payment Economic Evaluation and Priority Setting Non-Monetary Effects and Monetary Benefits
© CHARUSAT 2016
Classroom Contact Sessions
06
06
10
10
08
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Module No.
6
7
8
Classroom Contact Sessions
Title/Topic Costs and Discounting Social Welfare Social Policy Healthcare and Social Development Public and Social Policy Health Policy Formulation Factors Determinants Other Sectoral Issues National Health Policy Review of Different Committees Contemporary Issues International Perspective Alternative Approaches to Meet Basic Health Needs in Developing Countries
Total IV.
07
07
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of economics for effective health care delivery. A keen desire for reading news of economic and financial changes / developments on a regular basis, and engaging in discussion and critical evaluation of such developments with respect to health care industry.
Reference Material
Text-Books 1. James W Henderson, (Latest Edition), Health Economics and Policy, South Western Educational Publishing. 2. Chatterice, Meera, (Latest Edition), Implementing Health Policy, Manohar.
Reference-Books 1. Jan Abel Oslen, (Latest Edition), Principles in Health Economics and Policy, Oxford University Press. 2. S.L.Goel, (Latest Edition), Health Care Policies and Programmes, Deep and Deep Publications Pvt Ltd.
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3. Latest reports of Ministry of Health and Welfare, Government of India
Journals / Magazines / Newspapers 1. Journal of Health Economics 2. Health Economics Review 3. International Journal of Health Planning and Management
© CHARUSAT 2016
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MB851.3: HOSPITAL PLANNING AND MANAGEMENT (HPM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of the general health care planning and administration sector. To describe the system of health care administration and delivery arrangements in the hospitals. Course Outline
Module No.
1
2
Title/Topic Hospital Planning Concept of Planning Guiding Principles in Planning Hospital Facilities and Services Regional Planning and Factors to be Emphasised Steps in Hospital Planning Planning Team and Stages of Project Estimation Architect Brief and Master Plan Selection of Site and Decision on Land, Space, and Utilities Outpatient Services Objectives, Functions, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Daily Planning and Scheduling of Work Managing Time Waiting Time and Total Time Spent by a Patient Specialty, Sub-specialty and Super Specialty Clinics Diagnosis, Physiotherapy and Occupational Therapy Emerging Concepts o Day Care o Reservation o Appointment by Phone o Medico-Social Works o Patient Counselling Other Facilities o Pharmacy o Gifts Shop o Prayer or Meditation Room
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Classroom Contact Sessions
06
08
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Module No.
3
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Trauma Care: Emergency and Casualty Services Objective, Function, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicator Disaster Management Principles and Classification Life Saving Drugs Ambulance and Paramedic Services Medico Legal Procedures Forms and Registers to be Maintained Communication System Inpatient Service Objective, Function, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Admission, Transfer, Billing and Discharge Procedures Managing Death Intensive Care Units Objectives Functions, Location, Design and Layout-Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Types of ICUs Operation Theatre Objectives, Functions, Location Design and Layout Policy and Procedures Organisation, Staffing, Equipment and Facilities Key Result Areas and Performance or Quality Indicators Daily Planning and Scheduling Determinants of number of Operating Rooms Zoning and Aseptic or Sterile Techniques Clinical Protocols Sub-Stores CSSD Immediate Postoperative Recovery Rooms Safety Issues Contemporary Issues
Total
© CHARUSAT 2016
10
10
08
08
04
06 60
Page 257 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of healthcare planning and administration.
Reference Material
Text-Book 1.
G.D. Kunders, (Latest Edition), Designing for Total Quality in Health Care, Prism Books Pvt. Ltd., Bangalore.
Reference-Books B.M. Sakharkar, (Latest Edition), Principles of Hospital Administration and Planning, Jaypee Brothers Medical Publishers Pvt. Ltd. 2. C.M. Francis and et al., (Latest Edition), Hospital Administration, Jaypee Brothers Medical Publishers Pvt. Ltd. 1.
Journals / Magazines / Newspapers 1. International Journal of Health Planning and Management 2. Health Policy and Planning Journal
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MB852.3: ENVIRONMENTAL HEALTH MANAGEMENT AND SAFETY PLANNING (EHMSP) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To understand and identify significant gaps in the current knowledge base concerning the health effects of environmental agents and identify areas of uncertainty in the riskassessment process.
To examine health issues, scientific understanding of causes, and possible future approaches to control of the major environmental health problems in industrialized and developing countries.
III.
Course Outline
Module No. 1
2
3
4
5
6
Title/Topic Human Impact on the Environment Environment-Human Interaction Environmental Impact on Humans Safety, Health and Environment Exposure, Dose, Response Environmental Toxicology Environmental Carcinogenesis Environmental Health Economics and Policy Risk Assessment and Management Indoor and Outdoor Air Pollution Monitoring for Safety, Health and Environment Occupational Safety Principles and Practices Occupational Health Bureau of Indian Standards on Safety and Health : 14489 – 1998 and 15001-2000 ILO and EPA Standards Hazardous Waste Management Solid Waste Handling and Disposal Liquid Waste Handling Collection and Disposal Water Treatment and Distribution Planning and Organising for Safety and Waste Management Legal and Social Aspects of Waste Management Safety, Health and Environment (SHE) Education and Training SHE : Element of Training Cycle
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
10
08
08
Page 260 of 533
Module No.
Classroom Contact Sessions
Title/Topic
Assessment of Needs Techniques of Training, Design and Development of Training Programs Competence Building Technique (CBT) Relevance of WTO regarding Safety, Health and Environment Accident and Incident Investigation: Reporting and Analysis Philosophy, Purpose, Process and Types of Investigation Identifying the Key Factors and the Immediate and Basic Causes Corrective Action Agencies Investigating Accident Accident Reporting Report Forms, Writing Reports, Essential Elements Accident and Incident Analysis Standard Classification of Factors Associated with Accident Methods of Collating and Tabulating Data, Record Keeping Contemporary Issues
7
8
Total IV.
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
© CHARUSAT 2016
Page 261 of 533
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An integrated understanding of strategic operations and its applicability to health care and environmental policies. A keen interest in observing health issues, scientific understanding of causes, and possible future approaches to control of the major environmental health problems.
Reference Material
Text-Book 1.
Yassi, A., Kjellstrom, T., de Kok, T., Guidotti, T. L. (Latest Edition), Basic Environmental Health, New York: Oxford University Press.
Reference-Books Blumenthal, D. S., and Ruttenber, A. J., (Latest Edition), Introduction to Environmental Health, New York: Springer. 2. Nadakavukaren, A., (Latest Edition), Our Global Environment: A Health Perspective, Prospect Heights: Waveland Press, Inc. 1.
Journals / Magazines / Newspapers 1. International Journal of Health Planning and Management 2. Healthcare Management Science
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MB853.3: HEALTH CARE MARKETING (HM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To provide foundational knowledge of the principles of marketing and their particular application in health. To develop an understanding of the marketing activities in a healthcare sector. Course Outline
Module No. 1
2
3
4
5
6
Title/Topic Elements of Successful Marketing Strategic Marketing Process Organising for Marketing Requirements for Organisational Marketing Success The Environment of Marketing Strategy Economic Factor Technological Factors Social Factors Competitive Factors Regulatory Factors Understanding the Consumer Buying Behaviour Marketing Research Marketing Segmentation Developing Customer Loyalty Marketing Mix Product Strategy Price Distribution Promotion The communication Model Promotional Mix Advertising Developing Advertising Campaign Working with Advertising Agencies Sales and Sales Management New Business Selling Missionary Selling Personal Sales Process Sales Approaches Managing the Sales Functions
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
10
08
08
Page 263 of 533
Module No.
Classroom Contact Sessions
Title/Topic Controlling and Monitoring Sales Force Control Advertisement Control Consumer Satisfaction Control Components of a Measuring System Marketing Audit Contemporary Issues
7
8
04
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 264 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of marketing concepts to healthcare system.
Reference Material
Text-Book 1.
Eric N. Berkowitz, (Latest Edition), Essentials of Healthcare Marketing, Jones & Bartlett Learning.
Reference-Books John L. Fortenberry, Jr., (Latest Edition), Health Care Marketing: Tools and Techniques, Jones and Bartlett Learning. 2. John L. Fortenberry, Jr., (Latest Edition), Cases in Health Care Marketing: Tools and Techniques, Jones and Bartlett Learning. 1.
Journals / Magazines / Newspapers 1. International Journal of Health Planning and Management. 2. International Journal of Pharmaceutical and Healthcare Marketing.
© CHARUSAT 2016
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MB854.3: FINANCIAL MANAGEMENT OF HEALTH INSTITUTIONS (FMHI) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To provide students with the ability to application of quantitative financial analysis to investment, financing, and operating decisions in the health care sector.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Evolution of Healthcare Financial Management Healthcare Financial Management Profitability and Productivity Study Comparison of Management Accounting and General Accounting Fundamentals of Sound Healthcare Financial Management Organisation Development of Hospitals Organisation Structure Add it to Chart of Accounts Cost Characteristics of Health Institutions Major Cost Classification Primary Cost Classification Secondary Cost Classification Break Even Analysis Contribution and Contribution Margin Margin of Safety Zero Based Budgeting Production Units and Performance Evaluation Macro Production Units Micro Production Units Cost Allocation Volume Forecasting Least Square Multiple Regression Analysis Budgetary Control Process Functional Budgeting Budget Control Programme Preliminary Budget and Cost Finding Connection Capital Expenditure Planning Fixed Asset Working Capital Management
© CHARUSAT 2016
Classroom Contact Sessions
06
08
10
10
08
08
Page 266 of 533
Module No.
Classroom Contact Sessions
Title/Topic Evaluation of Capital Expenditure Cash Forecasting and Management Cash Management Process Revenue Budgeting Wage and Salary Budgeting Non-Wage and Salary Budgeting Contemporary Issues
7
8
04
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 267 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the relevance and principles of financial management concepts to healthcare system.
Reference Material
Text-Book 1.
Allen G. Herkimer, (Latest Edition), Understanding Hospital financial Management, An Aspen Publication.
Reference-Books David Edward Marcinko, Hope Rachel Hertico, (Latest Edition), Financial Management Strategies for Hospitals and Healthcare Organizations: Tools, Techniques, Checklists and Case Studies, CRC Press. 2. Michael Nowicki, (Latest Edition), The Financial Management of Hospitals and Healthcare Organizations. 1.
Journals / Magazines / Newspapers 1.
International Journal of Healthcare Financial Management
© CHARUSAT 2016
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PROJECT AND INFRASTRUCTURE MANAGEMENT ELECTIVES
© CHARUSAT 2016
Page 269 of 533
MB860.3: PROJECT FORMULATION AND EXECUTION (PF&E) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives:
:
4
The objectives of this course are as follows:
III.
To expose the students to the basics of project preparation; To acquaint the students with different tools & techniques available to formulate, initiate, monitor and control the project; the same should be effectively used in execution of the project. Course Outline:
Module No
1
2
3
4
5
6
Title/Topic Introduction to Project Management Definition of the Project and Programme Characteristic of the Projects and Programme Classification of the Projects and Programme Project Life Cycle Project Conceptualization Project Ideas and Sources Techniques for Project Idea Generation Firs-Cut or Broad-Brush Screening of Ideas Project Formulation Project Goals and Objectives Various Dimension of the Project Project Initiation Project Management Maturity Project Selection Criteria and Methods Types of Project Selection Models Risk Consideration in Project Selection The Project Portfolio Process Projects Bids and RFPS (Request For Proposals) Project Monitoring The Planning Monitoring and Control Cycle Information Needs and Reporting Earned Value Analysis Computerized PMIS Project Control The Fundamental Purpose of Control Typed of Control Design of the Control System
© CHARUSAT 2016
Classroom Contact Sessions
03
09
09
09
09
09
Page 270 of 533
Module No
Classroom Contact Sessions
Title/Topic Control of Change and Scope Creep Control: Primary Function of the Management Project Auditing Purpose of Evaluation The Project Audit The Project Audit Life Cycle Essentials of Audit or Evaluation Measurement Contemporary Issues
7
8
09
Total IV.
03 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 271 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the importance of Project monitoring are evaluation students are expected to monitor & evaluate the project through various tools and methods. The ability to learn the project control techniques and effectively implement the same The ability to understand the importance of the project audit, preparing project audit reports and presents the same. Reference Material
Text-Books Jack Meredith and Samuel Mantel, (Latest Edition), Project Management, Wiley India Edition. 2. Project Management Institute, (Latest Edition), Project Management Body of Knowledge (PMBOK Guide), Project Management Institute. 1.
Reference-Books 1. Rory Burke, (Latest Edition), Project Management, Wiley India Edition. 2. Prasanna Chandra, (Latest Edition), Project Facts, Tata McGraw-Hill Education. 3. Rajendra Mishra, (Latest Edition), Project Facts, Excel Books Publishers. Journal / Magazine / News Paper 1.
The International Journal for Project Management
© CHARUSAT 2016
Page 272 of 533
MB861.3: SOCIAL PROJECTS AND INFRASTRUCTURE (SPI) YEAR 2, SEMESTER 3 I.
Number of Credits :
II.
Course Objective
4
The objectives of this course are as follows: III.
To understand government policies and problems of Social Infrastructure in India. To help students to get acquainted with the knowledge of labour forces and the legislative framework related to them.
Course Outline
Module No
1
2
3
4
5
6
Title/Topic Understanding Social Infrastructure Nature and Scope of Social Infrastructure Poverty and Poverty Alleviation Programme Poverty Line Incidence of Poverty Causes of Poverty Major Poverty Alleviation Programme Labour Force and Employment Policy Work Force Participation Rates Occupational Structure Nature and Extent of Unemployment in India Causes of Unemployment Government Policies to Tackle Unemployment Employment Policy in Eleventh and Twelfth Five Year Plan Labour Welfare: Legal Framework and Initiatives Need for Social Security Legislations Pertaining to Labour Labour Related Organisations or Activities or Schemes Human Development Index Human Development Indicators Social Security: Conceptual Framework Social Security in India‟s Constitution and Present Status Education and Training Education as Critical Input An Inclusive Development Model for Health, Education, and Housing Sectors Public Private Partnership and Social Infrastructure Foundation of E-Government A PPP Model for Medical Education and Tertiary Healthcare PPP Model for Village Primary Health Care Centres
© CHARUSAT 2016
Classroom Contact Sessions
06
10
10
10
09
06
Page 273 of 533
Module No
Classroom Contact Sessions
Title/Topic PPP Model in Vocational training Models for Solid Waste Management in India Models in Vogue under PPP SWM through External Funding Support Capital Investment by Service Provider and Cost Sharing by Community for SWM Contemporary Issues
7
8
05
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
Marks per incidence
Total Marks
Page 274 of 533
V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The basic understanding of Social Infrastructure projects, and government policy and regulations about Social Infrastructure projects.
Reference Material
Text-Book 1.
Jetli K. Narindar and Sethi Vishal, (Latest Edition), Infrastructure Development in IndiaPost-Liberlisation Initiatives and Challenges, New Century Publications.
Reference-Book 1.
Brett m. Frischmann, (Latest Edition), Infrastructure: the social value of shared resources, Oxford University Press.
Journals / Magazines / Newspapers 1. Journal of Infrastructure Development 2. Journal of Economic Policy Reform 3. Journal of Social and Economic Development
© CHARUSAT 2016
Page 275 of 533
MB862.3: INFRASTRUCTURAL PROJECTS (IP) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To provide an overview of the importance of infrastructure management as necessitated by the economic development – Indian and International context. To discuss policy perspectives relating to infrastructure development To familiarize with the issues relating to development of physical infrastructure
III. Course Outline Module Title/Topic No An overview of Basic Concepts Related to Infrastructure 1 Introduction to Infrastructure Economic Reforms and Infrastructure Development 2 Infrastructure Development in India's Reforms Sectoral Infrastructure Development i.e. Transport, Power, Water Supply and Sanitation1 An Overview of the Power Sector in India An Overview of the Water Supply and Sanitation Sector in India An Overview of the Road, Rail, Air and Port Transportation Sectors 3 in India An Overview of the Telecommunications Sector in India An Introduction to Special Economic Zones. Sectoral issues in Ports Sectoral Issues in Rural and Urban Infrastructure2 Formulation of Infrastructure Projects An Integrated Framework for Successful Infrastructure Planning 4 Infrastructure Management Systems and Future Directions Financing Issues in Infrastructure, Projects Management and Development 5 Mapping and Facing the Landscape of Risks in Infrastructure Projects 6 Private Involvement in Infrastructure
Classroom Contact Sessions 03 09
09
09
09 09
1
Above mentioned sectors can be discussed in line with the aspects/ issues such as: Environmental Aspect, Political Aspect, Social or Cultural Aspect, Technological Aspect, Administrative or Bureaucratic Issues, Financial Issues, Legal or Regulatory Aspects, Global or Cross Country Aspect, Issues Relating to Basic or Supportive Inputs, Economic Aspect, Ecological Issues, Management or HR Issues, Supply Chain Management, Public-Private Partnership, Other Relevant Aspects or Issues 2
Faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material.
© CHARUSAT 2016
Page 276 of 533
Module No
Classroom Contact Sessions
Title/Topic A Historical Overview of Infrastructure Privatization The Benefits of Infrastructure Privatization Problems with Infrastructure Privatization Infrastructure Related Issues Tendering Systems and Procedures Infrastructural Contracts Land Acquisition Issues of Foreign Direct Investment and Infrastructure Infrastructure Regulators and Compliances Environmental Regulations and Impact Assessment, Infrastructure and Competition Issues Contemporary Issues
7
8
09
Total IV.
03 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 277 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.Learning Outcomes At the end of the course, the student should have developed: VIII.
An understanding of the basic concepts related to Infrastructure and Financial Management of Projects.
Reference Material
Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth.
Journals / Magazines / Newspapers 1. Journal of Infrastructure Development 2. Journal of Economic Policy Reform 3. Journal of Social and Economic Development
© CHARUSAT 2016
Page 278 of 533
MB863.3: INTRODUCTION TO INFRASTRUCTURE POLICY FOR DEVELOPMENT (IIPD) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives:
4
The objectives of this course are as follows: III.
To understand the various policies designed related to infrastructure and development and measure the impact of the policy design. To understand the economic aspects of infrastructure using the tools of economic analysis in deciding the optimal level of infrastructure provision.
Course Outline Module Title/Topic No. Introduction: Infrastructure Policy and Development Economic Importance of Infrastructures 1 Economic Impact of Public Infrastructures Demand and Supply Effects Spill Over Effects Infrastructures and Economic Growth Models used to Investigate the Relationship between 2 Infrastructure and Productivity Data Problems and Key Findings Decision-Making on Infrastructure Provision 3 Cost Benefit Analysis Beyond Financial Appraisal Models of Public-Private Infrastructure Management The Problem of Monopoly in Infrastructure Provision and 4 the Range of Possible Solutions Public Provision of Infrastructures and Reasons for Privatization Infrastructure Regulation And Competition 5 Infrastructure Regulation: Rate of Return and Price Cap Vertical Unbundling and the Introduction of Competition Policy Framework National Level Infrastructure Policy 6 State Level Infrastructure Policy Addressing Policy Issues 7 Contemporary Issues
Total
© CHARUSAT 2016
Classroom Contact Sessions
06
10
10
10
10
10 04 60
Page 279 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An understanding of economic aspects of infrastructure
© CHARUSAT 2016
Page 280 of 533
VIII.
An understanding of various government infrastructural policies Reference Material
Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth. Journal / Magazine / Newspapers 1.
The International Journal for Project Management
© CHARUSAT 2016
Page 281 of 533
MB864.3: LEARNING PROJECT MANAGEMENT THROUGH SOFTWARE (LPMS) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course objectives:
4
The objectives of this course are as follows: III.
To learn Windows-based project management software package To learn preparing project plan and tracking it to its completion. To learn Microsoft project calendar controls, allocation of resources, production of PERT, GANTT charts. Resource charts, calendar charts and other reports
Course Outline
Module No.
1
2
3
Title/Topic Introduction to MS Project Overview of User Interface Creating New Project Working with Tasks o Creating Manual Scheduled Task o Creating Automatic Scheduled Task o Linking Tasks o Creating a Summary Task o Updating Task Process Project Planning Setting Up a Project File Identifying the Work to Be Done Building a Schedule Building a Team for Project Assigning Resources to Tasks Setting Up a Project Budget Reviewing and Fine-Tuning Your Plan Tracking Status Methods for Tracking Status. Preparing to Update Your Project Obtaining Status Data Updating Schedule Status in Project Updating Project Costs Evaluating and Correcting Project Performance Scheduled, Baseline, and Actual Values. Is the Project on Time? Is the Project Within Budget? Earned Value Analysis Getting Back on Track
© CHARUSAT 2016
Classroom Contact Sessions
05
05
05
Page 282 of 533
Module No.
4
5
6
Title/Topic Managing Changes in Project Reporting on Projects An Overview of Project‟s Reports Working with Graphical Reports Working with Visual Reports Printing Views to Report Project Information Closing a Project Obtaining Project Acceptance Tying Up Loose Ends Producing Project Closeout Reports What to Do with Project Information Project Power Tools Working on More Than One Project Managing Multiple Projects Sharing Resources Among Projects Exchanging Data Between Programs Copying Information Importing and Exporting Data Integrating Project and Outlook Linking and Embedding Understanding Linking and Embedding Linking and Embedding Project Data Linking and Embedding Data into Project Working with Linked and Embedded Objects Hyperlinking to Information Customizing Project Filtering Through Information Grouping Project Elements Defining Own Fields Customizing the Ribbon and Quick Access Toolbar Customizing the Quick Access Toolbar Customizing the Ribbon Sharing a Custom Ribbon and Quick Access Toolbar Reusing Project Information Understanding the Types of Templates Storing Project Settings and Elements Sharing Custom Elements Building Templates for Projects Saving Time with Macros Recording Macros Running Macros Viewing and Editing Macro Code Learning More About Programming Project SAP Based Project Management Module Open ERP- Project Management Module
© CHARUSAT 2016
Classroom Contact Sessions
05
10
08
Page 283 of 533
Module No. 7
8
Classroom Contact Sessions
Title/Topic Introduction to Open Softwares Tuleap Open ALM OrangeScrum MyCollab-Project ProjectLibre LibrePlan OpenProject ]project-open[ Redmine Open Source Project Management Software for Small Business Bitrix24 Trello Plan Project Management Software Asana MeisterTask GanttProject Producteev Freedcamp
Total IV.
11
11
60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
© CHARUSAT 2016
Page 284 of 533
Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation The University examination will be for 70 marks and will be based on practical computer-based tests and a viva-voce.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Proficiency in software based projects.
Reference Material
Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various hand-outs can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth. Journals / Magazines/ Newspapers 1.
The International Journal for Project Management
© CHARUSAT 2016
Page 285 of 533
© CHARUSAT 2016
Page 286 of 533
FAMILY BUSINESS & ENTREPRENEURSHIP MANAGEMENT ELECTIVES
© CHARUSAT 2016
Page 287 of 533
MB870.3: LEADERSHIP SKILLS (LS) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To define what leadership is and how it is applied at all levels of organizational management. To understand the basics of leadership and management. To determine what is necessary to lead teams and organizations, and how to integrate this with business management. To become adept at assessing leadership traits and qualities in ourselves and others To learn how to develop leadership in ourselves and others. To appreciate the importance of organization culture and the leader‟s role in establishing it.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Introduction What are Leadership Skills? A Born Leader Traits of Successful Leader Why Leadership? o Managerial Roles Importance of Leadership Leading Vs Managing Roles and Relationships Developing Personality for Effective Leading Roles Authority Vs. Responsibility Leading the Team Delegation and Acceptance Mentoring Leadership–Styles, Models and Philosophy Leadership Styles Leadership Models Leadership Philosophy The Essence of Supportive Leadership The 21st Century Demand Leadership Competency Model Integrating, Cultivating and Rewarding Employees The Essence of Empowering Leadership Understanding the Needs, Motivation and Behaviour of
© CHARUSAT 2016
Classroom Contact Sessions
08
08
08
08
08
08
Page 288 of 533
Module No.
Classroom Contact Sessions
Title/Topic Your Employees Developing, Strengthening and Practicing the Empowerment Skills. Multiple Intelligence of Leadership Cognitive Intelligence Emotional Intelligence Social Intelligence Cultural Intelligence Moral Intelligence Spiritual Intelligence Practical Interplay and Expression of Multiple Intelligence Contemporary Issues
7
8
Total IV.
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of leadership and its nuances The ability to asses self and others for leadership traits The ability to grow to a 360o leader. An understanding of what leaders do to be successful.
Reference Material
Text-Books 1. MTD Training, (Latest Edition), Leadership, Bookboon. 2. Douglas L. Jones, Empowering Leadership, (Latest Edition), Bookboon. 3. Walter Baets, Erna Oldenboom, (Latest Edition), Value Based Leadership in Business Innovation, Bookboon.
Reference-Book 1. Roger Gill, (Latest Edition), Theory and Practice of Leadership, Sage Publications India Pvt. Ltd.
Journals / Magazines / Newspapers 1.
HBR Issues on Building Leadership Skills
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MB.871.3: BUSINESS REGULATIONS AND START-UP FINANCING (BRSF) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To understand the business regulations in India. To provide an understanding of the main areas needed to know about in order to run a successful business. To provide students information that will help them develop the knowledge, understanding and skills associated with starting a small business.
Course Outline
Module No.
1
2
3
4
5
6
7
Title/Topic Industrial Acts and Legislations Companies Act Industrial Disputes Act Industries Development and Regulation Act Trade Unions Act Contract Law Laws relating to Intellectual Property Rights (IPRs) IPR and WTO India and IPR Key Regulations Environment Exports and Imports Occupational Health and Safety Man Power Competition Protection Finance and Economics Concepts Financial Planning and Management Financial Statements and Analysis Creating a Budget, Breakeven, What You Need to Show an Investor? Estimating Funding Needs Creating A Basic Financial Model and Budget Angle and Venture Funding Definition Methods Alternative Sources of Funding Crowd sourcing Foundations
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Classroom Contact Sessions
08
08
08
08
08
08
08
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Module No. 8
Classroom Contact Sessions
Title/Topic Corp Venture Contemporary Issues
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The understanding of the economic importance of entrepreneurs, enterprise and small business start-ups. The ability to understand the importance of a well-researched and well-constructed business plan. The ability to construct a business plan to attract potential lenders and investors.
Reference Material
Text-Books 1.
Philip J. Adelman, Alan M. Marks, (Latest Edition), Entrepreneurial Finance, Pearson Education. 2. William J. Stolze, (Latest Edition), Start Up Financing: An Entrepreneur's Guide to Financing a New or Growing Business, Career Pr Inc. 3. Sara Williams, (Latest Edition), The Financial Times Guide to Business Start Up: The most Comprehensive Annually Updated Guide for Entrepreneurs, Pearson Education. 4. Burns, P. (Latest Edition), Entrepreneurship and Small Business, Palgrave Macmillan Publishers Ltd.
Reference-Book 1.
Naeem Zafar, (Latest Edition), Finance Essentials for Entrepreneurs A Simple Guide to Understanding and Creating Financial Statements for Your Business
Journals / Magazines / Newspapers 1. SME World
Websites
http://business.gov.in/starting_business/pricing.php
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MB.872.3: CREATIVITY, INCUBATION AND INNOVATION (CII) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of the course are as follows: To understand the purpose, processes and tools of creativity and innovation. To discern appropriate strategies for implementing ideas. To appreciate the challenges that members of society and specifically entrepreneurs in today‟s ever changing, diverse, and global environment. II.
Course Outline
Module No.
1
2
3
4
5
Title/Topic What are Creativity, Incubation and Innovation Creativity How Business Incubators Work Innovation Innovation = Creativity + Commercialization The Business Incubator Players The Property Developers Government and Local Government The Academics The Corporate Venturers The Entrepreneurs The Venture Capitalists The Business Angels The Consultants Variations on a Theme Incubator Associations Creativity Tools and Techniques Lateral Thinking Enablers and Barriers to Creativity Creative Personality Brainstorming Entrepreneurial Creativity Creativity and Creative Groups Three Components of Individual Creativity Characteristics of Creative Groups Time Pressure and Creativity Steps for Increasing Your Own Creativity Types of Innovation Incremental and Radical Innovation Factors that Favor Incremental Innovation
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Classroom Contact Sessions
08
08
08
08
08
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Module No.
Classroom Contact Sessions
Title/Topic Innovations in Processes Service Innovations Idea Generation New Knowledge Tapping the Ideas of Customers Learning from Lead Users The Role of Mental Preparation How Management can Encourage Idea Generation Moving Innovation to Market The Idea Funnel Stage-Gate Systems Extending Innovation through Platforms Contemporary Issues
6
7 8
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 295 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the concepts of building blocks of innovation. The ability to understand processes and methods of creative problem solving: observation, definition, representation, ideation, evaluation and decision making. Their creative and innovative thinking skills. The ability to learn to practice and value teaming, communication, and diversity. The ability to understand risk taking, paradigm shift, and paradigm paralysis.
Reference Material
Text-Books William and Sons, (Latest Edition), Managing Creativity and Innovation: Practical Strategies to Encourage Creativity, Harvard Business School Press. 2. Bettina von Stamm, (Latest Edition), Managing Innovation, Design and Creativity, John Wiley & Sons, Inc. 3. Edited by Meredith Erlewine and Ellen Gerl, (Latest Edition), A Comprehensive Guide to Business Incubation National Business Incubation Association NBIA Publications. 4. Colin Barrow, (Latest Edition), Incubators: A Realist's Guide to the World's New Business Accelerators, John Wiley & Sons, Inc. 1.
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Reference-Books 1.
Shlomo Miatal and D.V.R. Seshadri, (Latest Edition), Innovation ManagementStrategies, Concepts and Tools for Growth and Profit, Sage Publications.
Journals / Magazines / Newspapers 1.
International Journal of Innovation, Creativity and Change
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MB.873.3: MANAGEMENT OF TECHNOLOGY AND INNOVATION (MTI) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To understand the dynamics of technological innovation To be familiar with how to formulate technology strategies To know how to implement technology strategies. To understand how to manage ideas in a technological based organization.
Course Outline
Module No. 1
2
3
4
5
6 7
Title/Topic Introduction Technology for Survival and Growth Innovate or Abdicate Change or Perish Science and Technology Scientific Discovery Technology Differences between Science and Technology Types of Technologies Technology Portfolio Technology Life Cycle Globalization of Technology Management of Technology Strategic Management of Technology Strategic Technology Management System Technology Forecasting Technology Generation Asset Protection and Timing of Innovation and Technology Methods to Protect Technological Knowledge Patents, Secrets, Etc. Models and Strategies of Market Timing for Innovations Technology Maturity, Obsolesce and Discontinuities Technology Maturity Technology Obsolescence Technological Discontinuities International Technology Transfer and Know-How Internationalization and Management of Innovation Introduction to New Product Development (Internal
© CHARUSAT 2016
Classroom Contact Sessions 08
08
08
08
08
08 08
Page 298 of 533
Module No.
8
Classroom Contact Sessions
Title/Topic Technology Transfer) and Open Innovation New Product Development (NDP) Contemporary Issues
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the management of technology and innovation and work for instance in the area of business development, strategic projects or innovation management in his/her organization.
Reference Material
Text-Books Vijay Kumar Khurana, (Latest Edition), Management of Technology and Innovation, Ane Books Pvt. Ltd. 2. Schilling, M, (Latest Edition), Strategic management of technological innovation. McGrawHill. 1.
Reference-Books 1. 2.
Robert Burgelman, (Latest Edition),Strategic Management of Technology and Innovation, McGraw-Hill/Irwin Khalil, Tarek, (Latest Edition), Management of Technology: The Key to Competitiveness and Wealth Creation, Boston, MA: McGraw Hill Irwin.
Journals / Magazines / Newspapers 1. 2.
Journal of Business Venturing Technological Forecasting and Social Change
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MB874.3: SOCIAL ENTREPRENEUSHIP AND MANAGEMENT (SEM) YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of the course are as follows: III.
To understand the field of social entrepreneurship and many of the opportunities, challenges, and issues faced by social entrepreneurs To understand and appreciate the role of (and need for) social entrepreneurship in building a sustainable society. To acquire the knowledge, skills, tools and techniques needed to become an entrepreneur in the social sector. To understand how to develop sustainable “business” model for building a social enterprise that can make a difference
Course Outline
Module No.
1
2 3
4
5 6 7 8
Classroom Contact Sessions
Title/Topic Defining Social Entrepreneurship What is Social Entrepreneurship Who are the Pioneers What does A Social Entrepreneur Do? Social and Business Entrepreneurship Understanding the SE Terrain Sector Studies Social Entrepreneurs’ DNA Social Enterprise Cases Global v/s Local Managing a Social Venture The Challenge of Managing Business Professional‟s V/S Social Activists. Managing Operations Accounting in A Non Profit Context Marketing Social Entrepreneurship Hybrids, Partnerships and Alliances Measuring Social Impact Delivering The Promises Understanding Risk: The Social Entrepreneur, and Risk Management Envisioning an Innovative Society How is Social Entrepreneurship Changing Minds? Governments Role Contemporary Issues
Total
© CHARUSAT 2016
08
08 08
08
08 08 08 04 60
Page 301 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation
Sl. No. 1 2 3 4 5
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The knowledge of the famous cases and stories of social entrepreneurs. The ability to analyze the goods and bad‟s of SEs, and potentially able to provide consultancy. The students will also learn to participate in social entrepreneurship, e.g. volunteering, entering competition, internship etc.
Reference Material
Text-Books David Bornstein, (Latest Edition), How to Change the World. New York: Oxford University Press. 2. David Bornstein, (Latest Edition), Social Entrepreneurship: What Everyone Needs to Know. Oxford; New York: Oxford University Press. 3. Justine C. Law and James J. Baderman, (Latest Edition), Everyday Legends: The Ordinary People Changing Our World, the Stories of 20 Great UK Social Entrepreneurs. WW Publishing. 4. Willie Cheng, (Latest Edition), The world that changes the world: how philanthropy, innovation, and entrepreneurship are transforming the social ecosystem. John Wiley & Sons. 1.
Reference-Books Rob John, Skoll Centre Working Paper: Beyond the Cheque: How Venture Philanthropists Add Value. UK: Said Business School, University of Oxford. 2. J. Gregory Dees, Jed Emerson, Peter Economy, (Latest Edition), Enterprising Nonprofits. A Toolkit for Social Entrepreneurs, John Wiley and Sons. 3. Alex Nicholls, (Latest Edition), Social Entrepreneurship: New Models of Sustainable Social Change, Oxford University Press. 1.
Journals / Magazines / Newspapers 1. Journal of Social Entrepreneurship 2. International Journal of Social Entrepreneurship and Innovation 3. Social Enterprise Journal
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© CHARUSAT 2016
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TOURISM AND HOSPITALITY MANAGEMENT ELECTIVES
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MB880.3: PRINCIPLES AND CONCEPTS OF TOURISM AND HOSPITALITY MANAGEMENT (PCTHM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of basic concepts of tourism and hospitality management. To make the students aware of the significant contribution of tourism and hospitality industry.
Course Outline Module No.
1
2
Title/Topic Conceptual Framework of Tourism and Hospitality Industry Tourism and Hospitality o Concept, Meaning, Nature and Scope Definition and Differentiation o Tourist o Travellers o Visitor o Transit Visitor o Excursionist Leisure, Recreation and Tourism and their Interrelationship Greening of the Hospitality Industry The Tourism System Tourism Resource Attraction Product Market Industry Destination in the Context of Tourism Components of Tourism Intermediaries and Suppliers Types and Typologies of Tourism Medical, Adventure and Educational Tourism Approaches to Study Tourism Elements of Tourism Attraction Accessibility Accommodation
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Classroom Contact Sessions
05
10
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Module No.
3
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Concept and Types of Tourism Products Characteristics of Tourism Products Historical Dimensions of Tourism Travel and Tourism through the Ages o Early Travels o „Renaissance‟ and o „Age of Grand Tours‟ o Emergence of Modern Tourism o Concept of „Paid holiday‟ Understanding Tourism Motivations Concept of Heritage Management Commercialization of Tourism and Hospitality Business Factors Affecting Growth and Development of International and National Tourism Concept of Push and Pull Factors in Tourism Impacts of Industrialization and Technological Advancements on Tourism and Hospitality Industry Destination Creation Infrastructure in Tourism and Hospitality Business Tourism Infrastructure o Types, Forms and Significance Transport Sectors o Modes and Relative Significance Other Support Infrastructures required for Tourism Tourism Demand and Supply Concept of Demand and Supply in Tourism Unique Features of Tourist Demand Constraints in Creating Ideal Destination Significance of Tourism and Hospitality Industry Economic Impacts of Tourism and Hospitality Business o Income and Employment o Multipliers of Tourism o Balance of Payments o Foreign Exchange Etc. Socio-Cultural Impacts of Tourism and Hospitality Business o Cultural Exchange Among Nations and International Understanding Impacts of Tourism and Hospitality Business on Ecology and Environment. Emerging Forms of Tourism Contemporary Issues
Total
© CHARUSAT 2016
08
08
08
08
08
05 60
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
© CHARUSAT 2016
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Clear exposure and understanding of the basic concepts of tourism and hospitality management. Insights into the historical dimensions, role of infrastructure and significance of tourism and hospitality industry.
Reference Material
Text-Books 1. Cooper, C. Fletcher, J. Gilbert, D. and Wanhill, S., (Latest Edition), Tourism: Principles and Practice, Addison Wesley Longman Publishing, New York. 2. Mishra, S. N. Sadual S. K., (Latest Edition), Basics of Tourism Management, Excel Books.
Reference-Books 1. Prasad, V. and Sundari V. B. T., (Latest Edition), Travel and Tourism Management, Excel Books. 2. Raj. K., (Latest Edition), Modern Dictionary of Tourism, Ivy Publishing House. 3. Seth, P. N. Bhat, S., (Latest Edition), An Introduction to Travel and Tourism, Starling Publishers. 4. Krishnan, K. K., (Latest Edition), Managing Tourist Destination: Development, Planning, Marketing, Policies, Kanishka Publishers Distributors. 5. Bhatia, A. K., (Latest Edition), Tourism Development: Principles and Practices, Starling Publishers Pvt. Ltd.
Journals / Magazines / Newspapers 1. The Management of Hospital and Tourism Enterprise. 2. Asia on Tour: Exploring the Rise of Asian Tourism, Tim Winter
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MB881.3: TOURISM POLICY, DESTINATION PLANNING AND DEVELOPMENT (TPDPD) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of basic concepts of Tourism Policy, Planning and Development. To make the students aware about the different types of tourism planning. To increase understanding of the steps taken by Indian Government for Tourism development in India.
Course Outline
Module No.
1
2
3
4
Title/Topic Tourism Policy Concept of Policy Role of Government, Public and Private Sectors in Formulating Tourism Policy National Tourism Policy 1982 and 2002 Tourism Planning Planning o Concept o Definition o Nature o Process Tourism Planning o Concept o Need o Objective o Goals Levels and Types of Planning Tourism Planning Principles Importance of Planning in Tourism Steps in Tourism Planning Planning, Staffing and Evaluation Approaches of Planning in Tourism Planning Approaches for Different Form of Tourism Eco Tourism Urban Tourism Rural Tourism Destination Planning Ways and Benefits of Destination Planning
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Classroom Contact Sessions
05
10
08
08
Page 310 of 533
Module No.
Classroom Contact Sessions
Title/Topic
Planning for the Development of a Tourist Destination Impacts of Unplanned Tourism Development on a Tourist Destination Process of Destination Planning Significance of Defining Objectives, Background Analysis and Detailed Research in the Destination Planning Process Destination Planning Process Development of Tourism in India Plans and Policies of the Government of India for the Development of Tourism Sector National Action Plan for Tourism (NAPT) 1992: Objectives and Strategies. Constraints of Developing the Tourism Sites Challenges Faced during the Implementation of Tourism Development Plans. Role of State and Central Government in Allocating Funds for Tourism Development Benefits of Developing the Tourism Sites Contemporary Issues
5
6
7
8
Total IV.
08
08
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 311 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand of tourism policies, short term and long term tourism planning and the constraints and challenges associated with it. The ability to understand the development aspects involved in tourism management.
Reference Material
Text-Books 1. 2.
Inskeep, E., (Latest Edition), Tourism Planning: An Integrated and Sustainable Development Approach, Van Nostr and Reinhold, New York. Sharma, J. K., (Latest Edition), Tourism Planning and Development, New Delhi.
Reference-Books 1. 2. 3. 4.
Mukhopadhyay S., (Latest Edition), Tourism Economics, ANE Books, New Delhi. Sharma. K. K., (Latest Edition), Planning For Tourism, New Delhi. Sinha, R. K., (Latest Edition), Tourism: Strategies, Planning and Development, New Delhi. UNWTO, (Latest Edition), National and Regional Tourism Planning: Methodology and Case Studies, Thomson Learning, UK.
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Journals / Magazines / Newspapers 1. Journal of Tourism and Hospitality Management, ISSN 2328-2169. 2. South Asian Journal of Tourism and Heritage, ISSN 0974-5432.
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MB882.3: INDIAN TOURISM AND HOSPITALITY MANAGEMENT (ITHM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To familiarize students with the important tourism destinations in India. To help students to understand the relevance and importance of famous tourism destinations in India. To help students to understand the significance of developing Indian tourism destinations. To help students to understand emerging trends in tourism industry.
Course Outline
Module No.
1
2
3
Title/Topic Indian Tourism Diversity India as Tourism Destination Man Made Tourism Resources Architectural Heritage o Forts, Palaces, Monument Indian Culture and Traditions Culture and Tradition o Folklore, Cuisine, Costume Religions o Jainism, Islam, Hinduism, Christianity, Sikhism Dance and Music Handicrafts Fairs and Fests Important Destinations in India Natural Tourism Resources National Parks Wild Life Sanctuaries Biosphere Reserves Mountains Beaches Islands Back Water Inland Water Ways Adventure Tourism Aero Based Tourism
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Classroom Contact Sessions
05
08
08
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Module No.
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Perspectives of Tourism and Hospitality Management in Selected States of India with respect to the following details: Profile of the State o Brief History o Major Destinations o Archaeological o Historical o Heritage o Religious o Natural Resources Other Major Cities Arts, Crafts and Shopping Folk Music and Dances Fairs and Festivals Adventure Sports and Special Interest Tours National Parks and Wildlife Sanctuaries Cuisine Major Circuits and Packages Popular Tourist Festivals Organized for the Promotion of Tourism Other Places of Interest Like Major Museums, Adventure Sports, Forts, Palaces etc. Heritage Management Assessing the Economic Evaluation of Heritage Sites Need and Significance of Developing the Heritage Sites Constraints Faced during the Heritage Management Role of Government and Local Authorities in Heritage Management Educating Local People in regards to Heritage Management Role of National Organizations Engaged in Heritage Management Dynamism of Indian Tourism and Hospitality Industry Emerging Form of Tourism in India o Responsible o Alternative o Rural o Agro Tourism Sustainable Tourism o Eco Tourism o Medical Tourism o Village Tourism Contemporary Issues
Total
© CHARUSAT 2016
14
06
06
08
05 60
Page 315 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Clear understanding and exposure to the details of Indian Tourism industry and its significance. The ability to think strategically in expanding the tourism business in India by capitalizing the natural and cultural diversity of India.
Reference Material
Text-Books 1. Basam A.L., (Latest Edition), Wonder – That Is India, Pan Macmillan. 2. Bryn Thomas, (Latest Edition), Lonely Planet, Lonely Planet Publications. 3. Asif Iqbal Fazili, (Latest Edition), Tourism in India Planning and Development, New Delhi.
Reference-Books 1. Bhagawati, A. K., Bora, A. K., Kar, B. K., (Latest Edition), Geography of Assam, Rajesh Publishers, Latest Edition, New Delhi. 2. Bora, Sheila and M. C., (Latest Edition), The story of Tourism: An Enchanting Journey through Indias‟ North- East, USB Publishers Distributors Pvt. Ltd., New Delhi. 3. Romila Chowla, (Latest Edition), Cultural Tourism and Heritage, Arise Publishers, New Delhi. 4. I. C. Gupta, (Latest Edition), Tourism Products of India, Gian Publishing House, New Delhi. 5. Acharya Ram, (Latest Edition), Tourism and Cultural Heritage of India, RBSA Publishers, Jaipur.
Journals / Magazines / Newspapers 1. Journal of Tourism and Hospitality Management, ISSN 2328-2169.
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MB883.3: LEGAL ASPECTS OF TOURISM AND HOSPITALITY MANAGEMENT (LATHM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enables students to know the government rules and regulations to set up a business in tourism and hospitality industry. To create awareness among students about service industry related laws like contract act, industrial legislation and tourism related laws.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Role of Indian Government Regulatory Framework of Tourism and Hospitality Industry in India. Role of Ministry of Tourism in India. State Level Tourism Development Corporation Introduction to Indian Acts Applicable to Tourism and Hospitality Industry Minimum Wages Act Workmen‟s Compensation Act Payment of Gratuity Act 1972 Payment of Bonus Act 1966 Employee State Insurance Act Consumer Protection Laws Entertainment Laws No Smoking Laws Behavioural Rules and Restrictions in Public Areas Foreign Exchange Regulation Act Procedure for Customer Grievance Redressal Role of State and National Commission Tourism Laws in India The Wildlife Protection Act 1980 Antiquities and Art Treasures Act 1972 Monuments and Archaeological Sites and Remains Act 1958 Sustainable and Preservation Act Laws related to Tourists in India Citizenship Act Passport Act Foreigners Registration Act Import Export Control Act
© CHARUSAT 2016
Classroom Contact Sessions
05
10
08
08
08
Page 318 of 533
Module No.
6
7 8
Classroom Contact Sessions
Title/Topic Tourism related Procedures and Guidelines Customs FERA Act Reserve Bank of India – Guidelines Government Procedures Tourism Regulations of Government Laws and Regulations in Tourism and Hospitality Sector Laws and Regulations related to Transport Sector Laws and Regulations related to Hospitality Sector Laws and Regulations relating to Travel Agency Contemporary Issues
08
08 05 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 319 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The understanding and insights to the tourism and hospitality business related legislative framework with more emphasis on the role played by Ministry of Indian Tourism and State governments to promote the tourism activities in India.
Reference Material Text-Books 1. M. C. Metti, (Latest Edition), Hotel, Restaurant and Travel Law, Anmol Publications. Pvt. Ltd. 2. Gary and Chawla, (Latest Edition), Mercantile law, Anmol Publications. Pvt. Ltd. 3. Gary and Chawla, (Latest Edition), Business Law, Anmol Publications. Pvt. Ltd. 4. Tulsian, (Latest Edition), Business Law, Anmol Publications. Pvt. Ltd. Reference-Book 1.
Bare Acts for the Acts covered in Course Syllabus.
© CHARUSAT 2016
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MB884.3: FRONT OFFICE MANAGEMENT (FOM) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To help students to know the basic functions of front office management. To help students to understand the emergencies and critical issues to be handled in Tourism and Hospitality business.
Course Outline
Module No.
1
2
3
Title/Topic Front Office Basics Front Office – House Keeping Front Office Organization Charts Front Office Personnel Job Descriptions of Front Office Staffs Inter Departmental Relationship between Front Office and Other Departments Qualities of Front Office Staff Reservations Types of Reservation o Guaranteed Reservation o Non-Guaranteed Reservation o Travel Agents Reservation o Corporate Reservation o Group Reservation Source of Reservation Importance of Reservation Methods of Reservation On-Line and Off-Line Bookings Basic Reservation Activities Reservation Records and Documents Reservation Charts Computerized Reservation System Reservation Cancellation Terms and Conditions Registration Registration Activities Pre-Arrival Registration Maintenance of Registration Records Flow of Guest Information between Front Office and Other Departments Walk-In Guests
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Classroom Contact Sessions
05
10
08
Page 321 of 533
Module No.
4
5
6
7 8
Classroom Contact Sessions
Title/Topic Guest with Non-Guaranteed Reservation Guest with Guaranteed Reservation Functions of Front Office Accounting System Types of Accounts The Front Office Accounting Cycle Creation and Maintenance of Accounts Settlement of Accounts Types of Settlement , Cash Settlement, Credit Settlement Methods of Handling Guest Accounts Manually and Computerized Accounting Tariff Structure and Payment Handling Basis of Charging Hubbart Formula Different Types of Tariffs Rack Rates Discounted Rates for Corporates, Airlines, Groups and Travel Agents Alliance Maintenance Maintaining Executive Longue Foreign Currency Handling Forms of Payments Complaint Handling Emergency Procedures Medical Emergency, Theft, Death, Fire Dealing with Drunken Guest Dealing with Guest Problems Telephone o Services o Equipment o Procedure o Manners Telex and Fax Messages o Equipment and Procedures Safety Locker Management Sector Specific Front Office Management Hotel Aviation Contemporary Issues
Total
© CHARUSAT 2016
08
08
08
08 05 60
Page 322 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding of the basic functions of front office management like reservation, registration and account keeping. The ability to learn the strategies to deal with the customers in critical situations.
Reference Material
Text-Books Peter Abbott, (Latest Edition), Front Office Procedures and Management, ButterworthHeinemann. 2. S. K. Bhatnagar, (Latest Edition), Front Office Management, Frank Bros. and Co. Publishers Ltd., New Delhi. 1.
Reference-Books Dennis Foster, Lake Forest, (Latest Edition), Front Office Operation and Administration, McGraw-Hill. 2. Micheal L., Kasavama, (Latest Edition), Front Office Procedures, EIAHMA, US. 1.
Journals / Magazines / Newspapers 1.
The Management of Hospital and Tourism Enterprise.
© CHARUSAT 2016
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JOURNALISM AND MASS COMMUNICATION MANAGEMENT ELECTIVES
© CHARUSAT 2016
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MB890.3: DEVELOPMENT COMMUNICATION (DC) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To sensitize students with the need and issues of development To understand paradigms of development, and their adoption To have an understanding of approaches to development communication To understand development issues, particularly in Indian perspective
Course Outline
Module No 1
2
3
4
Title/Topic Introduction to Development Development: Definition Measuring Development Characteristics of Developing Countries Development Organizations and Plans Union or State Governments Ministries and Departments Planning Commission: Five Year Plans International Organizations: UNICEF, UNDP, UNESCO, WTO, WHO Theories of Development Dominant Paradigms o Modernization Approach o Rostow‟s Theory of Stages of Growth o Big Push Theory o Theory of Unbalanced Growth Structuralist Paradigms o Dependency Theory o Theory of Raul Prebisch o Theory of Andre Gunder Frank o Paulo Freire Approach Non-Unilinear Approach o Approaches of Gandhi and Schumacher o Neo Marxist Paradigm o Basic Needs Model Development Communication Development Communication: Definition, Concept, Need Role of Mass Communication in Development o Empathy o Diffusion of Innovation o Magic Multiplier
© CHARUSAT 2016
Classroom Contact Sessions 06
06
12
10
Page 326 of 533
Module No
Classroom Contact Sessions
Title/Topic o Development Support Communication Definition, Concept, Extension o Application of DSC in Agriculture, Health, Literacy Localized Approach o Participatory Rural Appraisal o Application of DSC in Agriculture, Health, Literacy o Role of NGOs and Panchayati Raj Institution in Development Indian Perspective and Development Issues Rural Development o Poverty Alleviation o Land Reforms o Women and Child Development o Health and Family Welfare Urban Development o Slum, Housing o Public Transport, Traffic o Water and Power Supply Forest and Tribal Development o Ecology Vs. Economy o Tribal Rights on Forest o Wild Life and Forest Conservation Sustainable Development Sustainable Development: Concept and Practice Role of Media Role of Media in Development Use of Traditional Media for Development Role of Print Media in Development Contribution of Broadcast Media to Development New Media and Development Cinema and Development Contemporary Issues
5
6
7
8
Total IV.
08
06
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
© CHARUSAT 2016
Page 327 of 533
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of development communication and understand its role in society.
Reference Material
Text-Books 1. Tiwari, IP., (Latest Edition),Communication Technology and Development, Publication Division, Govt. of India, New Delhi. 2. Thirwall A. P., (Latest Edition), Growth and Development –With Special Reference to Development Economics, ELBS/Macmillan, New York.
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Reference-Books 1. Singhal, Arvind, Rogers, (Latest Edition), India‟s Information Revolution, Sage, New Delhi. 2. Melkote, Srinivas R., (Latest Edition), Communication for Development in the Third World: Theory and Practice, Sage, New Delhi. 3. Ostman, Ronals E., (Latest Edition), Communication and Indian Agriculture, Sage, New Delhi. 4. Dreze Jean and Sen Amartya., (Latest Edition), Indian Development: Selected Regional Perspective, Oxford, Delhi. 5. Gupta V. S., (Latest Edition), Third Revolution in Indian Perspective- Contemporary Issues and Themes in Communication, Concept Pub Co. New Delhi. 6. Jonson Kirk., (Latest Edition), Television and Social Change in India, Sage, New Delhi. 7. Mody, Bella., (Latest Edition),Designing Message for Development Communication, Sage, New Delhi.
Journals / Magazines / Newspapers 1.
The Journal of Development Communication.
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MB891.3: INTROUDCTION TO MASS COMMUNICATION AND JOURNALISM (IMCJ) YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To understand the relationship between communication and society. To study different modes, structures and forms of communication. To apprise students of theories of mass communication in socio cultural perspective
Course Outline
Module No 1
2
3
4
5
6
7
Title/Topic Introducing the Mass Communication Introduction Tools of Mass Communication Mass Communication and Society Principles of Communication Communication Principles of Effective Communication Business Communication Techniques Mass Communication: Various Approaches Theoretical Approach Approach to Culture Pertinent Issues Journalism Journalism News Reporting Editing Newspaper Printing and Management Photography Photojournalism Advertising and Public Relations Advertising Objective DAGMAR Models Public Relations Mass Communication Channels Print Media Electronic Media Cinema Recent Trends in Mass Communication Green Revolution Cyber Journalism
© CHARUSAT 2016
Classroom Contact sessions 06
06
10
06
10
10
06
Page 330 of 533
Module No
Classroom Contact sessions
Title/Topic Event Management Designing Creative Brief Contemporary Issues
8
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
Page 331 of 533
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to apply the concepts of Mass Communication, Journalism and latest trend in it.
Reference Material
Text-Books B.K. Chaturvedi, S.K. Mittal, (Latest Edition), Mass Communication Principles and Practices, Global Vision Publishing House. 2. McQuail, Dennis, (Latest Edition), Mass Communication Theory, Sage Publication, New Delhi. 1.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Baran, Stanley J and Davis, Dennis K., (Latest Edition), Mass Communication Theory, Thomson Wadsworth, New Delhi. Ghosh, S., (Latest Edition), Mass Media Today in the Indian Context, Profile Publishers, Kolkata. De Fleur, (Latest Edition), Melvin and Sandra, Ball Rokiach Theories of Mass Communication, Longman, New York. Susmita Bala., (Latest Edition), Samkeleen Sanchar Sidhant, DPS Publishing House, New Delhi. Narula, Uma, (Latest Edition), Handbook of Communication Models, Perspective, Strategies, Atlantic Publishers, New Delhi. Kumar, Kewal J., (Latest Edition), Mass Communication in India, Jaico Books, New Delhi. J.S. Yadava and Pradeep Mathur, (Latest Edition), Issues in Mass Communication: The Basic Concepts, Kanishka Publishers, Delhi. Shymali Bhattacharjee, (Latest Edition), Media and Mass Communication: An Introduction, Kanishka Publishers, Delhi.
Journals / Magazines / Newspapers 1. 2. 3. 4.
Mass Communicator: International Journal of Communication Studies. Journal of Advanced Research in Journalism and Mass Communication. Journal of Creative Communication. Journalism and Mass Communication.
© CHARUSAT 2016
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MB892.3: MEDIA LAWS AND ETHICS YEAR 2, SEMESTER 3 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of the course are as follows: III.
To look into the relevance of media laws and analyze ethical issue. To assess need for regulation and control on contents in media. To apprise the students of cyber laws and the ethical issues involved. To understand the intricacies of promotional media and their responsibility.
Course outline
Module No
1
2
3
Title/Topic Introduction to Media Laws and Ethics The Roots of Constitutions Society, Laws, Media and Democracy Laws - Bills and Act, Ordinance, Regulations, Statute, Code, Norms, Conventions Legal Terminology - Plaintiff, Defendant, Affidavit, Evidence, Prosecution, Conviction, Accused, Acquittal, Bail, Prima Facie, Subjudice etc. Ethical Issues Freedom of the Press Pre-Independence Press Laws, Curbs on Press Freedom Freedom of Speech and Expression, Freedom of the Press- Art 19(1)(A) Freedom of Speech and Expression as Applied to Cinema, Film Censorship Reasonable Restrictions on the Freedom of the Press- Art 19(2) Contempt of Court, Defamation Parliamentary Privileges Vs Freedom of the Press Official Secrets Act 1923 Transparency Laws in India and Elsewhere, RTI Act 2005 Whistleblower Laws in India and Other Countries, Public Interest Disclosure and Protection to Persons Making the Disclosure Bill, 2010 Media Laws and Ethical Issues Press and Registration of Books (PRB) Act 1867, Need of Amendment Working Journalist Act 1955 and 1958: Wage Boards and Fixation of Wages Press Council Act 1978, PCI and its Code of Conduct International Norms, Code of Ethics in Different Countries
© CHARUSAT 2016
Classroom Contact Sessions
06
08
08
Page 333 of 533
Module No
4
5
6
Title/Topic Intellectual Property Right, Copyright in India Right to Privacy, Invasion in Privacy By Media Laws Related to Vulgarity, Obscenity in Media Social Responsibility of the Press, Self Regulation Social Audit, Ombudsman Self Regulations among others Broadcast Media: Laws and Ethics Broadcast Laws in India and Abroad AIR and DD Broadcast Code, Commercial Code, Election Code Prasar Bharti Act: Relevance of Corporation, Standard of Contents Broadcasting Services Regulation Bill 2007, Issue of Content Code Fight For TRP and Its Fallout on Ethical Standard of TV Channels Self Regulation By the Industry: News Broadcasters Association (NBA) Regulation By the Government: Indian Broadcasting Foundation (IBF) Broadcasting Content Complaints Council (BCCC) Issue of Protection of Viewers and Competition Among Channel Operators, Cable Television Networks (Regulation) Act 1995, Act Role of Telecom Regulatory Authority (TRAI) in Broadcast Media Cyberspace: Laws and Ethics Cyber Crimes, Cyber Attacks, Cyber Bullying, Cyber Security Hacking and Anti-Hacking Concepts Information Technology Act 2000, Report of Expert Committee on Amendments Blogging and Social Networking Sites, and Ethical Issues Efforts for Control of Web Contents in India, China and Elsewhere Debate on Making Cyber Laws A Part of International Law Issue of Copyright and IPR on Web: Stop Online Piracy Act (SOPA) Protect IP Act (PIPA) Online Protection and Enforcement of Digital Trade Act (OPEN) Ethical Rules By Professional Bodies At National – International Level Promotional Media: Laws and Ethics Integrated Marketing Communication, Laws and Ethics Advertising, Media and Freedom of Speech Marketing and Advertising Regulations in India and Abroad Advertising and Consumers: Drug and Magic Remedies
© CHARUSAT 2016
Classroom Contact Sessions
08
08
08
Page 334 of 533
Module No
Classroom Contact Sessions
Title/Topic (Objectionable Advertisement) Act 1954 Consumer Protection Act 1986 Internet Advertising, Piracy Policies and Related Issues Advertising-Ethical Rules Framed By Advertising Standard Council of India (ASCI) Advertising Agencies Association of India, Indian Newspaper Society (INS) Ethical Rules Framed By International Bodies- American Association of Ad Agency (4 A) Federal Trade Commission (FTC) Cyber Journalism : Laws and Ethics Contemporary Issues
7 8
Total IV.
08 06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
V.
Sl. No. 1 2 3 4 5
Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
© CHARUSAT 2016
Page 335 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of Media Laws and Ethics.
Reference Material
Text-Books Ravindranath, P. K., (Latest Edition), Press Laws and Ethics of Journalism, Authors Press, New Delhi. 2. Barua, Vidisha, (Latest Edition), Press and Media Law Manual, Universal Law Publishing Co. Pvt. Ltd., New Delhi. 1.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Ravindran, R. K., (Latest Edition), Handbook of Radio, Television and Broadcast Journalism, Anmol Publication, Delhi. John Vernon Pavlik, (Latest Edition), New Media Technology, Allyn and Bacon. Ambrish Saxena, (Latest Edition), Freedom of Press and Right to Information in India, Kanishka Publication, New Delhi. Guha Thakurta, Paranjoy, (Latest Edition), Media Ethics, Oxford University Press, New Delhi. Jethwaney J. and Jain Shrut, (Latest Edition), Advertising Management, Oxford University Press, New Delhi. Angela Wadia, (Latest Edition), Global Resource Book on Right to Information, Kanishka Publication, New Delhi. Jean Claude Bertrand, (Latest Edition), Media Ethics and Accountability System, Transaction Publishers. Valerie Alia, Brian Brennan, (Latest Edition), Deadlines and Diversit, Fernwood Publishing. Barry Hoffmaster, (Latest Edition), Journalism Ethics in a Changing World, Black Point. Clow E Kenneth, (Latest Edition), Integrated Advertising, Promotion and Marketing Communication, Printice Hall. Philip Kotler, (Latest Edition),Marketing Management, Pearson Prentice Hall.
© CHARUSAT 2016
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Journals / Magazines / Newspapers 1. Journal of Applied Journalism and Media Studies 2. Journalism Studies, Taylor and Francis Journals
© CHARUSAT 2016
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MB893.3: MEDIA ECONOMICS AND ANALYSIS YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
To explains the fundamental concepts relevant to the study of media economics. To Study economic theory to business practice. To study the impact of economics on public policy.
III. Course outline Module Title/Topic No Introduction to Media Economics Macroeconomics and Microeconomics The Firm in Economic Theory Competitive Market Structures Market Structure and Behaviour 1 What is So Special about Economics of the Media? Key Economic Characteristics of the Media Economies of Scale Economies of Scope Strategies The Vertical Supply Chain Changing Market Structures and Boundaries Corporate Growth and Concentration Strategies Strategic Responses to Digitization 2 Managerial Theories Horizontal Expansion Diagonal and Conglomerate Growth Vertical Expansion Transnational Growth Media and Public Policy Free Market Versus Intervention Support Measures for Media Content Protectionism 3 Concentrated Media Ownership Promoting Competition Monopolies and Technological Change Maximising Efficiency PSBs and State Aid Rules Media and Market 4 Demand: Push to Pull Mass to Niche
© CHARUSAT 2016
Classroom Contact Sessions
06
08
08
08
Page 338 of 533
Module No
5
6
7
8
Classroom Contact Sessions
Title/Topic User Empowerment Segmentation and Branding Audience Flow Management Market Failure in Broadcasting Public Service Content Provision Economics of Content Supply Novelty and Risk Spreading Portfolios Repetition and Formats Funding Models: Cost Plus Versus Deficit Financing Windowing Media and Network Networks Economics of Networks Broadcasting Networks Global Networks in Transnational Publishing Online Content Distribution Social Networks and Microblogging The Changing Role of Networks in Media Economics Economics of Media Organizations Sources of Revenue in A Newspaper / Magazine Cost and Revenue Relationship in A Newspaper/ Magazine TV Organization: Issues of Marketing And Distribution Cost and Revenue Relationship in A TV Channel Cost and Revenue Factors in Web Based Organizations Economics of Advertising The Advertising Industry Why Does Advertising Take Place? Firms Control on their Own Markets Informative Versus Persuasive Advertising Advertising as a Barrier to Market Entry Advertising and the Performance of the Economy The Rise of Internet Advertising The Firm's Advertising Decision Contemporary Issues
06
10
08
Total IV.
06 60
Pedagogy The course will emphasise self-learning and active classroom interaction based on students‟ prior preparation. The instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered and the reading material for every session. Wherever the material for any session is drawn from sources other than the prescribed text-book, reference books, journals and magazines in the library, or from websites and other resources not accessible to the students, the course instructor should make the
© CHARUSAT 2016
Page 339 of 533
material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom discussions of concepts and theory Case discussions Students‟ presentation Management Exercise/ Stimulations/Game Feedback
… … … … …
About 40 sessions About 08 sessions About 06 sessions About 04 sessions About 02 sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation
Sl. No. 1 2 3 4 5
The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the concepts of Media Economics and Analysis.
Reference Material
Text-Book 1.
Doyel G., (Latest Edition), Understanding Media Economics, SAGE Publications Ltd.
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Reference-Books Porter, M. E., (Latest Edition), The Value Chain and Competitive Advantage, M. E. Porter, Competitive Advantage (First., pp. 33–61). 2. Albarran, A. B., (Latest Edition), Media Economics: Understanding Markets, Industries and Concepts, Ames, IA: Iowa State Press. 3. Albarran, A. B., (Latest Edition), The Media Economy, New York: Routled. 1.
Journals / Magazines / Newspapers 1. Journal of Applied Journalism and Media Studies 2. Journalism Studies, Taylor and Francis Journals
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MB894.3: MEDIA ANALYTICS YEAR 2, SEMESTER 3 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
To gain an understanding of how managers use business analytics to formulate and solve business problems and to support managerial decision-making. To become familiar with the processes needed to develop, report, and analyze business data. To learn use of statistical tools and software for business analytics.
III. Course Outline Module Title/Topic No Introduction to Media Analytics Introduction to Analytics 1 A Framework for Analytics Need and scope of Media Analytics Data Visualisation and Interpretation Types of Data Data Summarisation and Visualisation 2 Basic Probability Concepts Sampling and Estimation Data Interpretation Data Modelling- I Fitting and Interpreting Regression Model 3 Identifying and Selecting Important Predictors Operation Research and Linear Programming Data Modelling- II Dummy Variables and Interaction Terms 4 Nonlinear Relationship and Data Transformation Multi-Collinearity and Variable Selection Decision Framework Decision Need 5 Decision Model Decision Making Decision Execution Media Channel Analytics Audience Analytics Quality Service Monitor 6 Viewer Diagnostics Social Media Analytics Mobile Analytics
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06
06
10
10
10
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Module No 7 8
Classroom Contact Sessions
Title/Topic Introduction to MS Excel and Statistical Software Use of MS Excel for Analysis Use of SPSS/ SAP for Analytics Contemporary Issues
10 05 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
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VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to apply the tools of business analytics.
Reference Material
Text-Book 1.
Rahul Saxena, and Anand Srinivasan, (Latest Edition), Business Analytics: A Practitioner‟s Guide, Springer Science and Business Media, New York
Reference-Book Wolfgang Jank, (Latest Edition), Business Analytics for Managers, Springer Science and Business Media, USA. 2. Chuck Hemann, Ken Burbary, (Latest Edition), Digital Marketing Analytics: Making Sense of Consumer Data in a Digital World, Que Publising, USA. 3. S. Albright, Wayne Winston, (Latest Edition), Business Analytics: Data Analysis and Decision Making, Cengage Learning, USA. 1.
Journals / Magazines / Newspapers 1. Journal of Applied Journalism and Media Studies 2. Journalism Studies, Taylor and Francis Journals
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Master of Business Administration (MBA) Programme
SYLLABI (Semester – 4)
CHAROTAR UNIVERSITY OF SCIENCE AND TECHNOLOGY © CHARUSAT 2016
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MB805.3: COMPREHENSIVE PROJECT (CP) (PRACTICAL) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
6
The objectives of this course are as follows:
III.
To enable the students to investigate in detail a topic relating to one of their areas / streams of specialisation, and in the process, develop a comprehensive understanding of the area/stream.
Pedagogy For this course, each student will choose his/her faculty guide in the area/stream and work on the issue jointly with the faculty. The students will work on their projects individually and not in pairs or teams. The institute may appoint a faculty guide in case a student is not able to choose a guide, or if a faculty member is chosen as a guide by too many students to allow him to do justice to the students by way of guidance. As a rule, no faculty member may be permitted to guide more than five students. A faculty co-guide may also be appointed for every/any student. The investigation will be in the nature of a research through: i. ii.
Study of secondary data from books, journal and magazine articles, newspaper articles, websites, electronic and physical databases, etc; Primary data collection through interviews, discussions, and other research instruments. Students are encouraged to pursue the research in the organisation where they had undergone their summer internship.
The outcome of the research will be a comprehensive report which would contain, among others, the following:
Area of research chosen, with reason Literature Review Problem Definition Research Method Data Collection and Analysis Conclusions and Recommendations, if any. Limitations of the study and lead for further work
The detailed format of the report will be circulated to the students at the beginning of the third semester by the faculty guide.
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IV.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the faculty guide on the basis of the regularity and quality of work by the student under his/her guidance. The internal evaluation will be for 30% of the course.
V.
External Evaluation The University examination will be based on oral presentation, review of students‟ reports and a viva-voce and will carry 70% marks for the course evaluation.
VI.
Learning Outcomes At the end of the course, the students should have developed a comprehensive understanding of the chosen area of specialisation and the major issues in the area.
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MB806.3: LOGISTICS AND SUPPLY CHAIN MANAGEMENT (LSCM) YEAR 2, SEMESTER 4 I.
Number of credits
II.
Course Objectives
:
3
The objectives of this course are as follows: III.
To develop an appreciation of importance of an effective supply for competitive advantage. To introduce students to the supply chain network and enable them to gain the knowledge of planning and managing the supply chain processes.
Course Outline
Module No. 1
2
3
4
5 6
Classroom Contact Sessions
Title/Topic Building Strategic Framework to Analyze Supply Chains Understanding Supply Chain Management Supply Chain Performance: Achieving Strategic Fit and Scope Supply Chain Drivers and Obstacles Designing the Supply Chain Network Designing the Distribution Network in a Supply Chain Network Design in the Supply Chain Network Design in an Uncertain Environment Planning Demand and Supply in A Supply Chain Demand Forecasting Aggregate Planning Planning and Managing Inventories in A Supply Chain Managing Economies of Scale: Cycle Inventory Managing Uncertainty: Safety Inventory Sourcing, Transporting and Pricing Products Sourcing Decision in Supply Chain Transportation Contemporary Issues
Total IV.
07
08
08
08
07 07 45
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 23 Sessions About 10 Sessions About 06 Sessions About 04 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
The ability to understand and critically evaluate the principles of supply chain management. The ability to understand how a supply network should be organized and effectively managed, taking account in particular of supply strategy, inter-organizational relationships and logistics issues. The ability to appreciate the wider societal implications of supply chain management including public sector implementation, environmental impact, and globalization.
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VIII.
Reference Material
Text-Book 1.
Sunil Chopra, Peter Meindi, (Latest Edition), Supply Chain Management: Strategy, Planning and Operation, Pearson Education.
Reference-Books John T., (Latest Edition), Supply Chain Management, Mentzer Response books, Sage Publication. 2. Robert B. Handfield, (Latest Edition), Supply Chain Management, Prentice Hall. 1.
Journals / Magazines / Newspapers 1. 2.
Supply Chain Management Review California Management Review
Websites 1. 2. 3.
http://www.ism.ws/ http://www.supplymanagement.com/ http://supply-chain.org/
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MB807.3: MANAGERIAL EFFECTIVENESS (MAE) (PRACTICAL) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
2
The objectives of this course are as follows:
To prepare students to internalise managerial personality traits so that they can perform their roles in their chosen careers with effectiveness; To develop the students‟ negotiating and salesmanship skills; and To help the students manage their emotions for achieving a harmonious work-life balance.
III. Course Outline Module Title/Topic No. Understanding and Mapping Personality Introduction Personality Factors (Leadership Morale Vs. Individual Motivation) 1 Types of Personality Mapping Personality (SWOT Analysis and Exercises) Building Manners and Etiquettes (Individual / Group) Forming the Habits for Effectiveness The Seven Habits of Highly Effective People o Being Proactive and Personal Vision Development o Personal Leadership o Time Management 2 o Win-Win and Interpersonal Leadership o Empathic Communication o Synergy and Creative Cooperation o Balanced Self-Renewal The Eighth Habit o Striving for Excellence /Greatness Emotional Management Personal o Conflict, Individual Internal Conflict – How to Overcome it? o Scope for Introspection 3 o Stress Management and Coping Techniques Interpersonal o Life Position o Management Development Methods for Decision Making: Case Study, In-Basket, Management
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Classroom Contact Sessions
05
05
05
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Module No.
Classroom Contact Sessions
Title/Topic Games, etc. Interpersonal Skills: Situation Training, RolePlaying, Transaction Analysis, Johari Window, etc. o Individual‟s Knowledge: Conferences, etc. o Group: Crises Management (Disaster) Learning The Managers’ Way Unwritten Laws of Business Negotiation and Salesmanship Project Preparation Interviewing High Profile Personality (IHPP) o
4 5 6
05 05 05
Total IV.
30
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. He/she is expected to adopt innovative approaches to make the classroom and tutorial/laboratory sessions interactive, participatory and enriching. In view of the significance and importance of the life management skills for successful managerial practice, the instructor is expected to provide individual attention to the students and give them constant feedback for improvement. Wherever the material for any session is drawn from sources beyond the prescribed reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. In addition to these, every student is expected to undergo and undertake an interview. The pedagogical mix will be as follows:
Classroom Contact Sessions
Classroom discussions of concepts and cases Exercise-based Practice and Simulation Games Students‟ Interview / presentations based on Project Feedback
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… … … …
About 13 Sessions About 10 Sessions About 05 Sessions About 02 Sessions
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No. 1 2 3 4
Component Book Review and / or Presentation Assignments Interview of High Profile Personality Attendance and Class Participation
Number
Marks per incidence
1 3 1
60 60 30 Total
60 180 30 30
Percentage of total internal evaluation 20 60 10 10
300
100
Total Marks
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The internal marks will constitute 30% of the course evaluation. VI.
External Evaluation The University examination will be based on oral presentation, review of students‟ reports and a viva-voce / interview and will be for 70 % of the course evaluation.
VII.
Learning Outcomes At the end of the course, the participant should have developed skills and self-confidence necessary for managerial performance and build in to meet the organizational challenges.
VIII.
Reference Material
Text-Books Stephen R Covey, (Latest Edition), The 7 Habits of Highly Effective People, Simon and Schuster UK Ltd., UK. 2. Covey Stephen R, (Latest Edition), The 8th Habit from Effectiveness to Greatness, Simon and Schuster UK Ltd. 1.
Reference-Books 1. Covey Stephen R, (Latest Edition), First Things First, Simon and Schuster UK Ltd. (www.simonsays.co.uk) 2. Stephen R Covey with A. Roger Merrill, (Latest Edition), Principle Centered Leadership, Simon and Schuster UK Ltd. 3. Pestonjee, (Latest Edition), Stress and Coping – The Indian Experience, Sage Publication, California. 4. Shalini Verma, (Latest Edition), Body Language – Your Success Mantra, Sultan Chand and Co. Ltd., New Delhi. 5. Shiv Khera, (Latest Edition), You Can Win, Macmillan Co.
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6.
Anthony Grant and Jane Greene, (Latest Edition), It‟s Your Life. What are you going to do with it?- Pearson Publishing House.
Journals / Magazines / Newspapers 1.
Harvard Business Review
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MARKETING MANAGEMENT ELECTIVES
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MB815.3: PRODUCT AND BRAND MANAGEMENT (PBM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To develop an understanding of basic branding principles and their exposure to classic and contemporary branding application through real-life examples and cases; To make the students aware about the role of brands, the concept of brand equity, and the advantages of creating branding applications. To increase understanding of the important issues in planning, implementing, and evaluating brand strategies. To acquaint the students with the appropriate concepts, theories, models and other tools to make better brands. To understand the latest developments and cultivate an understanding of the adjustments to be made in branding strategies over time and geographic boundaries to maximize brand equity.
Course Outline
Module No.
1
2
3 4
Title/Topic Product Management: An Introduction The Business Objective The Market Opportunity Refinement of the Product Concept into New Product and Business New Product Development Process Opportunity Identification and Selection Creativity and the Product Concept Finding and Solving Customers Problems Analytical Attribute Approaches: Perceptual Mapping and Trade Off Analysis Concept Evaluation System Concept Testing Sales Forecasting and Financial Analysis Product Use Testing Implementation of the Strategic Plan: Commercialization / Launch Brand Management: An Introduction Brand and Brand Management Identifying and Establishing Brand Positioning and Values Customer Based Brand Equity
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Classroom Contact Sessions
03
12
03 09
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Module No.
Classroom Contact Sessions
Title/Topic Brand Positioning and Values Planning and Implementing Brand Marketing Programs Choosing Brand Elements to Build Brand Equity Designing Marketing Programs to Build Brand Equity Integrating Marketing Communications to Build Brand Equity Leveraging Secondary Brand Knowledge to Build Brand Equity Measuring and Interpreting Brand Performance Developing a Brand Equity Measurement and Management System Measuring Sources of Brand Equity: Capturing Customer Mindset Measuring Outcomes of Brand Equity: Capturing Market Performance Growing and Sustaining Brand Equity Designing and Implementing Brand Strategies Introducing and Naming New Products and Brand Extensions Managing Brands Overtime Managing Brands Over Geographic Boundaries and Market Segments Project and / or Book Reviews and Presentations Contemporary Issues
5
6
7
8 9
Total IV.
06
06
12
06 03 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
© CHARUSAT 2016
… … … … …
About 25 Sessions About 06 Sessions About 04 Sessions About 08 Sessions About 02 Sessions
Page 357 of 533
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed: Clear understanding of fundamentals, concerns of new product development and branding, brand elements and the process of creating / developing customer based brand equity.
VII.
Reference Material
Text-Books 1. Anita Goyal, Karl T Ulrich, Steven D Eppinger, (Latest Edition), Product Design and Development, Tata McGraw - Hill Education. 2. Linda Gorchels, (Latest Edition), The Product Manager's Handbook, Tata Mcgraw Hill Education Private Limited.
Reference-Books 1. Majumdar Ramanuj, (Latest Edition), Product Management in India, PHI Learning.
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2. Kevin Lane Keller, (Latest Edition), Strategic Brand Management, Pearson Education or PHI. 3. Jean Noel Kapferer, (Latest Edition), Strategic Brand Management, Creating and Sustaining Brand Equity Long Term, Kogan Page. 4. Dr. S. Ramesh Kumar, (Latest Edition), Managing Indian Brands, Marketing Concepts and Stretegies, Vikas Publishing House Pvt. Ltd. 5. YLR Moorthi, Brand Management, (Latest Edition), The Indian Context, Vikas Publishing House Pvt. Ltd. 6. Subroto Sengupta, (Latest Edition), Brand Positioning, Strategies for Competitive Advantage, Tata McGraw Hill Publishing Co. Ltd. 7. David A. Aaker, (Latest Edition), Building Strong Brands, Free Press. 8. Jean Noel Kapferer, (Latest Edition), Strategic Brand Management, Free Press.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8.
Journal of Brand Management Indian Journal of Marketing Indian Management Harvard Business Review Pitch The Economic Times (Brand Equity) The Hindu - Branding Business Line-Catalyst
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MB816.3: SERVICES AND RELATIONSHIP MANAGEMENT (SRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop insights into emerging trends in the service sector and understand the significance of marketing and management services. Various challenges faced by the marketers of service organization and strategy development.
Course Outline
Module No.
1.
2.
3.
Title/Topic Foundations for Services Marketing Introduction to Services Understanding of Service Economy The Difference between Marketing of Product and Services and Its Managerial Implications The Expanded Marketing Mix The Gaps Model of Service Quality Describing 5 Gaps – A Customer Gap and 4 Provider Gaps Focus on the Customer The Aspects of Customer Gap, Consumer Behaviour in Services Impact of Culture on Consumer Behaviour in Services-Its Strategic Implication. Customer Expectation of Service, the Zone of Tolerance The Factors Influencing Customer Expectation and how Service Marketers Tackle them Customer Perception, Customer Satisfaction and Service Quality Moments of Truth, Measuring and Managing Customer Satisfaction and Service Quality in Every Service Encounter Understanding Customer Requirement The Customer Expectation Gap ( Provider Gap: 1) Understanding Customer Perception and Expectation through Marketing Research Strategies. Concept of Relationship Marketing and Its Goals (Including CRM Process, Implementation and Audit) Foundation for and Levels of Relationship Strategies Service Recovery Strategies. Service Guarantees
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Classroom Contact Sessions
06
08
10
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Module No.
4
5
6
7
8 9
Classroom Contact Sessions
Title/Topic Aligning Service Design and Standards Quality Specification Gap (Provider Gap: 2) Aligning Strategies o Service Design o Redesign and Development o Process for Developing Customer-Defined Standards Physical Evidence o Its Importance o Its Roles and Strategies for Effectively Designing Physical Evidence Delivering and Performing Service Service Delivery Gap (Provider Gap- 3) Strategies for Closing this Gap Strategies for Integrating Appropriate Human Resource Practices in Service Firms Role of Customers in Service Firms Role of Customer in Service Delivery Strategies for Effective Service Delivery through Intermediaries Demand Management and Capacity Management Managing Service Promises Marketing Communication Gap ( Provider Gap: 4 ) Role and Need of Integrated Service Marketing Communication Strategies for Managing Service Promises and Internal Marketing Communication by Adopting Appropriate Pricing Strategies The Financial and Economic Effect of Services Relationship Marketing Key Concepts in Relationship Marketing Planning for Relationship Marketing Customer Relationship Management Customer Lifetime Value IT Enabled RM Customer Retention Contemporary Issues
Total IV.
06
08
06
06
06 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any
© CHARUSAT 2016
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session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
The skills to understand the customers and their requirements and frame strategies for the same. The skills to get new customers and maintain long-term relationship with the existing ones.
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VIII.
Reference Material
Text-Books 1. Valarie Zeithaml and Mary Bitner, (Latest Edition), Services Marketing- integrating customer focus across the firm, Tata McGraw- Hill. 2. Christopher Lovelock and Jochen Wirtz, (Latest Edition), Services Marketing, Pearson Education.
Reference-Books 1. Hellen Woodruff, (Latest Edition), Services Marketing, McMillian India Ltd. 2. Douglas Hoffman and John Bateson, (Latest Edition), Essentials Of Services Marketing: Concepts, Strategies and Cases, Thomson, South-Western. 3. Francis Buttle, (Latest Edition), Customer Relationship Management, ButterworthHeinemann, Elsevier. 4. Graham Roberts-Phelps, (Latest Edition), Customer Relationship Management, Hawksmere, Viva Books Pvt. Ltd. 5. Sheth, Parvatiyar, Shainesh, (Latest Edition), Customer relationship Management, Tata McGraw- Hill. 6. S. Shajahan, (Latest Edition), Relationship Marketing, Tata McGraw- Hill.
Journals / Magazines / Newspapers 1. 2. 3. 4.
Journal of Services Marketing, Emerald Services Marketing Quarterly, Taylor and Francis Journal of Services Marketing, ICFAI Journal of Services Marketing, USA
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MB 817.3: INTERNATIONAL MARKETING (IM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To expose the students to the concept of international marketing, enabling them to acquire an appreciation of the complexities of marketing on an international basis. To understand the ever expanding scope of international marketing & acquaint them with cross cultural implications on international marketing decisions. To learn global marketing strategies and export-import procedure.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction to International Marketing The Scope and Challenge of International Marketing The Dynamic Environment of International Trade Trade Theories International Marketing and Functional Approaches to Trade International Trade Distortions and Marketing Barriers International Economic Institutions Regional Economic Groups The Cultural Environment of Global Markets History and Geography: The Foundations of Culture Cultural Dynamics in Assessing Global Markets Culture, Management Style, and Business Systems The Political Environment The International Legal Environment Assessing Global Market Opportunities Developing a Global Vision through Market Research Emerging Markets Developing Global Marketing Strategies Global Marketing Management: Planning and Organization Products and Services for Consumers Products and Consumers for Businesses International Marketing Channels Exporting and Logistics: Special Issues for Business Integrated Marketing Communications and International Advertising Personal Selling and Sales Management Pricing for International Markets
© CHARUSAT 2016
Classroom Contact Sessions 05
05
08
04
16
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Module No.
Classroom Contact Sessions
Title/Topic Foreign Markets and Export Management Foreign Markets and Export Marketing Process Export Marketing Documentation EXIM Policy Financial Environment and Decision Making Sources of Financing and International Money Markets Currencies and Foreign Exchange Risk Management in International Marketing Implementing Global Marketing Strategies Negotiating with International Customers, Partners, and Regulators Contemporary Issues
6
7
8 9
Total IV.
06
08
06 02 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Sl. No. 1 2 3 4 5
Internal Evaluation The students‟ performance in the course will be evaluated through the following components. Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
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The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to understand the nature and behaviour of international market and frame strategies accordingly to support the service or business he is in.
Reference Material
Text-Books Philip R Cateora and John L Graham, (Latest Edition), International Marketing, TATA McGraw Hill. 2. Sak Onkvisit and John J. Shaw (Latest Edition), International Marketing, PHI 3. R.L. Varshney and B. Bhattacharya, International Marketing Management- An Indian Perspective, Sultan Chand and Sons. 1.
Reference Books 1. P K Vasudeva, (Latest Edition), International Marketing, Excel Books. 2. Rakesh Mohan Joshi, (Latest Edition), International Marketing, Oxford University Press. 3. Isobel Doole and Robin Lowe, (Latest Edition), International Marketing StrategyAnalysis, development and Implementation, Thompson press Publication. 4. Vern Terpstra and Ravi Sarathy, (Latest Edition), International Marketing, Thompson South Western. 5. Charles W. L. Hill and Arun K Jain, (Latest Edition), International Business – Competing in Global Market place, TATA McGraw Hill. 6. Acharya and Jain, (Latest Edition), Export and Import Procedure and Documentation, Himalaya Publications 7. Export and Import Policy of Government of India Issued from time to time. 8. Annual Report of the Department of Commerce, Ministry of Commerce and Industry, Government of India Issued from time to time.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Asia Pacific Journal of Marketing International Journal of Advertising Global Journal of Marketing International Journal of Logistics and Supply Chain Management Journal of International Business
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6. 7. 8. 9.
Economic and Political Review Business Standard Economic Times The Times of India
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MB818.3: RETAIL MANAGEMENT (RM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To give comprehensive view of retailing, an analysis of the retail environment and exposure to issues and developments in the industry. To understand the impact of retailing on the economy. To comprehend retailing‟s role in society and, conversely, society’s impact on retailing. To see how retailing fits within the broader disciplines of business and marketing. To recognize and understand the operations-oriented policies, methods, and procedures used by successful retailers in today’s global economy. To know the responsibilities of retail personnel in the numerous career positions available in the retail field.
Course Outline
Module No. 1
2
3
4
5
Title / Topic Introduction The Domain of Retailing Indian Retail Industry Retailing in Other Countries Understanding Consumer Behaviour Retail Market Segmentation Shopping Patterns in India Retailing Strategy Delivering Value through Retail Formats Deciding Location Supply Chain Management Pricing in Retail Communication in Retailing Building Store Loyalty Store Management Category Management Retail Buying Store Layout and Design Merchandise Management Basics of Retails Merchandising The Process of Merchandise Planning The Methods of Merchandise Procurement Retail Pricing and Evaluating Merchandise Performance Private Labels
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06
10
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Category Management Managing Retail Human Resource Management Retail – A Strategic Tool Retail Store Operations The Legal and Ethical Aspects of the Retail Business Store Design and Visual Merchandising Retail Management Information Systems Supply Chain Management Creating and Sustaining Value Managing Retail Infrastructure Supply Chain Management Understanding Retail Viability Retail Marketing and Branding Servicing the Retail Customer Role of Technology in Retail Contemporary Issues
6
7
8
08
10
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
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Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
VIII.
The ability to apply the knowledge of retail management concepts in practice and adapt to the changes taking place in the retail industry.
Reference Material
Text-Books P. K. Sinha and D. P. Uniyal, (Latest Edition), Managing Retailing, Oxford University Press. 2. Swapna Pradhan, (Latest Edition), Retailing Management, TMH. 1.
Reference-Books James R. Ogden and Denise T. Ogden, (Latest Edition), Integrated Retail Management, Biztantra. 2. Levy and Weitz, (Latest Edition), Retail Management, TMH. 1.
Magazines / Journals / Newspapers 1. Retail Biz 2. Journal of Consumer Behaviour 3. Journal of Marketing Management
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MB819.3: DIGITAL AND SOCIAL MEDIA MARKETING (DSMM) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of the course are as follows: III.
To provide an overview of Digital Marketing and emerging perspectives of Digital Marketing. To provide some of the challenges and opportunities of Digital Marketing. Learn how to use web site analytics tools and know how to interpret the data. To know the major online advertising approaches.
Course Outline
Module No
1
2
3
4
5
Title/Topic Introduction Strategies in Digital Marketing Aligning Internet with Business Objectives Examples of Great Case Studies User Behaviour and Navigation Branding and User Experience Developing A Digital Plan Search Engine Optimization (SEO) Keyword Research How Google Works Search Engine Factors On-page and Off-page Optimisation Metatags, Images, Content, Video Links and How to Get Them? Pay Per Click Marketing How to Create a PPC Campaign Implementing your PPC Budget Targeting your Advertising Measuring and Managing your Campaign Website Analytics Website Analytics Google Analytics Explained Understanding your KPI‟s Increasing Traffic to your Website Measuring Website Traffic Permission Marketing Mobile Marketing Email Marketing
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Classroom Contact sessions
06
06
08
08
08
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Module No
Classroom Contact sessions
Title/Topic Digital Display Advertising Display Advertising Buying and Selling of Banner Banner Formats and When to Use them? Creating and Implementing a Banner Campaign Social Media Marketing Social Media Marketing Overview of Facebook, Twitter, Linkedin, Blogging, Youtube and Flickr Increasing Website Traffic Using Facebook, Twitter, Video, Etc. Building Brand Awareness Using Social Media Contemporary Issues
6
7
8
Total IV.
08
12
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to frame effective strategies in the area of digital and social media marketing and becomes able to contribute in the growth of business.
Reference Material
Text-Books 1. Mary Lou Roberts, (Latest Edition), Internet Marketing, Cengage Publication 2. Nancy Lee and Philip Kotler, (Latest Edition), Social Marketing- Influencing Behaviours for Good, SAGE Publication.
Reference-Books Rob Donovan and Nandine Henely, (Latest Edition), Principles and Practices of Social Marketing- an International Perspective, Cambridge University Press. 2. Damian Ryan and Calvin Jones, (Latest Edition), Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation, Kogan Page Limited. 3. Lorrie Thomas, (Latest Edition), Online Marketing, McGraw- Hill. 4. Avinash Kaushik, (Latest Edition), Web Analytics 2.0: The Art of Online Accountability and Science of Customer Centricity, McGraw- Hill. 1.
Magazines / Journals / Newspapers 1.
Journal of Marketing Management
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FINANCIAL MANAGEMENT ELECTIVES
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MB825.3: BEHAVIOURAL FINANCE YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce the students to the role of human behaviour in financial decision making. This will enable them to understand some psychological biases which lead to various anomalies. To help students appreciate the limitations of „rational‟ models of investment decision making. To learn and understand heuristics and biases that can cause irrational financial decisions. To help students identify persistent or systematic behavioural factors that influence investment behaviour.
Course Outline
Module No.
1
2
3
4
Title/Topics Introduction to Behavioural Finance Overview History of Behavioural Finance From Standard Finance to Behavioural Finance Are Financial Markets Efficient? Limits to Arbitrage Fundamental Risk Noise Trader Risk Implementation Cost Evidence of Limits to Arbitrage Cognitive Biases, Beliefs and Heuristics-Preferences-I Prospect Theory Ambiguity Aversion Loss Aversion Framing Non-Consequentialism Disjunction Effect Self-Deception Neuro-Finance (Introduction Only) Cognitive Biases, Beliefs and Heuristics-Preferences-II Mental Accounting Self-Control Regret Avoidance Representativeness and Availability Anchoring and Belief Perseverance
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Classroom Contact Sessions
08
08
08
08
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topics Overconfidence Optimism and Wishful Thinking Overreaction Anomalies-Key Concepts Endowment Effect Disposition Effect Reference Price Effect Herd Behavior Hindsight Winners‟ Curse Cognitive Dissonance Familiarity Bias Status Quo Bias Law Of Small Numbers Information Overload Application-The Aggregate Stock Market Equity Premium Puzzle-Prospect Theory Loss Aversion The Volatility Puzzle-Beliefs Preferences The Cross Section of Average Returns-Size Premium Long Term Reversals Predictive Power of Scaled Price Ratios Momentum Event Studies Application-Corporate Finance Security Issuance Capital Structure and Investment Dividends, Managerial Irrationality Contemporary Issues Understanding the Psychology of Philanthropy
08
08
08
04
Total IV.
60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 42 Sessions About 10 Sessions About 02 Sessions About 04 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The institute level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An ability to understand the major concepts and topics of behavioral finance and to be able to apply these concepts. An understanding to deal with the major implications of human psychology for financial decision-makers and for financial markets. An ability to make better investment decisions.
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VIII.
Reference Material
Text-Books. 1. William Forbes, (Latest Edition), Behavioural Finance, John Wiley and Sons. 2. Kahneman, Daniel and Tversky, Amos, (Latest Edition), Choices, Values and Frames, Cambridge University Press. 3. Shleifer, Andrei, (Latest Edition), Inefficient Markets-An Introduction to Behavioral Finance, Oxford University Press. 4. Thaler, Richard and Barberis, Nicholas, (2002), A Survey of Behavioral Finance.
Reference-Books 1. H. Kent Baker, John R. Nofsinger, (Latest Edition), Behavioural Finance: Investors, Corporations, and Markets, John Wileyand Sons. 2. Lucy Ackert, Richard Deaves, (Latest Edition), Behavioral Finance: Psychology, DecisionMaking, and Markets, Cengage.
Journals / Magazines / Newspapers 1. Journal of Behavioral and Experimental Finance, ELSEVIER 2. Journal of Behavioral Finance, Taylor and Francis Online
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MB826.3: CORPORATE RESTRUCTURING (CR) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: To let students appreciate the process of how investors, managers, and legal frameworks pursue restructurings in Indian and global economy. We will do this through a series of case studies. To increase students understanding and appreciation of some of the strategies, models and financial concepts specifically in the restructuring process. III.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction Meaning of Corporate Restructuring Need and Scope of Corporate Restructuring Forms of Corporate Restructuring Historical Background National Scenario Global Scenario Strategies Mergers Acquisition Takeovers Disinvestment and Strategic Alliances Demergers and Hiving Off Mergers and Amalgamation Meaning and Concept Legal, Procedural, Economic, Accounting, Taxation and Financial Aspects of Merger and Amalgamation Interest of Small Investors Amalgamation of Banking Companies Cross Border Mergers Takeovers Meaning and Concept Types of Takeovers Legal Aspects of Takeover- SEBI Regulations Procedural, Economic, Accounting, Taxation and Financial Aspects of Takeover Takeover and Defence Tactics Cross Border Takeovers Funding of Mergers and Takeovers Financial Alternatives
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Classroom Contact Sessions
08
08
08
08
08
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Module No.
Classroom Contact Sessions
Title/Topic o Equity and Preference Shares o Options and Securities o Funding through Financial Institutions and Banks o Rehabilitation Finance o Management Buyout / Leveraged Buyout Valuation of Shares and Business Introduction Need and Purpose Factors Influencing Valuation Methods of Valuation of Shares Corporate Demergers and Reverse Mergers Concepts of Demerger and Reverse Mergers Modes of Demerger Legal, Procedural, Economic, Accounting, Taxation and Financial Aspects Contemporary Issues Total
6
7
8
IV.
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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IV.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course,
VIII.
The students would be able to develop an understanding of Mergers and Acquisitions as significant economic activity. It would enable the students to evaluate the firm‟s decision and areas affected by Restructuring.
Reference Material
Text-Books 1. 2. 3. 4. 5.
Dr. K.R. Chandrate, (Latest Edition), Corporate Restructuring, Bharat Law House Pvt. Ltd Prasad G. Godbole, (Latest Edition), Mergers Acquisitions and Corporate Restructuring, Vikas Publication. B Rajesh Kumar, (Latest Edition), Mergers and Acquisitions: Text and Cases TATA McGraw Hill Publications James Fred Weston, Mark Mitchell, Harold Mullerin, (Latest Edition), Takeovers, Restructuring and Corporate Governance, Pearson Education. Prasanna Chandra, (Latest Edition), Financial Management, Theory and Practice, TATA McGraw Hill Publications.
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Reference-Books 1. 2. 3. 4. 5. 6.
Brealey, Mayers, (Latest Edition), Principles of Corporate Finance, TATA McGraw Hill Publications. I M Pandey and Ramesh Bhatt, (Latest Edition), Cases in Financial Management, TATA McGraw Hill Publications. Pandey and Bhat, (Latest Edition), Cases in Financial Management, Tata McGraw-Hill (CFM). Robert F. Bruner, (Latest Edition), Case Studies in Finance, Tata McGraw-Hill. (CSF) Dr. J.C. Verma, (Latest Edition), Corporate Mergers and Takeovers, Bharath Publishing House. Companies Act 2013.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6. 7. 8.
Economic Times Business Standard Indian Journal of Finance Chartered Financial Analyst Business Today / India / World CFA Reader Financial Express Journal of Applied Finance
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MB827.3: INTERNATIONAL FINANCE (IF) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To familiarize the students to the arena of international finance. To introduce students to foreign exchange markets (arbitrage, speculation, hedging) and foreign exchange arithmetic will be introduced. To introduce students to factors influencing the prices of currency derivatives, relationship between of exchange rates and dynamics of fundamental economic factors (balance of payments, inflation, interest rates, and market expectations) will be covered.
Course Outline Module No.
1
2
3
4
5
Topics/Title Foundations of International Financial Management Strategizing Around the Globe Globalization and the Multinational Firm International Monetary System Balance of Payments The Market for Foreign Exchange International Parity Relationship and Forecasting Foreign Exchange Rate Exchange Arithmetic Forward Exchange Contracts Forward Exchange Rates Based on Cross rates Interbank Deals Execution of Forward Contract Cancellation or Extension of Forward Contract Foreign Trade Contracts and Documents Incoterms Letters of Credit-Meaning and Mechanism Types of Letters of Credit Operation of a Letter of Credit Finance of Foreign Trade Financing Exports Post Shipment Finance Project Exports and Investment Abroad Export-Import Bank of India Export Credit Insurance Financing Imports World Financial Markets
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Classroom Contact Sessions
08
08
08
08
08
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Module No.
6
7 8
IV.
Classroom Contact Sessions
Topics/Title International Banking and Money Market International Bond Market International Equity Market Futures and Options on Foreign Exchange Currency and Interest Rate Swaps International Portfolio Investment Foreign Exchange Exposure and Management Management of Economic Exposure Management of Transaction Exposure Management of Translation Exposure Financial Management of the Multinational Firm Foreign Direct Investment and Cross-Border Acquisitions Multinational Cash Management Contemporary Issues Total
08
08 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
VI.
Percentage Total of total Component Number Marks internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The nuances of foreign exchange transactions. The ability to know the factors that drive exchange rates particularly interest rates and inflation dynamics. Awareness of the important changes happening in the international finance.
Reference Material
Text-Books 1. Eun Resnick, (Latest Edition), International Financial Management, Tata McGraw Hill 2. C. Jeevanandam, (Latest Edition), Foreign Exchange and Risk management, Sultan Chand and Sons.
Reference-Books 1. P. G. Apte, (Latest Edition), International Financial Management, PHI. 2. Madhu Vij, (Latest Edition), International Financial Management, Excel Books. 3. J. Madura, (Latest Edition), International Financial Management, South Western Publication. 4. Alen Shapiro, (Latest Edition), Multinational Financial Management, John Wiley Publication. 5. H. P. Bhardwaj (Latest Edition), Foreign Exchange Handbook, Bhardwaj Publishing Co.
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Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Indian Economic Review Economic and Political Review Finance India Harvard Business Review Journal of Finance Business Newspapers Business Standard The Economic Times Financial Express
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MB828.3 DEVELOPMENT BANKING, RURAL AND MICROFINANCE (DBRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To develop abilities to assess the banking and credit needs of the rural people To develop capabilities to tackle the challenges in dealing with the rural poor and financial exclusion To develop skills to tap social capital for the economic development of rural areas To sensitize the students to the key issues linked to the whole discourse on social banking including the challenges inherent therein, in the particular context of India, and to familiarize them (the students) with the initiatives taken in the country for addressing the said issues.
Course Outline
Module No.
1
2
3
Title/Topic Developments in Development Banking Evolution of the Concept The 20th Century Developments Experiments in India o Private Initiatives o State Initiatives Developments after Independence Industrial Finance Corporation of India State Financial Corporations Industrial Credit and Investment Corporation of India National Industrial Development Corporation Life Insurance Corporation of India Refinance Corporation of India State Industrial Development Corporations Unit Trust of India Industrial Development Bank of India Industrial Reconstruction Bank of India General Insurance Corporation of India Present Structure of Development Banking in India Financing Rural Development Introduction to Rural Finance Regulation of Rural Financial Services Rural Credit Institutions Financing Agriculture / Allied Activities Financing Rural Non-Farm Sectors.
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Classroom Contact Sessions
08
08
08
Page 388 of 533
Module No.
4
5
6
7
8
Classroom Contact Sessions
Title/Topic SME Finance Problems and Prospects in Rural Banking Problems of Rural Branches of Commercial Banks o Transaction and Risk Costs Emerging Trends in Rural Banking o Introduction to MFI‟s Micro Credit Self-Help Group NGO‟s Linkages with Banking Introduction to Subsidy-Linked credit Programmes of the Government like PMRY SGSY SJSRY and SLRS, etc. Initiatives of the Government (without Subsidy-Link) like Kisan Credit Card (KCC) Scheme Financing of Agriclinic or Agribusiness Centres and the Differential Rate of Interest (DRI) Scheme Perspectives in Microfinance and Banking Introduction to Microfinance Evolution of Microfinance in India Microfinance Delivery Methodologies in Detail Operational Aspects of Microfinance Financial Products and Services Revenue Models of Micro- Finance o Profitability o Efficiency o Productivity Risk Management in Microfinance. Microfinance and Development Microfinance and Women Empowerment Microfinance and Health Microfinance, Micro-Entrepreneurship and Business Development Microfinance and Education Microfinance and Networking and Linkage Building Contemporary Issues
Total
© CHARUSAT 2016
08
08
08
08
04 60
Page 389 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
© CHARUSAT 2016
Page 390 of 533
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Thorough knowledge of the concept of microfinance and how microfinance institutions work, including the operational aspects of an SHG/MFI. The financial literacy of the students in microfinance and SME sector. Reference Material
Text-Books 1. 2. 3. 4.
Debadutta K. Panda, (Latest Edition), Understanding Microfinance, Wiley India Pvt. Ltd. Karmakar, (Latest Edition), Microfinance In India, SAGE INDIA. IIBF, (Latest Edition), Micro-Finance: Perspectives and Operations, Macmillan India Ltd. IIBF, (Latest Edition), Rural Banking, Macmillan India Ltd.
Reference-Books 1. 2. 3. 4. 5.
Mr Abhijit Roy, NCFM, (Latets Edition), Commercial Banking in India: A Beginners Module. IIBF, (Latest Edition), Principles and Practices of Banking, Macmillan. A. Ranga Reddy, C. Rangarajan, (Latest Edition), Rural Banking and Overdues Management, Mittal Publications. Madhu Vij, (Latest Edition), Management of Financial Institutions in India, Anmol Publications. U.C. Patnaik,(Latest Edition), Rural Banking in India, Anmol Publications.
Journals / Magazines / Newspapers 1. Journal of Microfinance 2. World Bank Economic Review
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MB829.3: DERIVATIVES AND RISK MANAGEMENT (DRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
:
4
Course Objectives The objectives of this course are as follows:
III.
To acquaint students with various derivative instruments, functioning of derivative markets and their working mechanism. To help students understand different derivative strategies and its application. Course Outline
Module No.
1
2
3
4
5
Title/Topic Introduction to Cash and Derivative Market Meaning and Types of Derivatives Instruments Forwards Future Option Swaps Derivatives Markets in India Growth of Derivative Markets in India Types of Traders-Hedger Arbitrageur and Speculation Regulatory Framework Forward and Future Markets Introduction Mechanics of Forward and Future Market Pricing of Forward and Future Markets Margins Open Interest Positions etc. Cost of Carry Option Markets Options Basics Put Call Option Greeks Factors Affecting Option Prices o Binomial Model o Black Scholes Put Call Ration Open Interest Option Trading Strategies Innovations in Indian Derivative Market Introduction to Commodity and Currency Derivatives Purchasing Power Parity
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Classroom Contact Sessions
08
08
08
08
08
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Module No.
Title/Topic
Classroom Contact Sessions
Covered Interest Arbitrage Currency Futures o Arbitrage o Hedging o Speculation Interest Rates Futures Currency and Interest Rate Swaps Application of Derivatives-I Analyzing Various Contract Specification Understanding Trading and Settlement Process Practical Calculation of Future Option Pricing o The Binomial Model for Option Pricing o Black and Scholes Option Pricing Model Applications of Derivatives-II Applying Options and Futures Hedging Strategies on Real Time Data from Exchanges I.E. Equity, Commodity and Currency Exchanges Calculating Mark to Market Margins on Real Time Data Base from Exchanges Contemporary Issues Total
08
6
7
8
IV.
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students are expected
VIII.
To understand the mechanics, valuation and trading strategies of derivative market. To frame their own trading strategies in different market conditions. The understanding related to derivative markets and its instruments i.e. futures, options, swaps etc… students are also expected to be able to appear and pass certificates exams related to currency, commodity conducted by National Stock Exchange, Bombay Stock Exchange and National Institute of Security Market (established by SEBI), to enhance the placement and career opportunities.
Reference Material
Text-Book 1. Rajiv Srivastava, (Latest Edition), Derivatives and Risk Management, Oxford University.
Reference-Books 1. John C Hull, (Latest Edition), Future and Option Markets, Pearson Education. 2. Vohra and Bagri, (Latest Edition), Future and Options, Tata McGraw Hill. 3. Patwari and Bhrgava, (Latest Edition), Options and Futures: An Indian Perspective, Jaico Publishing House. 4. Rajiv Srivastava, (Latest Edition), Derivatives and Risk Management, Oxford University.
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5. NSE‟s Certification for Derivative Market, (NCFM) Modules workbook.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
Business Line Mint The Economic Times Business Standard Financial Express
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HUMAN RESOURCE MANAGEMENT ELECTIVES
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MB835.3: HUMAN RESOURCE DEVELOPMENT (HRD) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To help students to develop the understanding of HRD systems and process. To help students to develop HRD facilitator‟s skills; to develop and design HRD programmes, to implement and control them in various organizational setup in different sectors.
Course Outline
Module No.
1
2
3
4
Title/Topic Introduction to Human Resource Development The Evolution of HRD Relationship between HRM and HRD Major HRD Function Roles and Competencies of HRD Professional HRD Methods Need for HRD Need for HRD in the Indian Context Planning and Organizing the HRD System Planning the HRD System HRD Philosophy HRD Objectives HRD Policies and Practices HRD Sub-Systems HRD Strategy and Action Plans Assessing HRD Needs Strategic / Organizational Analysis, Task analysis and Personal Analysis Importance of Identifying Individual Performance Deficiencies and Developmental Needs in Planning and Developing Training and HRD Programs Competency Mapping and Potential Appraisal Introduction Methodology for Competency Mapping Implementation and its Implication Designing and Managing Assessment Centers To Study the Potential Appraisal System and Linking to other Systems Multi Rater Assessment Feedback System (MAFS)
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05
08
08
06
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Module No.
Classroom Contact Sessions
Title/Topic HRD Competencies Challenges Professionalism in HR Myths and Realities of HRD Competencies Needed Auditing HRD Competencies Individual Interviews, Group Interviews, Observation HRD Audit Instruments Designing, Implementing and Evaluating HRD Programs Defining the Objective of HRD Intervention Selecting and Preparing Training Plan, Methods and Materials Training Delivery Methods Issues Concerning Training Programs and Implementation HRD Evaluation – Purpose, Design and Ethical Issues Employee Counseling (EC) and Wellness Services EC as an HRD Activity Employee Assistance Programs Stress Management Intervention Employee Wellness and Health Promotion Programs Contemporary Issues
5
6
7
8
Total IV.
10
10
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components.
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute – Level evaluation marks for the course. The Institute – level evaluation will constitute 30% of the total marks of the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Reference Material
Text-Books Randy Desimore and John Werner, (Latest Edition), Human Resource Development, Thomson south – Western Publications. 2. Udai Parekh and T. V. Rao, (Latest Edition), Designing and Managing Human Resource System, Oxford and Oxford Publication, New Delhi. 1.
Reference-Books P.C. Tripathi, (Latest Edition), Human Resource Development, Sultan Chand and Sons, New Delhi. 2. P.P Arya and B.B Tandon, (Latest Edition), Human Resource Development, Deep and Deep Publication 3. Udai Parekh and T. V. Rao, (Latest Edition), Understanding HRD System, Mcgraw Hill Publication. 4. V.D. Dhudeja, (Latest Edition), Human Resource Management and Development, Common wealth Publishers, New Delhi. 1.
Journals / Magazines / Newspapers 1. Management Review – IIM Bangalore 2. Vikalp – IIM Ahmedabad
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3. 4. 5. 6.
Human Capital Asian Journal of Management Cases Harvard Business Review Global Business Review
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MB836.3: HUMAN RESOURCE INFORMATION SYSTEM (HRIS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable students to gain knowledge of human resource information systems and its significance in functional application within the organization. To understand the ways in which HRIS are bought or developed and implemented for various levels in organization. Course Outline
Module No.
1
2
3
4
Title/Topic Introduction and Concepts Evolution of HRMS Employee Life Cycle HRIS System Life Cycle Role HRIS in Functioning of HR Department Pre-Implementation Stage Packaged HRIS Business Process Re-Engineering Enterprise Resource Planning Systems HRIS Planning HRIS Expectation Productivity through HRIS HRIS Cost-Benefit Value Analysis Getting Management Support for HRIS Limitations of Computerization of HRIS HRIS Needs Analysis System Development Life Cycle (SDLC) HRIS – Long Range Planning HRIS –Short Range Planning Gap Analysis Application of HRIS Organisation Design and Management HRP and Recruitment Employee Administration and Data Maintaining Payrolls Generating Leaves Records Time Management Travel Expenses Benefits of HRIS
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Classroom Contact Sessions
06
06
08
12
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Module No.
Classroom Contact Sessions
Title/Topic
5
6
7
8
Global Employee Management o HR Administration o Training and Learning Talent Management Integration and Interfacing Implementation HRIS Implementation Life Cycle Systems Integration – Analysis, Design, Build and Deploy Project Management and Governance Time lines Contingency Plans Challenges Faced during the Implementation of HRIS Developing the HRIS Tools in HRIS Development HR Responsibility in each Phase of HRIS Development HRIS in Large and Small Organizations HR Data and Security Managing HR Data Data Discussion by HRIS Modules Security and Access to Data Data Transmissions HR Data Challenges and HR Shared Services Historical Data and Data Achieved HR Transactions-Pay Roll, Tax Processing HR Shared Services HR Operations Run Time and Maintenance Managing Changes to Business Managing Changes to Systems Reporting and Analytics Measuring Operations and Success Contemporary Issues
10
08
05
Total IV.
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in
© CHARUSAT 2016
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advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
An appreciation of the principles of designing the Pay structure in Compensation Management and Inquisitiveness in knowing, appreciating and comparing the different dimensions of compensation structure across the industries
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VIII.
Reference Material
Text-Book 1.
Satish M Badgi, (Latest Edition), Human Resource Information Systems, PHI Learning.
Reference-Books Michel J. Kavanagh, Mohan Thite, (Latest Edition), Human Resource Information Systems- Basics, Applications and Future Decisions, Sage Publications. 2. Alfred J. Walker, Towers Perrin, Steven Fein, (Latest Edition), Web-Based Human Resources: The Technologies and Trends that are Transforming HR, Tata McGraw Hill. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Management Review – IIM Bangalore Vikalp – IIM Ahmedabad Human Capital Asian Journal of Management Cases Harvard Business Review Global Business Review
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MB837.3: COMPENSATION MANAGEMENT (CM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To enable the students to understand the principles underlying the compensation structure. To appreciate and adopt their understanding of significance of compensation management in maintaining the organisation‟s competence.
Course Outline Module No.
1
2
3
4
5
6
Title/Topic Introduction to Compensation Management Compensation - Definition Forms of Pay A Pay Model Strategic Pay Decisions Guided by the Pay Models Pay strategy: The Totality of Decisions Developing a Total Compensation Strategy Source of Competitive Advantage “Best Practices” and “Best Fit” Internal Alignment: Determining the Structure Defining Internal Alignment Strategic Choices in Designing Internal Structures Job Based Structures Person Based Structures External Competitiveness: Determining the Pay Level Defining Competitiveness Organisation Factors Industry and Technology Employer Size People‟s Preference. Competitive Pay Policy Alternatives Designing Pay Levels, Mix and Pay structures Surveying Market and Compensation Practices Designing a Base Pay structure Employee Contributions: Determining Individual Pay Pay for Performance Plans Designing Pay for Performance Performance Appraisals
© CHARUSAT 2016
Classroom Contact Sessions
06
06
08
08
10
10
Page 406 of 533
Module No.
7
8
Classroom Contact Sessions
Title/Topic Statutory Benefits Including Health Care Employee Welfare Retirement Benefits Compensation Strategy for Special Groups Corporate Directors Executives Scientists and Engineers in High Technology Industries Contingent Workers Contemporary Issues
06
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 407 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An appreciation of the principles of designing the Pay structure in Compensation Management and Inquisitiveness in knowing, appreciating and comparing the different dimensions of compensation structure across the industries
Reference Material
Text-Book 1.
George T. Milkovich, Jerry M. Newman, C. S. Venkata Ratnam, (Latest Edition), Compensation (SIE), Tata McGraw Hill
Reference-Book 1.
Richard I Henderson, (Latest Edition), Compensation Management in a Knowledge Based World, Tata McGraw Hill
Journals / Magazines / Newspapers 1.
Compensation and Benefit Review
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MB838.3: INTERNATIONAL HUMAN RESOURCE MANAGEMENT (IHRM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: II.
To introduce the diversity of HRM in an international context and the key HR/ER challenges facing organizations working internationally. To give inputs regarding cross-cultural management and to measure the impact of national culture on how individuals react to HR/ER interventions in different countries. To study the impact of national institutions and systems on designing HR/ER policies and practices in different countries. To identify the linkage between corporate internationalization strategies and IHRM strategies, and how multinational organizations manage the global-local dilemma. To study the impact of internationalization on the role of HR professionals in multinational organizations. Course Outline
Module No.
1
2
3
Title / Topic Introduction and Overview Defining International HRM Difference between Domestic and International HRM Approaches to Staffing Transferring Staff for International Business Activities The Role of an Expatriates The Role of Non-Expatriates The Role of the Corporate HR Functions Understanding Culture, its Coverage, Determinants Cross Cultural Theory The Organizational Context Approaches to IHRM The Path to Global Status Control Mechanisms Mode of Operation Recruiting and Selecting Staff for International Assignments Performance Management Staffing Policies Selection Criteria Issues in Staff Selection Factors Associated with Individual Performance Appraisal Criteria for Appraising International Employees
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Classroom Contact Sessions
08
08
10
Page 409 of 533
Module No.
Classroom Contact Sessions
Title / Topic Training and Development Types of Cross Cultural Training Expatriate Training Components of Effective Pre-Departure Training Developing International Staff Developing Staff through Dual Career Couples International Compensation System Objectives Approaches to International Compensation Practices to International Compensation Repatriation The Repatriation Process Repatriation Process Individual Reactions to Re-Entry Designing a Repatriation Program Industrial Relations Introduction Key Issues in International Industrial Relations The Response of Trade Unions to Multinationals The Issues of Social Dumping Contemporary Issues
4
5
6
7
8
08
08
08
06
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to diagnose and explain the factors that influence the success or otherwise of an international expatriate assignment. The ability to understand the international human resource management strategies and practices developed and implemented by organizations operating on a global basis. The ability to critically assess and evaluate the cultural impact on IHRM strategies and practices in the organizational setting.
Reference Materials
Text-Books Peter J. Dowling, Denice E. Welch, Randall Schuler, (Latest Edition), International Human Resource Management: Managing People In Multinational Context, Southwestern Thomson Learning. 2. Tony Edwards, (Latest Edition), International Human Resource Management, Pearson Education. 3. Terence Jackson, (Latest Edition), International Human Resource Management A CrossCultural Approach, Sage Publication. 4. Sinha and Shekhar, (Latest Edition), Industrial Relations, Trade Unions and Labour Legislations. 1.
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Reference-Books 1. 2. 3. 4. 5. 6. 7.
Brewster, Chris and Sparrow, Paul, (Latest Edition), International Human Resource Management, University Press. Betty Jane Punnett, (Latest Edition), International Perspectives on Organizational Behavior and Human Resource Management, Sage Publications. Monier Tayeb, (Latest Edition), International Human Resource Management, Oxford. P Subba Rao, (Latest Edition), International Human Resource Management, Himalaya Publications. Pritam Singh, Sabir, (Latest Edition), Organizing and Managing in the Era of Globalization, Sage Publications. Paul Evans and Vladimir Pucik, (Latest Edition), The Global Challenge: Frameworks for International Human Resource Management, McGraw Hill. Randall S. Schuler, Dennis R Briscoe and Lisbeth Claus, (Latest Edition), International Human Resource Management (Global HRM), T and F Books.
Journals / Magazines / Newspaper 2. 3. 4. 5. 6. 7.
The International Journal for cross culture Management The International Journal of Human Resource Management International Journal of Human Resources Development and Management International Journal for Applied HRM HRM Review Human Capital
Websites 1. 2. 3. 4.
www.inderscience.com/info/inarticletoc.php?jcode=ijhrdm http://www.ihrim.org/ http://www.cihrm.jbs.cam.ac.uk/ http://global-sei.com/ghrm/
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MB839.3: INDUSTRIAL JURISPREUDANCE (IJ) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To induct the students to the principles governing industrial adjudication with special reference to the various legal concepts as applicable to industrial law through a process of case analysis and reasoning covering almost all the important pieces of labour legislation. To help students to gain and apply the knowledge of the doctrine and the rules of jurisprudence. To help students to interpret various statutes and the rules of natural justice.
Course Outline
Module No.
1
2
3
Classroom Contact Sessions
Title/Topic Jurisprudence Meaning and Scope Principles of Industrial Adjudication Statutory Construction Legal Concepts as Applied to Industrial Law Constitution and Labour Legislation Legal Concepts Rights (Moral vs. Legal) Wrongs (Public vs. Private) Liability (Direct vs. Vicarious) Obligations Duties Powers Immunity Disability Doctrines and Rules of Jurisprudence Interpretation of Statutes Status vs. Contract Freedom of Contract Contract of Service vs. Contract for Service National Extension of Employment Apportionment of Blame Implied Power Error of Fact vs. Error of Law Error of Law Apparent on the Face of the Record Relation Back Mischief Rule
© CHARUSAT 2016
05
10
and
10
Page 413 of 533
Module No.
Classroom Contact Sessions
Title/Topic Rule of Hard Cases Basic Judicial Terminologies Judicial Precedent Judicial Hierarch Judicial Activism Judicial Inconsistency and Unpredictability Introduction to Latin Terminologies Ultra Vires Res Judicata Ejusdem Generis Noscitur a Sociis Ratio Decidendi Obiter Dicta Stare Decisis Rules of Natural Justice Perverse Finding - Bias vs. Perverse Finding Ipse Dixit Analysis of Various Pieces of Labour Legislation with Reference to the Legal Concepts, Doctrines and Principles Contemporary Issues
4
5
6
7 8
Total IV.
06
06
08
10 05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Percentage of total internal evaluation 10 30 20 30 10 100
Total Marks 30 90 60 90 30 300
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Understanding of the basic concepts of industrial jurisprudence and insights into analysing and learning from the live cases in the area of industrial jurisprudence.
Reference Material
Text-Book 1. E. M. Rao, (Latest Edition), Industrial Jurisprudence A Critical Commentary, Lexix Nexix Publications.
Reference-Book 1. V. R. Krishna Iyer, (Latest Edition), Social Justice and Labour Jurisprudence, Sage Publications.
Journals / Magazines / Newspapers 1. The Hindu 2. Columbia Law Review: The Development of Industrial Jurisprudence
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© CHARUSAT 2016
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INFORMATION TECHNOLOGY MANAGEMENT ELCTIVES
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MB845.3: DATA WAREHOUSING AND DATA MINING (DWDM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To introduce the concept of data mining with in detail coverage of basic tasks, metrics, issues, and implication. Core topics like classification, clustering and association rules are exhaustively dealt with. To introduce the concept of data warehousing with special emphasis on architecture and design.
Course Outline
III.
Module No. 1
2
3
4
Title / Topic Data Warehousing Introduction Data Warehouse System Study Data Warehouse Users Need for Data Warehouse Applications of Data Warehouse Concepts The Data Warehouse Data Base Context of Data Warehouse Data Base Data Base Structures Organizing Relational Data Warehouse Multi-Dimensional Data Structures Choosing a Structure, Getting Data into the Data Warehouse Extraction, Transformation, Cleaning, Loading and Summarization Meta Data Human Meta Data Computer Based Meta Data for People to use Computer-Based Meta Data for the Computer to use Introduction : Data Mining Functionalities Classification of Data Mining Systems Major Issues in Data Mining Multi Dimensional Model Data Warehouse Architecture Data Warehouse Implementation Future Development of Data Cube Technology Data Mining for Business Intelligence with Cases Data Preprocessing Data Cleaning Data Integration and Transformation
© CHARUSAT 2016
Classroom Contact Sessions 06
08
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Data Reduction Concept Hierarchy Generation Data Mining Primitives: What defines a Data Mining Tasks? Mining Association Rules in Large Databases Association Rule Mining Mining Single Dimensional Boolean Association Rule from Transactional Databases Mining Multidimensional Association Rules from Relational Databases and Data Warehouses Classification and Prediction What is Classification Issues Regarding Classification Classification by Decision Tree Induction Bayesian Classification Cluster Analysis Types of Data in Cluster Analysis Categorization of Major Clustering Methods Partitioning Methods Hierarchical Methods Contemporary Issues
5
6
7
8
Total
10
08
08
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 419 of 533
Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to identify the key processes of data mining, data warehousing and knowledge discovery process. The ability to describe the basic principles and algorithms used in practical data mining and understand their strengths and weaknesses. The ability to apply data mining techniques to solve problems in other disciplines in a mathematical way. The ability to apply data mining methodologies with information systems and generate results which can be immediately used for decision making in well-defined business problems.
VIII.
Reference Material
Text-Books Jiawei Han and Micheline Kamber, (Latest Edition), Data Mining – Concepts and Techniques, Harcourt India. 2. Jiawei Han, Micheline Kamber, (Latest Edition), Data Mining – Concepts and Techniques, Morgan Kaufmann Publishers. 1.
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Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
McLaren and McLaren, (Latest Edition), Data Warehousing and Data Mining, Tata McGraw-Hill, New Delhi. Alex Berson, Stephen Smith and Kurt Thearling, (Latest Edition), Building Data Mining Applications for CRM, TMH. Richard T Watson, (Latest Edition), Data Management Data Bases and Organizations, John Wiley and Sons. Gary W Hansen, James V Hansen, (Latest Edition), Data Base Management and Design, PHI New Delhi. Hector Garcia, Molina, Jeffrey D. Ullman, Jennifer Widom, (Latest Edition), Data Base System Implementation, Pearson Education. Arun K Majumdar, Primtimoy Bhattacharyya, (Latest Edition), Data Base Management Systems, Tata McGraw-Hill, New Delhi. Efrem G Mallach, (Latest Edition), Decision Support and Data Warehouse Systems, Tata McGraw-Hill, New Delhi. Michael J. A. Berry, Gordon S. Linoff, (Latest Edition), Mastering Data Mining, John Wiley and Sons. Marakas, (Latest Edition), Modern Data Warehousing, Minning, and Visualization Core Concepts, Pearson Education. Richard Pike and Bill Neale, (Latest Edition), Corporate Finance and InvestmentDecisions and Strategies, PHI.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology. International Journal of Information Sciences and Application. ACM Journal on Emerging Technologies in Computing Systems. International Journal of Mobile Communication and Networking. ACM Transactions on Internet Marketing.
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MB846.3: BUSINESS PROCESS REENGINEERING (BPR) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To understand what and how business processes can be radically improved, dramatically reducing process cycle time and cost, improving the quality of the process products or outcomes. To understand challenges and opportunities for BPE across the process life cycle using technologies. To understand and apply knowledge-based concepts, techniques, and tools for BPR centered on Electronic Commerce and network information system applications.
Course Outline
III.
Module No.
1
2
3
Title / Topic Introduction to BPR Re-Engineering and Its Relationship with Functional Areas of Business History of Re-Engineering Suggested Re-Engineering Framework Deterministic Machines Complex Dynamic System Interacting Feedback Loops and Social Constructs Perspectives of BPR Managing Process Flows Business Process and Flows – Through Put Rate Work-in-Process Cycle Time Little‟s Law Cycle Time and Capacity Analysis – Cycle Time Analysis Capacity Analysis Managing Cycle Time and Capacity – Cycle Time Reduction Theory of Constraints Implementation Process Redesign of Business Processes – Systematic or Clean Sheet Main and Supporting Processes Rationale of BPR Key Enablers of BPR Technology for BPR Critical Success Factors
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Classroom Contact Sessions
06
10
08
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Module No.
4
5
6
7
8
Classroom Contact Sessions
Title / Topic Cross Functional Teams Mentoring and Facilitating Models and Methodologies of BPR Tools and Techniques of BPR Making Effective BPR Virtual Ingredient – People, Top Management‟s Involvement, Involvement of Consultants, Empowerment and Autonomy The IT „Black Hole‟ Using Process Simulation to Minimize the Risk Business Process Map and Simulation Model Parameter Analysis Simulation and Key Performance Indicators Change Management in BPR Introduction Process of Change Management of Change in BPR Strategic Aspects of BPR Concept of Quality Management Managing for Quality Impact of Quality Management in Business and Commerce Quality Assurance Statistical Quality Control Total Quality Management Recent Trends in Quality Management Role of Bench Marking and Business Process Engineering in TQM ERP and BPR ERP in Modeling Business Processes Workflow Management Systems in BPR Steps of BPR Description of the Case Company, Business Case Five-Stage Model of AS-IS/TO-BE Analysis Managing Implementation Business Process Management Process Centric Organizations Business Process Maturity Model Business Process Performance Measurement Contemporary Issues
Total IV.
08
08
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the
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reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to understand the concepts, views, and latest methodologies of BP design and participate in and contribute to process design/redesign efforts in organisations.
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The ability to utilize software tools to assist in business process design and understanding of issues pertaining to organisational design and organisational change management in the context of business process management. An understanding of the key processes involved in business networks; and the key concepts in the design and utilisation of best business practices embedded in the lean philosophy.
VIII.
Reference Material
Text-Books Holt, Jon, (Latest Edition), A Pragmatic Guide to Business Process Modelling, BCS Books. Hansen, (Latest Edition), Automating Business Process Re-Engineering, Prentice-Hall. Laguna, (Latest Edition), Business Process Modeling, Simulation and Design, Pearson Education.
1. 2. 3.
Reference-Books 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.
Re-engineering: Blueprint for the Future, (Latest Edition), International Engineering Consortium. Martyn A Ould, (Latest Edition), Business Process Management: A Rigorous Approach, BCS Books. G. Darnton and M. Darnton, (Latest Edition), Business Process Analysis, Thompson Business Press, Boston. D. Kosiur, (Latest Edition), Understanding Electronic Commerce, Microsoft Press, Redmond. R. Bernard, (Latest Edition), The Corporate Intranet, John Wiley and Sons. R. Srinivasan, (Latest Edition), Business Process Reengineering. Chan Meng Khoong, (Latest Edition), Re-Engineering In Action, Cambridge. Charles Poirier, (Latest Edition), Business Process Management Applied, Cengage. Martyn A. Ould, (Latest Edition), Business Process Management, BCS Viva Books. Tony Carter, (Latest Edition), The Aftermath of Re-engineering, Viva Books. Dey, (Latest Edition), Business Process Re-engineering, Wiley. K. Sridhra Bhat, (Latest Edition), Business Process Re-engineering, HPH. Saxena K.B.C., (Latest Edition), Business Process Outsourcing, Excel. Mahadeo Jaiswal, (Latest Edition), Enterprise Resource Planning, McMillan. M.S. Jayaraman, et al, (Latest Edition), Business Process Re-engineering, TMH. Varun Grover, M. Lynne Markus, (Latest Edition), Business Process Transformation, PHI. Daniel Minoli, (Latest Edition), Business Process Re-engineering, Routledge.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication and Networking ACM Transactions on Internet Marketing
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MB847.3: INFORMATION SECURITY AND CYBER LAW (ISCL) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To provide attendees with a thorough understanding of the issues associated with the design, provision and management of security services for modern communication and information systems. To learn different aspects of information and network security. To provide the concepts, properties, and functions of computer/information systems security and controls. To enable the students to learn the tools and techniques for protecting the documents, databases and computers from unauthorized access. To understand Legal and ethical aspects and management‟s role in planning the security program are also included.
Course Outline
III.
Module No.
1
2
3
Title / Topic Introduction to Security Definition of Security Assessing Security Security Terminology Historical Developments Structure of Security Meaning of Security Attacks, Computer Crime, Methods of Defense, Encryption Cryptography Applications of Cryptography Terminology Evolution of Cryptography, Caesar Ciphers, One-Time Pads Operation of DES, AES Public-Key Cryptosystems Topics in Information Systems Security Minimum Privilege Compartmentalization Dual Controls Security Perimeters Trustworthy Software Proof of Design Correctness Single-Points-of Failure
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Classroom Contact Sessions
06
08
08
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Module No.
4
5
6
7
8
Classroom Contact Sessions
Title / Topic Covert Channels Inference Security Models Security Protocols Zero-Knowledge Proofs Subliminal Channels Oblivious Transfer Digital Signature Schemes Bit Commitment Digital Cash Secure Contract Signing Secure Voting Digital Certified Mail Operating Systems Security Access Control File Protection User Authentication Security Policies Models of Security Cyberspace Laws and Cyber Crimes International Efforts Related to Cyberspace Laws Council of Europe (COE) Convention on Cyber Crimes Penalties, Compensation and Offences Under the Cyberspace and Internet in India Intellectual Property Rights (IPR) in Cyber Law Penalties, Compensation and Adjudication of Violations of Provisions of IT Act and Judicial Review Some Important Offences under the Cyberspace Law and the Internet in India Other Offences under the Information Technology Act in India Contemporary Issues
Total IV.
08
08
08
10
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
The ability to describe the fundamental concepts of information system security and to understand the terms of security policy, host based security, firewall, packet filtering and intrusion detection. The ability to use various software tools to analyze network and host vulnerabilities and to design systems that comply with commonly accepted security standards. To differentiate threats to information systems from attacks against information systems and laws and ethics.
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VIII.
Reference Material
Text-Books 1. 2. 3. 4. 5. 6.
Charles P. Pfleeger and Shari Lawrence Pfleeger, (Latest Edition), Security in Computing, Pearson Prentice Hall. Bruce Schneier, (Latest Edition), Secrets and Lies: Digital Security in a Networked World, Wiley. Stamp, (Latest Edition), Information Securtiy: Principles and Practice, Wiley. Whitman and Mattford, (Latest Edition), Principles of Information Security, Cengage or Thomson. Nina Godbole and Sunit Belapure, (Latest Edition), Cyber Security, Wiley. Chander, Harish, (Latest Edition), Cyber Laws and It Protection, PHI Learning
Reference-Books 1. 2. 3. 4. 5. 6.
Bruce Schneier, (Latest Edition), Applied Cryptography: Protocols, Algorithms, and Source Code in C, Wiley. Matt Bishop, (Latest Edition), Computer Security: Art and Science, Addison-Wesley. William Stallings, (Latest Edition), Cryptography and Network Security: Principles and Practices, Prentice Hall. John Viega and Gary McGraw, (Latest Edition), Building Secure Software: How to Avoid Security Problems the Right Way, Addison-Wesley. Mark Graff and Kenneth van Wyk, (Latest Edition), Secure Coding: Principles and Practices, O‟Reilly. D. Stinson, (Latest Edition), Cryptography Theory and Practice, RCR press, USA.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5. 6.
Journal of Information Security. The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication & Networking ACM Transactions on Internet Marketing
Websites 1. http://www.jissec.org 2. http://www.acm.org 3. http://www.computer.org
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MB848.3: INFORMATION SYSTEMS AUDIT (ISA) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To gain application ability of necessary controls, laws and standards in computerized Information system. The objectives are also covers To gain an appreciation for the difficulties in assessing systems effectiveness and efficiency To understand the new system control risks created by the use of the internet for business applications and electronic business. To identify auditor's objectives in performing an audit of a computerizes system
Course Outline
III.
Module No.
1
2
3
Title / Topic Overview of Systems Audit Information Systems Audit Information Systems Auditor Legal Requirements of an Information Systems Audit Systems Environment and Information Systems Audit Information System Assets Classification of Controls The Impact of Computers on Information The Impact of Computers on Auditing Information Systems Audit Coverage Hardware Security Issues Hardware Security Objective Peripheral Devices and Storage Media Client-Server Architecture Authentication Devices Hardware Acquisition Hardware Maintenance Management of Obsolescence Disposal of Equipment Problem Management Change Management Network and Communication Issues Software Security Issues Overview of Types of Software Elements of Software Security Control Issues during Installation and Maintenance
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Classroom Contact Sessions
06
08
08
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Module No.
4
5
6
7
Title / Topic Licensing Issues Problem and Change Management Information Systems Audit Requirements Risk Analysis Threats, Vulnerability, Exposure, Likelihood, and Attack Information Systems Control Objectives Information Systems Audit Objectives System Effectiveness and Efficiency Information Systems Abuse Asset Safeguarding Objective and Process Evidence Collection and Evaluation Logs and Audit Trails as Evidence Conducting an Information Systems Audit Audit Program Audit Plan Audit Procedures and Approaches System Understanding and Review Compliance Reviews and Tests Substantive Reviews and Tests Audit Tools and Techniques Sampling Techniques Audit Questionnaire Audit Documentation Audit Report Auditing Approaches Sample Audit Work-Planning Memo Sample Audit Work Process Flow Risk-Based Systems Audit Conducting a Risk-Based Information Systems Audit Risk Assessment Risk Matrix Risk and Audit Sample Determination Audit Risk Assessment Risk Management Strategy Business Continuity and Disaster Recovery Plan Business Continuity and Disaster Recovery Process Business Impact Analysis Incident Response Plan Disaster Recovery Plan Types of Disaster Recovery Plans Emergency Preparedness Audit Checklist Business Continuity Strategies Business Resumption Plan Audit Checklist Recovery Procedures Testing Checklist
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Classroom Contact Sessions
08
10
08
08
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Module No.
Classroom Contact Sessions
Title / Topic Plan Maintenance Checklist Vital Records Retention Checklist Forms and Documents Contemporary Issues
8
Total
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 432 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
VIII.
A conceptual framework of internal controls in a computer environment and understanding of knowledge of the primary steps in conducting a risk assessment of an IT system. The ability to describe the various phases of systems development from the perspective of the auditor and review the evaluation and testing procedures for General and Business Process Application Controls
Reference Material
Text-Books Veena Hingarh, Arif Ahmed, (Latest Edition), Understanding and Conducting Information Systems Auditing, Wiley. 2. R. Weber, (Latest Edition), Information Systems Control and Audit, Prentice Hall. 3. Managing Enterprise Information Integrity: Security, Control and Audit Issues, (Latest Edition), IT Governance Institute. 4. Risks of Customer Relationship Management: A Security, Control, and Audit Approach, (Latest Edition), Pricewater House Coopers Ltd. 1.
Reference-Books V. Raval, A. Fichadia, (Latest Edition), Risks, Controls and Security: Concepts and Applications, Wiley. 2. J. E. Hunton, S. M. Bryant, N. A. Bagranoff, (Latest Edition), Core Concepts of Information Technology Auditing, Wiley. 3. J. J. Champlain, (Latest Edition), Auditing Information Systems, Wiley. 4. A. H. James, (Latest Edition), Information Systems Auditing and Assurance, SouthWestern. 5. EDP Auditors Foundation, (Latest Edition), EDP Journal Quarterly British Standard BS. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication & Networking ACM Transactions on Internet Marketing
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MB849.3: MODELING AND ANALYSIS WITH SPREADSHEETS (MAS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows: To model, analyze, solve, and interpret solutions to business decision problems on spreadsheets. To develop, implement and utilize business models for managerial decision making. To interpret model results in the context of the business situation. To demonstrate competence in using a spreadsheet for analysis. Course Outline
III.
Module No.
1
2
3
4
Title / Topic Introduction to Spreadsheet Modeling Deterministic, Stochastic and Optimization Models Formulas Formatting Printing Functions Applications in Marketing, Sales and Supply Chain Relative or Absolute Cell References Structural Referencing (Named Ranges) Advanced Formulae Look-Up Tables Linking Disparate Workbooks Dynamic Linking Updating Links Integrating and Manipulating Data from External Sources Data Validation Warehousing and Distribution Decision Making Lab Solver Goal-Seek Advanced formulae Applications in Corporate Finance and Investments Advanced Formulae Charting and Presentations Grouping Data Scenarios What-if Analysis Data Tables
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Classroom Contact Sessions
06
10
08
08
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Module No.
5
6
7
8
Classroom Contact Sessions
Title / Topic Break Even Analysis
Applications in Human Resources Working with large datasets Lookup Tables Filtering Multiple Worksheets Linking Advanced Formulas and Macros Charting and Presentations Linking Multiple Spreadsheets and Datasets with Access The Need for More Powerful Databases Relational Database Concept Excel Vs. A Relational Database Table Creation and Table Field Properties Importing Spreadsheets Table Relationships Data Warehouses and Integrating Data from Multiple Sources Linking Disparate Spreadsheets and Datasets From Research Insight Audit Analytics Building and Working with Sets in Research Insight Lookup Tables Auto, Advanced and Custom Filters Conditional Formatting Concatenation Text to Columns Transposing Data Converting Soft Text to Hard Text Summarizing Data with Measures of Central Tendency, Frequency Tables, Charts and Graphs Pivot Tables and Pivot Charts Contemporary Issues
Total IV.
08
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
© CHARUSAT 2016
Page 435 of 533
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed:
An extensive knowledge and skills to apply electronic spreadsheets in business decision-making and problem-solving. The ability to understand and be able to apply in business and accounting selected intermediate and advanced features of electronic spreadsheets. The ability and skills to work with large data sets and integrate data from different tables and sources. The ability to understand fundamental risks associated with using spreadsheets and be able to take basic precautions to address them. The ability to understand the need for relational databases and use selected features of a relationship database to enhance the capabilities of your spreadsheet even more.
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VIII.
Reference Material
Text-Book 1.
Kenneth R. Baker, (Latest Edition), Optimization Modeling with Spreadsheets, Wiley.
Reference-Books Denise Etheridge, (Latest Edition), Excel Data Analysis: Your Visual Blueprint for Creating and Analyzing Data, Charts and PivotTables, Wiley. 2. Winston, Wayne L, (Latest Edition), Microsoft Excel Data Analysis and Business Modeling, PHI. 1.
Journals / Magazines / Newspapers 1. 2. 3. 4. 5.
The IUP Journal of Information Technology International Journal of Information Sciences and Application ACM Journal on Emerging Technologies in Computing Systems International Journal of Mobile Communication and Networking ACM Transactions on Internet Marketing
© CHARUSAT 2016
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© CHARUSAT 2016
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HEALTH CARE MANAGEMENT ELECTIVES
© CHARUSAT 2016
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MB855.3: HOSPITAL OPERATIONS MANAGEMENT (HOM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To gain an integrated understanding of strategic operations and its applicability to health care industry To understand the importance of tools and techniques for reducing the costs and improving the quality and overview of the significant environmental trends in the healthcare industry.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction to Healthcare Operations The Challenge and the Opportunities History of Performance Improvements Evidence Based Medicine and Pay-For-Performance Setting Goals and Executing Strategy Strategy and the Balance Scorecard The Project Management Performance Improvement Tools, Techniques and Programs Tools for Problem Solving and Decision Making Using Data and Statistical Tools for Operations Improvement Simulation Application to Healthcare Operations Issue Process Improvement and Patient Flow Scheduling and Capacity Management Supply Chain Management Putting it all together for Operational Excellence Holding the Gains Materials Management Role of Computers in the Materials Function. Operations Research Techniques in the Materials Function Stores Management Responsibilities and Functioning of Stores Types of Stores in Hospitals. Location and Layout of Stores Stock Verification Techniques Control of Pilferages. Inventory Control Techniques Purchase Management Disposal of Waste and Scrap Value Analysis
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Classroom Contact Sessions 06
08
10
10
08
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Module No.
Classroom Contact Sessions
Title/Topic The Lean Enterprise Lean Concepts and Health Care Applications Lean Processes Applied to Operating Room Performance Total Quality Management in Health Care Institutes Quality Improvement Need for Quality Management Initiatives in Health Care Indian Health Care Organisation Contemporary Issues
6
7 8
08
04 06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 441 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to analyse health care services management objectives and translate them into output requirements, while integrating clinical and business information. The ability to compare the costs and benefits of various types of health care data processing systems and make decisions regarding the purchase and use of such systems. Reference Material
Text-Book 1.
Daniel B McLaughlin and Julioe M Hays, (Latest Edition), HealthCare Operations Management, PHI Learning Pvt Ltd.
Reference-Book 1.
James R. Langabeer, (Latest Edition), Health Care Operations Management: A Quantitative Approach to Business, Jones and Bartlett Learning.
Journals / Magazines / Newspapers 1. International Journal of Healthcare Technology and Management. 2. Healthcare Management Science
© CHARUSAT 2016
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MB856.3: HOSPITAL MANAGEMENT INFORMATION SYSTEM (HMIS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To provide students with the ability to define operational and strategic objectives for health services management information systems and to guide the design of systems to meet those objectives. To emphasise on the conceptualization of variables to be included in such systems; the design of the systems (including an understanding of hardware, software and communication links) and the proper interpretation and utilization of processed information for program management purpose. Course Outline
Module No. 1
2
3
4
5
6
7
Title/Topic Operational and Strategic uses of Information Systems in Health Care Management Analysing Organisational Activities and Procedure FlowChartings Translating Organisational Activities into Output Requirements Derivation of Input Content from Output Requirements Data Quality Control Input Devices: Internal Organisation and Operation of Computers Output Devices: Processing Modes and their Relative Costs Health Care Application Software Electronic Medical (Health) Records Patient Scheduling Software Medical Records Privacy and Ethical Issues Related to Patient Information Methods of used Authentication Introduction to the Software’s Related to the Hospital Management Hospital Management System Payroll System Accounting System Inventory Control System and other Computer Applications in Hospitals Health Information Exchange (HIE) Health Information Standards Health Information Security
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
10
08
08
04
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Module No.
8
Classroom Contact Sessions
Title/Topic Consumer and Patient-Oriented Information Systems Clinical Information Systems and Value Meaningful Use and Health IT Policy Contemporary Issues
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No. 1 2 3 4 5
VI.
Percentage of total Component Number internal evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. Marks per incidence
Total Marks
External Evaluation
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The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An integrated understanding of strategic operations and its applicability to health care industry. A keen interest in observing various operations of hospital, aptitude for applying Lean tools and techniques.
Reference Material
Text-Book 1.
Austin, Charles J. and Stuart B. Boxerman, (Latest Edition), Information System for Health Care Management, Health Administration Press.
Reference-Book 1.
Alferd Winter, Reinhold Haux, (Latest Edition), Health Information System : Architectures and Strategies, Springer Publications.
Journals / Magazines / Newspapers 1.
International Journal of Healthcare Technology and Management
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MB857.3: MEDICAL AUDIT AND QUALITY MANAGEMENT (MA&QM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To provide an in-depth knowledge about the medical audit leading to TQM
Course Outline
Module No.
1
2
3
4
Title/Topic Medical Audit Definition Origins & Development in Medical Audit Medical Audit Policy Concept of Medical Audit Medical Record Medical Audit Relationship Medical Audit related to Diagnosis, Investigations and Therapy Medical Audit – Global Perspective Types of Medical Audit Appraisal of Medical Audit Methods of Medical Audit Quality Management Origin & Growth of Quality Management Importance and Significance of TQM for Hospitals Prerequisites of Quality Management in Hospitals Role of Medical Record in Quality Management Quality Circles Quality Assurance Quality Management in Hospital Front Office OPD Casualty Labs OT CSSD Dietary, HK, ICU Nursing Laundry Canteen
© CHARUSAT 2016
Classroom Contact Sessions
08
08
10
08
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic TQM Tools Quality Function Deployment Concurrent Engineering FEMA P.C.D.A. Cycle – JIT (Just in Time) Kaizan „O‟ Defect Programme Statistical Tools in TQM Flow diagram Pareto Analysis Cause and effect diagram Control Charts Bench Marking Business Process Reengineering TQM practices in Indian Hospitals Accreditation Introduction Concept of Hospital Accreditation Accreditation Scenario in India and Abroad Organisations, Authorities for Accreditations in India Accreditation Process Role of the Government in Developing an Accreditation System. Contemporary Issues
Total IV.
08
08
04
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation
Sl. No. 1 2 3 4 5
VI.
The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An integrated understanding of strategic operations and its applicability to health care and environmental policies. A keen interest in observing health issues, scientific understanding of causes, and possible future approaches to control of the major environmental health problems
Reference Material
Text-Book D.C. Joshi and Mamta Joshi, Hospital Administration, published by Jaypee Brothers, Medical Publishers, New Delhi, Latest Edition 2. Anjan Prakash, Medical Audit, published by Jaypee Brothers, Medical publishers (P) Ltd., New Delhi, Latest Edition 1.
Reference-Book 1.
B.M.Sakharkar, Principles of Hospital Administration and Planning, published by Jaypee Brothers, Medical Publishers (P) Ltd., New Delhi, Latest Edition
Journals / Magazines / Newspapers 1.
International Journal of Healthcare Technology and Management
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MB858.3: HEALTH COMMUNICATION: DEVELOPMENT AND DISSEMINATION (HCDD) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To engage students in critical thinking (analyze and evaluate), creative thinking (imagine and create), and practical thinking (solve problems and make decisions) with regard to developing and evaluating public health communications campaigns. Within a broad ecological framework, assess the need and develop a macro, strategic, partnership, implementation and evaluation plan for public health communications.
Course Outline
Module No.
1
2
3
4 5 6 7 8
Classroom Contact Sessions
Title/Topic Introduction An Overview of Substantive Areas of Study Within Health Communication Like Interpersonal Mass Media Health Images Communication Campaigning Alternative Medicine Health Ethics Use of Artifacts Pamphlets, Print Ads, Video Analysis the Rhetoric of Successful and Unsuccessful Health Communication Campaign AIDS Awareness and Smoking Cessation Health Information Plan, Deliver and Evaluate Health Information and Disease Prevention Campaigns Advocate for Health Policy Initiatives Manage Health Care Delivery Systems Produce the Written Material for A Healthy Campaigning Strategy Dissemination in Areas of Public Health Emerging from Research Develop A Television Programme or Health Literacy Produce Material for Complex Disease I. E Material for Genetic Counselling in Area of Inherited Disorders Project/Presentation Contemporary Issues
Total
© CHARUSAT 2016
06
08
10
10 08 08 06 04 60
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IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
Keen interest to develop advertisement and campaigns related to health care system.
Reference Material
Text-Book 1.
Parvanta, C. F., Nelson, D. E., Parvanta, S. A., and Harner, R. N., (Latest Edition), Essentials of Public Health Communication, Sudbury, MA: Jones and Bartlett Learning.
Reference-Books Payers, Lynn, (Latest Edition), Medicine and Culture, New York, Henry Holt and company. 2. DuPre, Athena, (Latest Edition), Communicating About Health; Current Issue and Persepective , Mountain view, Mayfield publishing company. 1.
Journals / Magazines / Newspapers 1.
Healthcare Management Science
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MB859.3: LEGAL ASPECTS OF HEALTH CARE (LAHC) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objective of this course is as follows: III.
To provide basic understanding of legal foundations of health care in India.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Laws Relating to Hospital Formation Promotion-Forming Society The Companies Act Law of Partnership A Sample Constitution for the Hospital Laws Relating Purchases and Funding Law of Contracts Law of Insurance Export Import Policy FEMA Exemption of Income Tax For Donations Laws Pertaining to Health Central Births and Deaths Registration Act, 1969 Recent Amendments Infant Food Act, 1992 Laws Pertaining to Hospitals Transplantation of Human Organs Act, 1994 Pre-Natal Diagnostic Techniques (Regulation and Prevention of Misuse) Act, 1994 Medical Negligence Medico Legal Case Dying Declaration MCI Act on Medical Education The Biomedical Waste Management and Handling Rules-Radiation Safety System Laws Pertaining to Manufacture and Sale of Drugs Drugs and Cosmetics Acts, 1940 Pharmacy Act, 1948 Drugs and Magic Remedies (Objectionable Advertisement) Act, 1954 Poison Act, 1919 Legislation for Tobacco Control
© CHARUSAT 2016
Classroom Contact Sessions
06
08
10
10
08
08
Page 452 of 533
Module No.
7
8
Classroom Contact Sessions
Title/Topic Role of Governments Law In Promoting and Protecting Health Functions of Courts Legislatures Administrative Agencies in Relation to Health Care Law and Policy Contemporary Issues
04
06 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 453 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of relationship between the legal system, health care providers, and patients; be able to identify and analyze legal issues in health care. An ability to effectively communicate, both orally and in writing, the interpretive understanding of a case, statute, and regulatory scheme.
Reference Material
Text-Book 1.
C .B. Memoria, (Latest Edition), Dynamics of Industrial Relations, Jain Book depot.
Reference-Book 1.
N. D. Kapoor, (Latest Edition), Industrial Laws, Sultan Chand Publication.
Journals / Magazines / Newspapers 1.
Healthcare Management Science
© CHARUSAT 2016
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PROJECT AND INFRASTRUCTURE MANAGEMENT ELECTIVES
© CHARUSAT 2016
Page 455 of 533
MB865.3:PROJECT AND INFRASTRUCTURE MARKETING AND PRICING (PIMP) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To understand Infrastructure Marketing and pricing practices in India. To understand policies and problems of Infrastructure Marketing and pricing practices in India.
Course Outline
Module No 1
2
3
4
5 6 7 8
Title/Topic Understanding Infrastructure Infrastructure Marketing and Practices Marketing Infrastructure and Marketing Reforms Strategic Approach for Marketing Marketing Environment Group Marketing Cooperative Marketing Direct Marketing Infrastructure Pricing and Practices Selecting the Right Pricing Models for Infrastructure Services Pricing Principles Efficiency Concepts Incentive Models Policies and Problems of Infrastructure Marketing and Pricing Project Outsourcing Price Benchmarking Pricing Trends Technology Pricing Licensing Marketing and Pricing Policy for Railway Marketing and Pricing Policy for Agriculture Marketing and Pricing Policy for Transport Infrastructure Contemporary Issues
Total IV.
Classroom Contact Sessions 06
12
12
12
04 04 04 06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the
© CHARUSAT 2016
Page 456 of 533
reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
VI.
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding about Infrastructure Marketing and pricing. An understanding of practical aspects of Infrastructure finance with the help of cases.
Reference Material
© CHARUSAT 2016
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Text-Book There is no single text/ reference book suggested by the faculty. However, faculty will draw the study material from various sources on the given topics. Various government reports, developmental studies and sectoral reports can be a part of the study material. Field visits and export talk by guest faculty will provide necessary inputs to the students giving them the opportunity to explore the topics further in depth. Journals / Magazines / Newspapers 2.
The International Journal for Project Management
© CHARUSAT 2016
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MB866.3: PROJECT AND INFRASTRUCTURE FINANCING (PIF) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
III.
To provide an understanding of financing technique that is widely used to finance infrastructure projects.
To give an exposure to the world of project finance on the areas of Project structuring, understand the complexities of accurately constructing and evaluating cash flows, Risk assessment and management in infrastructure projects, Financing and valuation of infrastructure projects, PPP's in infrastructure.
Course Outline Module No. 1
2
3
4
5
6
Title / Topic Introduction and Overview Introduction to Project Finance Introduction to Infrastructure Projects Uses of Project Finance Motivations for Using Project Finance Unique Features of Infrastructure Projects Essential Elements of Project Financing Trends in Project Financing Market for Project Finance Project Finance in the Power Sector Project Finance in the Roads Sector Project Finance in Airports Different Sources of Finance Sources for Project Finance, Equity, Debt Multi-Lateral Agencies and Financial Institutions Project Leasing Types of Finance Structure Special Purpose Vehicles Structuring the Project Company Public Private Partnerships BOT, BOOT and other Form of Financing Financial Analysis of Projects Valuation Free Cash Flows Equity Cash Flows Project Risk Identification Assessment Management
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
08
08
08
Page 459 of 533
Module No. 7 8
Classroom Contact Sessions
Title / Topic Credit Risk in Project Finance Basel Committee Recommendation Rating Grade Criteria Concept of Loss and Value at Risk Contemporary Issues
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course.
© CHARUSAT 2016
Page 460 of 533
VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to evaluate cash flows, Risk assessment and management in infrastructure projects, Familiarity with all the issues related to financing and valuation of infrastructure projects, PPP's in infrastructure.
Reference Materials
Text-Books 1.
Stefano Gatti,(Latest Edition),Project Finance in Theory and Practice, Academic Press.
Reference-Books 1. Prasanna Chandra, (Latest Edition),Projects, Tata McGraw-Hill Education. 2. Andrew Fight, (Latest Edition),Introduction to Project Finance, Elsevier Publications. 3. John Finnerty,(Latest Edition),Project Financing - Asset Based Financial Engineering, John Wiley and Sons. 4. E.R. Yescombe,(Latest Edition),Principles of Project Finance, Allied Press. Journal / Magazine / Newspaper 1.
The International Journal for Project Management.
© CHARUSAT 2016
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MB867.3: COST BENEFIT ANALYSIS OF PROJECTS (CBAP) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: To provide students the tools to evaluate projects for businesses, non-profit organizations, and governments, as cost benefit analysis has to consider a proposal's economic costs and benefits from a larger perspective. III.
Course Outline
Module No. 1
2
3
4
5
Title/Topic Introduction Overview of the Cost Benefit Analysis Overview of Infrastructure Projects Financial Appraisal Review of Basic NPV Criteria for Project Evaluation Benefit-Cost Ratio IRR, and Pay-Back Period Choice of Discount Rate Dealing with Inflation Option Value Resource Allocation and Welfare - Efficient Markets Efficiency of Competitive Markets MRS and Budget Constraints Consumer Choice Marginal Utility Pure Exchange Pareto Optimum The Fundamental Theorem of Welfare Economics Valuation of Benefits and Costs - Consumer and Producer Surplus and Dead Weight Loss Consumers and Producers Surpluses Efficient Equilibrium; Simple Distortions (Taxes and Quotas) Market Failure- Monopoly Power and Asymmetric Information Natural Monopoly Justifying Price Regulation and Quotas Rosen Hedonic Model and the Idea of Safety and Other Similar Standards Pricing Issues Shadow Wages and Unemployment Monopoly Pricing
© CHARUSAT 2016
Classroom Contact Sessions 06
08
10
04
08
Page 462 of 533
Module No.
Classroom Contact Sessions
Title/Topic Traded-Non-Traded Goods and Border Pricing Evaluating Projects that are Subject to Risk and Uncertainty Expected Value Risk Aversion Certainty Equivalent Uncertainty and Irreversibility CBA and Human Life The Value of Human Life CBAin Health and Health Care Cost of Saving A Life or Reducing the Amount of Accidents The Value of Saving Time Investment in Human Capital Human Capital Projects CBA and Society The Travel Time Method Contingent Valuation Irreversibility Inequality Social Welfare and Social Choice Income Distribution and Expenditure Programs for the Poor The Distribution Element of Projects The Use of Distributional Weights in Social CB Analysis Intergovernmental Grants Contemporary Issues
6
7
8
9
Total IV.
04
08
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications … About 32 Sessions Case Discussions … About 12 Sessions Management Exercise / Stimulations /Games … About 08 Sessions Student‟s Presentations … About 06 Sessions Feedback … About 02 Sessions The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Sl. No. 1 2 3 4 5
VI.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100 The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to apply economic principles towards an improved understanding of how to assess all relevant costs and benefits of a particular project, action, policy or program.
Reference Material
Text-Book 1.
Anthony Boardman, David Greenberg, Aidan Vining, and David Weimer, (Latest Edition), Cost Benefit Analysis – Concepts and Practice, Prentice Hall Publications.
Reference-Books Boardman, Greenberg, Vining, and Weimer, (Latest Edition), Cost Benefit Analysis: Concepts and Practice, Prentice Hall Publications. 2. Hugo Priemus and Bent Flyvbjerb, (Latest Edition), Decision-Making On Mega-Projects: Cost-Benefit Analysis, Planning and Innovation, Edward Elgar Publication. 1.
Journal / Magazine / Newspaper 1.
The International Journal for Project Management
© CHARUSAT 2016
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MB868.3: ENVIRONMENTAL AND SOCIAL IMPACT ASSESSMENT (ESIA) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows: III.
To know the different principles and concepts of ecology and sustainable development. To understand the basic concepts and principles of environmental impact assessment (EIA). To understand the process and different methodologies of Environmental Impact Assessment. To Know how to identify, predict and assess the impacts of a development project.
Course Outline
Module No
1
2
3
4
Title/Topic Principles of Ecology and Sustainable Development Ecology: Scope and Meaning The Ecosystem and its Components Ecosystem Structure and Function Some Important Ecological Principles Community Properties Sustainable Development Principles of Environmental Impact Assessment (EIA) Definition of EIA Goals and Principles of EIA Role of EIA in Environmental Management, Planning and DecisionMaking and Development Planning Methods and Process of EIA Ways and Strategies for a Successful EIA EIA in the Project Cycle Environmental Impact Assessment (EIA) Regulatory Framework Legal Framework of EIA Administrative Framework of EIA Coverage of the Philippine EIA System Monitoring and Enforcement in EIA Problems and Limitation of the Philippine EIS System Public Participation in EIA Process and Methodologies of Environmental Impact Assessment The Environmental Impact Assessment Process
© CHARUSAT 2016
Classroom Contact Sessions
06
10
10
08
Page 465 of 533
Module No
Classroom Contact Sessions
Title/Topic Environmental Impact Assessment Methodologies Identification, Prediction and Assessment of Impacts Methods of Identification, Prediction and Assessment of Impacts of Physical and Biological Resources Physical Resources (Air) Physical Resources (Soil) Physical Resources (Water) Biological Resources Plant and Animal Ecology Spatial Expansion of Agricultures Agricultural Intensification Impacts of Deforestation Environmental Risk Assessment Purpose of ERA Uses of ERA Steps in ERA ERA Process Risk Management ESIA in global Affairs Contemporary Issues
5
6
7 8
10
08
Total IV.
04 04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 466 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. V.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VI.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The skills to propose development project plans for possible environmental effects and prepare appropriate initial studies. The skills to utilize EIA documents for policy development, project planning or for legal or political action planning.
Reference Material
Text-Book 1. Jain, R. K., (Latest Edition), Environmental Assessment, Mc Graw Hill. 2. Canter L., (Latest Edition), Environmental Impact Assessment, Mc Graw Hill.
Reference-Books 1.
Latest Government / Other regulatory bodies Reports on ESIA.
Journals / Magazines / Newspaper 1.
Environmental Impact Assessment Review
© CHARUSAT 2016
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MB869.3: THEORY OF CONSTRAINTS (TOC) YEAR 2, SEMESTER 4 I.
Number of Credits:
II.
Course Objectives
4
The objectives of this course are as follows:
To create an awareness of the Theory of Constraints as a new management philosophy, based on physical sciences. To help create an appreciation of its potential for effective management in several areas like operations management, project management, information management, human resources management, etc.
III. Course Outline Module Title/Topic No. Introduction to Theory of Constraints 1 Thinking Process, Constraints, Tools of TOC Theory of Constraints (TOC) Inadequacy of Constrained Optimisation for Real-World Management Problems 2 Re-look at Goals as the Focus of Managerial Action, Instead of Constraints Emergence of Theory of Constraints (TOC) as a Better Approach to Management Problem Solving TOC Steps Goal 3 Constraint and Elevation Re-look at Goal and Constraints Finance and Measure Economic Decisions 4 TOC and Product Costing Economic Decision using TOC Decision Project Management Project Planning and Management Tools Phases of Project Management 5 Common Problems in Project Management Critical Chain Project Management: A TOC Approach Drum-Buffer-Rope Solution Introduction The Drum – The Master Production Schedule of the Capacity 6 Constraints Resources Implementing Drum-Buffer-Rope Master Production Schedule using Drum-Buffer-Rope Scheduling
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10
08
08
08
08
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Module No.
Classroom Contact Sessions
Title/Topic Method Theory of Constraints in Supply Chain Management Introduction TOC in Distribution Solution Drum-Buffer-Rope in Distribution Examples and Problems TOC Applications to Operations Projects IT Other areas Contemporary Issues
7
8
9
06
04
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An understanding of TOC and its potential in current business environment. An understanding of mechanics, valuation and trading strategies of derivative market. Ability to frame their own trading strategies in different market conditions.
Reference Material
Text-Book 1.
S. K. Mukhopadhyay, (Latest Edition), Theory of Constraints, Jaico Publication.
Reference-Book 1.
James F Cos III, Jhon G. Schleier, (Latest Edition), Theory of Constraints Handbook, Tata McGraw Hill.
Journals / Magazines / Newspapers 1.
The International Journal for Project Management
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FAMILY BUSINESS & ENTREPRENEURSHIP MANAGEMENT ELECTIVES
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MB.875.3: SUCCESSION PLANNING AND MANAGEMENT YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop a basic understanding of the theory, practice, principles, concepts and language of succession planning and management. To learn how to develop an integrated strategy in both traditional and new economy organizational environments. To understand the key elements of succession management to sustain competitive advantage.
Course Outline
Module No. 1
2
3
Title/Topic The Family Business: What It Is, What Makes It Unique The Family Business: What It Is, Its Assets, and Vulnerabilities Succession Planning Understanding Succession Planning Defining Objectives Choosing the Right Ownership Structure Promoting Stewardship Getting help from Board of Directors Management Succession: Integrating the Family Component into the Management Succession Process Formalizing Management Processes Taking the Lead Family Communication and Decision Making o Family Business Meetings How to Set Up the Family Business Meeting? o Family Council Meetings How to Set Up the Family Council? Family Business Rules o How to Establish Family Business Rules? Make a Commitment to Family Communication o Getting The Family Meetings Started – Outside Assistance Management Succession Issues o Employment of Family Members o Grooming Family Managers to be Successors o Assessing Family Member Managers o Compensation for Family Members o Managing Family Disagreements Integrating the Family Component in Business Planning
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08
08
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Module No.
Classroom Contact Sessions
Title/Topic Making use of Outside Advice Developing Successors Preserving Company Values Support for Senior Managers Help for Employees, Suppliers, Customers From Second to Third Generations Successful Business Succession by Women Role of Women in Family Business Raising A Daughter as the Next CEO Transferring Control and Ownership Match Ownership to Control Tools for Transferring Ownership Trusting the Firm to Trustees Incentives for Nonfamily Caretakers Letting Go The Deep Reasons for Founders Resistance Letting Go with Grace and Style Contemporary Issues
4
5
6
7 8
08
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
An ability to appreciate family business and apply the theory, practice, principles, and concepts of succession planning and management. An ability to understand the family business owner‟s concerns and run and let go the family business successfully.
Reference Material
Text-Books Mark Fischetti, (Latest Edition), The Family Business Succession Handbook, Family Business Publishing Company. 2. Stephen L. McClure, John L. Ward, Craig E. Aronoff, (Latest Edition), Family Business Succession: The Final Test of Greatness A Family Business Publication, Macmillan. 3. Poza, E. J., (Latest Edition), Family Business, Mason, OH: Thomson South-Western. 4. Gersick, K. E., Davis, J. A., Hampton, M. M., and Lansberg, I., (Latest Edition), Generation to Generation: Life Cycles of the Family Business, Boston, MA: Harvard Business School Press. 1.
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Reference-Books Grant Walsh, (Latest Edition), Family Business Succession Managing the All-Important Family Component, KPMG Enterprise. 2. Justine C. Law and James J. Baderman, (Latest Edition), Everyday Legends: The Ordinary People Changing Our World, the Stories of 20 Great UK Social Entrepreneurs. WW Publishing. 3. Willie Cheng, (Latest Edition), The World That Changes The World: How Philanthropy, Innovation, And Entrepreneurship Are Transforming The Social Ecosystem. John Wiley and Sons. 1.
Journals / Magazines / Newspaper 1. Family Business Review, Sage Journals 2. Journal of Family Business Management, Emerald 3. Journal of Family Business Strategy, Elsevier
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MB876.3: ENTREPRENEURSHIP MARKETING AND ANALYTICS (EM&A) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce students to different choices and challenges of entrepreneurial marketing. To understand the Business Analytics and Intelligence Methodologies. To implementing the same for making strategies and decisions faster by converting data into reliable information using rational approach. To prepare students for careers like consulting in data-rich environments, analytical marketing, information technology, and financial data analysis.
Course Outline
Module No.
1
2
3
4
5
6
Title/Topic Entrepreneurial Marketing Marketing and Entrepreneurship Identifying Market Opportunities Positioning, Targeting and Segmentation Selecting, Developing and Evaluating New Products and Services Introduction to Business Intelligence Changing Business Environment and Computerized Decision Support Framework and Architecture Intelligence Creation and Use Business Intelligence Governance Introduction to Business Analytics What is Business Analytics? Why is Business Analytics Important? Integrating Business Analytics into the Organization Marketing Mix Modeling Linear Regression Trend Analysis Product Market fit o Gap Analysis Segmentation Application-1 Discriminant Analysis Factor Analysis Cluster Analysis Multidimensional Scaling Analysis Segmentation Application-2
© CHARUSAT 2016
Classroom Contact Sessions
08
08
08
08
08
08
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Market Basket Analysis Structural Equation Modeling Decision Tree Analysis o Approach with CHAID o Classification and Regression Trees o Regression-Based Forecasting Data Mining Data Mining Process Data Mining Tool XL Miner Contemporary Issues
7 8
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 477 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A thorough understanding about entrepreneurial marketing. An ability to transform large amounts of data into better decisions. The skills to formulate, communicate, and coordinate strategies to solve business problems and pursue opportunities
Reference Material
Text-Books 1. Leonard M. Lodish, Howard Lee Morgan, Amy Kallianpur, (Latest Edition), Entrepreneurial Marketing: Lessons from Wharton's Pioneering MBA Course. 2. Chaston, I., (Latest Edition), Entrepreneurial Marketing, Palgrave Macmillan. 3. Davidow, W. H., (Latest Edition), Marketing High Technology: An Insider‟s View, The Free Press. 4. Rao, Purba Halady, (Latest Edition), Business Analytics: An Application Focus, PHI Learning 5. GalitShmueli, Nitin R. Patel, Peter C. Bruce, (Latest Edition), Data Mining for Business Intelligence: Concepts, Techniques, and Applications in Microsoft Office Excel® with XLMiner®, John Wiley and Sons, Inc. 6. Marc J. Schniederjans, Dara G. Schniederjans, Christopher M. Starkey (Latest Edition), Business Analytics Principles, Concepts, and Applications with SAS: What, Why, and How, Pearson Education Inc. 7. E. Turban, R. Sharda, J. Aronson, and D. King, (Latest Edition), Business Intelligence: A Managerial Approach, Pearson Prentice Hall 8. Mohanty, Soumendra, (Latest Edition), Data Warehousing Design Development and Best Practices, Tata McGraw Hill. 9. Turban, Efraim & Sharda, Ramesh and Delen, Dursun and King, David & Aronson, Janine E. (Latest Edition), Business Intelligence A Managerial Approach, Pearson Education.
Reference-Books R. Mosimann, P. Mosimann, and M. Dussault, (Latest Edition), The Performance Manager: Proven Strategies For Turning Information Into Higher Business Performance, Cognos Press 2. Anahory, Sam and Murray, Dennis, (Latest Edition), Data Warehousing in the Real World. Pearson Education. 1.
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3. Berson, Alex and Smith, Stephen J, (Latest Edition), Data Warehousing, Data Mining & OLAP. Tata McGraw Hill.
Journals / Magazines / Newspapers 1.
International Journal of Business Analytics (IJBAN), Information Resources Management Association 2. International Journal of Business Analytics and Intelligence
Software Excel and Excel add-ins will be the primary software used throughout the course. Both of the add-ins: XL-Miner (available at www.solver.com/xlminer-data-mining) and @Risk (www.palisade.com/trials.asp) are available as free 15 day trial versions
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MB877.3: APPLICATION OF STRATEGIC FRAMEWORKS FOR SMEs (ASF for SMEs) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce the student to the unique management issues facing the family/privately owned business in today‟s economy. To identify strengths and weaknesses in the strategic management of the family business. To prepare the strategic plan small for small or medium sized enterprises. To review and evaluate the selected strategy.
Course Outline
Module No.
1
2 3
4
5
6
Title/Topic Overview of Strategic Planning for SMEs What are Small and Medium Enterprises Strategic Planning Questions Developing A Strategic Planning Mindset Strategic Versus Operational Planning The Strategic Planning Process Model Creating Vision and Mission Assessing the Firms Strategic Potential Internal and External Analysis Exploring Possible Business Strategies Discussing the Firms Strategic Priority Selecting the Strategic Direction Evaluation of the Basic Business Strategy Identifying the Unique Advantages Strategies for SME Development Skill Development Technology Transfer and Export Marketing Public Private Partnership Industry Institution Interaction Cluster Strategy Strategic Asset Building Implementation and Evaluation of Government Schemes MSME Ministry Scheme NSIC Scheme SIDBI Scheme BSE SME Exchange
© CHARUSAT 2016
Classroom Contact Sessions
08
08 08
08
08
08
Page 480 of 533
Module No.
Classroom Contact Sessions
Title/Topic The Final Strategy and Reinvestment Decision Assessing The Investment Decision Analyzing Business Market Values Other Factors Affecting The Reinvestment Decision Reinvestment Issues Contemporary Issues
7
8
08
04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 481 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The ability to select appropriate strategy by identifying strengths and weaknesses in the strategic management of the family business, SME The ability to prepare a business plan to start a new business or to extend/improve existing business and be able to review and evaluate the business plan of an existing business company, including opposing its feasibility The ability to prepare the strategic plan small for small or medium sized enterprises and to review, implement and evaluate the selected strategy.
Reference Material
Text-Books May, Gary, (Latest Edition), Entrepreneurship and Small Business Management: Strategic Planning: Fundamentals for Small Business, Business Expert Press. 2. Randel Carlock and John Ward, (Latest Edition), Strategic Planning for the Family Business: Parallel Planning to Unify the Family and Business, Palgrave Macmillan, New York. 1.
Reference-Books David Smallbone, Kiril Todorov, (Latest Edition), Handbook of Research on Strategic Management in Small and Medium Enterprises, IGI Global. 2. John Kyriazoglou, (Latest Edition), Managing your SME more effectively, Bookboon. 3. Farhad Analoui, Azhdar Karami, (Latest Edition), Strategic Management: In Small And Medium Enterprises, Cengage Learning. 1.
Journals / Magazines / Newspapers 1.
International Journal of Business Analytics (IJBAN), Information Resources Management Association. 2. International Journal of Business Analytics and Intelligence.
Websites
www.dcmsme.gov.in (Government of India, Ministry of MSME)
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MB878.3: PROFESSIONALIZATION OF FAMILY BUSINESS (PFM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To discuss in depth about the need and various aspects of professionalization starting from what is considered as a professionally run business. To discuss what one needs to do to professionalize and To understand various challenges and hurdles that one needs to overcome in that journey and how to travel that path successfully.
Course Outline
Module No.
1
2
3
4
5
Title/Topic Family Business Management Formula Structural Management of the Family Business Family Complexity Business Complexity Effects of Complexity on the Family Business Structure Family Business Models Captain Model Emperor Model Family Team Model Professional Family Model Corporation Model Family Investment Group (FIG) Model Comparative Analysis of the Models Mindset and Structure: How Thoughts Influence Deeds? Professionalization of Family Business What? Why? How? Aspects of Professionalization Decentralization of Activities Empowerment of Employees Methodological Decision Making Setting of Systems and Processes Challenges of Professionalization Unincorporated Enterprises Lack of Succession Planning and Plans Unawareness of Government Policies on Entrepreneurship Policies and Entrepreneurship Development in the Country High Operational Costs Financial Constraints
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Classroom Contact Sessions
08
08
08
08
08
Page 483 of 533
Module No.
Title/Topic
Classroom Contact Sessions
6
Poor Infrastructures Competition Multiple Taxes Managing Growth and Transformation Applying Survival Skills as A Son or Daughter in the Family Business Indian and International Cases of Professional Family Business What can we Learn and Apply? Contemporary Issues
08
7 8
08 04 60
Total IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 484 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
The skills to be able to manage differing views between the older generation and the newer generation. The skills to be able to professionalize existing family business and to plan for sustenance of business.
Reference Material
Text-Book 1.
Alberto Gimeno, Gemma Baulenas, Joan Coma-Cros, (Latest Edition), Family Business Models-Practical Solutions for the Family Business, Palgrave Macmillan.
Reference-Books Bowman – Upton, N., (Latest Edition), Challenges in Managing a Family Business Washingston: US Small Business. 2. Kelin E. Gersick, John A. Davis, Marion McCollom Hampton, Ivan Lansberg, (Latest Edition), Generation to Generation: Life Cycles of the Family Business, Harvard Business Review Press. 1.
Journals / Magazines / Newspapers 1. Family Business Review 2. Ivey Business Journal- Improving the Practice of Management
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MB879.3: COMPETITIVE STRATEGY AND MANAGEMENT OF FAMILY BUSINESS PORTFOLIO (CS & MFBP) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows:
To focus on the competitive strategy of the firm. To examine issues central to its long and short term competitive position To understand the development of firm-specific capabilities, including the role of knowledge that contributes to a firm‟s competitive advantage To focus on industry analysis and competitive advantage as it derives from the firm's strategic investments To find out how strategy differs in global contexts, the role of mergers and acquisitions and the logic of resource allocation in the diversified firm to enhance competitive advantage in each market
III.
Course Outline
Module No.
1
2
3
Title/Topic Analysis of the Environment Industries and the Life Cycle Extending the Five Forces Framework The Contribution of Game Theory Competitors Analysis Segmentation Analysis Strategic Groups Identifying and Analyzing Significant Family Business Competitive Advantage Loyalty Legacy Access to Labour Access to Capital Key Employees Patience Values Community and Philanthropy Strategies for Competitive Advantage Generic Strategies The Value Chain Cost Leadership Differentiation Focus The Dangers of Hybrid Strategies
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08
08
08
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Module No.
Classroom Contact Sessions
Title/Topic Vertical Links and Moves Defining Vertical Relations Trends in Vertical Relations What Vertical Integration is Not? The Costs of Markets Horizontal Links and Moves The Diversification Game Why Diversify? Forms of Diversification International Strategy Global Diversification Strategy The Question of International Competitiveness Porter‟s Diamond Framework Using the Diamond Framework Framing Company Strategy Competing in International Markets Competing Abroad: The Principles Globalisation Vs. Localisation Making the Moves Adding Value from Combination Mergers and Acquisitions Contemporary Issues
4
5
6
7 8
08
08
08
08
Total IV.
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 487 of 533
V.
Internal Evaluation The students‟ performance in the course will be evaluated on a continuous basis through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
IX.
Be able to play the role of key decision makers and answer the questions related to the creation or reinforcement of competitive advantage.
Reference Material
Text-Books Grant, R. M. (Latest Edition), Contemporary strategy analysis: Text and cases, Edison, NJ: Wiley. 2. Danny Miller, Isabelle Le Breton-Miller, (Latest Edition), Managing For The Long Run: Lessons In Competitive Advantage From Great Family Businesses, Harvard Business Review Press. 3. Michael E. Porter, (Latest Edition), Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press. 1.
Reference-Books Contractor, Farok J., (Latest Edition), Cooperative Strategies in International Business: Joint Ventures and Technology Partnerships between Firms, Amsterdam: Pergamon. 2. Liebowitz, Jay, (Latest Edition), Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management, Auerbach Publications. 1.
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Journals / Magazines / Newspapers 1. Journal of Developmental Entrepreneurship 2. Journal of Family Business Management
© CHARUSAT 2016
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© CHARUSAT 2016
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TOURISM AND HOSPITALITY MANAGEMENT ELECTIVES
© CHARUSAT 2016
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MB885.3: INTERNATIONAL TOURISM AND HOSPITALITY MANAGEMENT (ITHM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To introduce students to the international organizations involved in tourism and hospitality management. To help students to understand the geographical significance while arranging international tours. To introduce students to the most preferred destinations in America and Europe. To help students to understand the critical issues that needs to be dealt with very carefully while on international tour.
Course Outline
Module No.
1
2
3
4
Title/Topic Geographical Significance in Tourism Fundamentals of Geography Importance of Geography in Tourism Climate Variations Climatic Regions of World Study and Significance of Maps Longitude and Latitude International Date Line Time Variations Time Difference International Destination Management in Major or Selected Countries Managing International Tourism Steps involved in Setting an International Tourism Assignment Financial, Legal and Technical Issues involved in International Tourism Critical Issues related to International Tourism Using the Tour Guide Book Understanding the Cultural Differences Understand the Local Norms, Rules and Guidelines Understanding the Public Sentiments Associated with International Tourist Destinations Preservation of Local Ecology Culture and Natural Environment Cross-Cultural-Etiquettes, Mannerisms
© CHARUSAT 2016
Classroom Contact Sessions
08
08
06
12
Page 492 of 533
Module No.
Classroom Contact Sessions
Title/Topic
Understand the Meaning of Gestures and Postures in International Contest Organized and Unorganized Tourism e-Tourism Development of e-Tourism Using Technology for Booking the Tourist Packages Collaborative Travel and Tourism International Organizations associated with Travel and Tourism Industry International Union of Official Travel Organization (IUOTO) World Tourism Organization (WTO) International Air Transport Association (IATA) International Civil Aviation Organization (ICAO) Pacific Area Travel Association (PATA) Universal Federation of Travel Agents Association (UFTAA) Indian Organization associated with Travel and Tourism Industry India Convention Promotion Bureau (ICPB) Federation of Hotel and Restaurant Association of India (FHRAI) Travel Agent Association of India (TAAI) Contemporary Issues
5
6
7
8
Total IV.
04
10
08
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
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V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students should have developed:
VIII.
A clear understanding and exposure to the norms and guidelines and critical issues associated with the international tourism and hospitality management. The ability to understand the role played by various agencies in international tourism.
Reference Material
Text-Books 1. Yvette Reisinger, (Latest Edition), International Tourism, Routledge Publishers. 2. Alan Clarke, Wei Chen, (Latest Edition), International Hospitality Management: Concepts and Cases, Butterworth-Heinemann Pub.
Reference-Books 1. Philip Kotler, John Bowen, James Makens, (Latest Edition), Marketing for Hospitality and Tourism: International Edition, Pearson Publications.
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Journals / Magazines / Newspapers 1. Journal of Hospitality and Tourism Management, ISSN: 144-6770 2. International Journal of Contemporary Hospitality Management ISSN: 0959-6119 3. Tourism and Souvenirs: Global Perspectives from the Margins
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MB886.3: QUALITY MANAGEMENT IN TOURISM AND HOSPITALITY BUSINESS (QMTHB) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of quality management concept and the issues related to it in tourism and hospitality management among students. To illustrate a critical awareness of the fundamentals of quality, and its relevance to both environmental conservation and tourism management. To help students to understand the tools and techniques of quality management associated with tourism and hospitality business.
Course Outline
Module No.
1
2
3
4
Title/Topic Quality Management in Tourism and Hospitality Business Concept, Need and Importance of Quality Management in Tourism Quality Management in Urban and Rural Tourism and Hospitality Business Seasonability in Tourism : Problems and Measurement Attraction and Land Use Management Tourists and Tourist Destinations Quality Management Improving the Tourist Experience Quality Management Applied to Tourist Destinations. Importance of Quality Management in Developing and Tourist Destination Key Elements of Managerial Skill in Tourism and Hospitality Industry Project Management Concept of Managing Quality in Projects Significance of Project Quality Management Managing Recourses and Time Quality Project Management Techniques and Skills Service Quality Management Concept of Service : Definitions and Meaning of Types of Service Classifications of Services Growing Importance of Services in Future Societies and Impact of Service in Daily Life Role of Customers in Service Process
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Classroom Contact Sessions
05
08
08
10
Page 496 of 533
Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Service Quality Deterioration of Quality Productivity and Quality Improvement Management Challenges in Service Sector Certifications and Techniques in Quality Management Applying the Concept of Benchmarking to the Tourism and Hospitality Business ISO Certifications involved in Tourism and Hospitality Business Impact of Quality Certifications on Tourism and Hospitality Business Internal and External Service Quality Measures Tools and Techniques in Tourism and Hospitality Quality Management Total Quality Management The Five Gap Model SERVQUAL Model Critical Incident Technique (CRIT) Satisfaction Surveys Mechanism for Quality Regulation in Tourism and Hospitality Services Quality Accreditation Concept of Quality Accreditation Schemes Eco-Labels ISO EU Foundation for Quality Management Role of Stakeholders in Quality Accreditation Contemporary Issues
Total
IV.
08
08
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
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Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the students should have developed:
A clear understanding of the role and importance of quality management in Tourism and Hospitality Industry. The ability to gain and understand the knowledge of the tourism and hospitality quality management tools and techniques and the importance of certification and accreditation.
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VIII.
Reference Material
Text-Book 1. Jay Kandampully, Connie Mok, Beverley A. Sparks, (Latest Edition), Service Quality Management in Hospitality, Tourism, and Leisure, Haworth Hospitality Press, Latest Edition.
Reference-Books 1. Robert Johnston, Graham Clark, Michael Shulver, (Latest Edition), Service Operations Management: Improving Service Delivery, Pearson Publications. 2. YLR Moorthi, (Latest Edition), Brand Management, The Indian Context, Vikas Publishing House Pvt. Ltd.
Journals / Magazines / Newspapers 1. International Standard, Quality Management and Quality Assurance-Vocabulary : ISO 8402:1994.
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MB887.3: FACILITY AND EVENT MANAGEMENT (FEM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop students‟ knowledge and competencies to plan, manage and implement special events successfully. To familiarize the managerial activities in facility management. To inculcate the spirit and enable the students to set up their own enterprises in the field of facility and event management. To acquire an understanding of the techniques and strategies required for successful of facility and event management.
Course Outline
Module No.
1
2
3
Title/Topic Introduction to Facility Management Facility Planning, Design and Layout Planning Process Developing the Concepts Equipment Requirements Space Requirements Bidding and Awarding Contracts Planning Team Functional Planning Concepts of Flow Functional Requirements , Other Requirements Work Place Planning Environment of Work Place Material Handling Space Requirement Space Estimation Total Facility Size Space Calculations : Dining Area, Receiving Area, Storage Area, Serving Area etc. Concept of Designing Designing of Hospitality Properties Development of Strategy and Brand Image Asset Management Complimentary Facilities: Yoga, Gymnasium, Steam Bath, Sun Bath Route Management and Vehicle Management (Two Wheelers
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Classroom Contact Sessions
06
08
10
Page 500 of 533
Module No.
Classroom Contact Sessions
Title/Topic And LMV) Presentation and Communication Skill Operations of Office Gadgets - Xerox, Fax, Video Conferencing, Power Point Etc. Event Management Definition, Event Types Cultural Festivals Religious Business Activities Conceptualizing And Designing Events Event Planning Five C‟s of Events Event as a Marketing Tool Role of Events in Promotion of Tourism Event Management Activities Meeting Incentives Conference Convention Exhibition Trade Shows and Fairs Leisure Event Sports Events Organizers Sponsorship Event Management as a Profession Event Marketing Nature and Process of Event Marketing The Marketing Mix Sponsorship Advertising Publicity Image / Branding Proposing and Staging the Event Choosing the Event Site Developing the Theme Conducting Rehearsals Providing Services Contemporary Issues
4
5
6
7
8
Total
© CHARUSAT 2016
08
08
08
08
04 60
Page 501 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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II.
Learning Outcomes At the end of the course, the students should have developed:
VIII.
The ability to arrange facilities for guests, clients and employees for smooth running of an organization and to co-ordinate special events.
Reference Material
Text-Books Sanjaya Singh Gaur, Sanjay V. Saggere, (Latest Edition), Event Marketing and Management, Vikas Publication House Pvt. Ltd., New Delhi. 2. Getz D., (Latest Edition), Event Management and Event Tourism, Cognizant Communication Corporation. 3. John Beech, Sebastian Kaiser, Robert Kaspar, (Latest Edition), The business of Event Management, Pearson Publications. 1.
Reference-Books 1. Lynn Van Wagen and Brenda R Carlos, (Latest Edition), Event Management, Pearson Education. 2. Goldblatt, John Wiley and Sons, (Latest Edition), Best Practices in Modern Event Management. 3. J. M. Mathews, (Latest Edition), Hospitality marketing and management.
Journals / Magazines / Newspapers 1.
Event Management: For Tourism, Culture Business and Sporting Events
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MB888.3: COST AND OPERATIONS IN TOURISM AND HOSPITALITY BUSINESS (COTHB) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To equip students with the operating knowledge and skills required to work in tourism and hospitality business. To create an awareness on Tour pricing strategy and Tour costing. This paper emphasis the students to the professionals in Tourism Industry. To help students to understand the role of housekeeping department, that is the back bone of the industry.
Course Outline
Module No.
1
2
3
4
Title/Topic Operations in Hospitality Business Introduction to Housekeeping Department Organizational Hierarchy Layout of Housekeeping Department Housekeeping Personnel Job Description: Inter-Departmental, Co-Ordination Qualities of House Keeping Staff-Recruitment, Selection and Planning Functions of Housekeeping Department Staff Scheduling and Briefing Knowledge of Rooms Rules on a Guest Floor, Maids cart, Room cleaning, Room maintenance Procedure Desk Control Security Types and Control of Key Budgeting of Housekeeping Department Lost and Found Procedure Health and Safety Management Health and Safety of Customers Prevention of Fire and First Aid Safety of Room Interiors-Ceramics, Glass, Metals and Sanitary- Textile and Floral Arts- Interior DecorationLighting, Heating, Ventilation and Flowers Tour Operation Management Meaning, Definition and Functions Tour Operator Product, Components and Features
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Classroom Contact Sessions
05
08
08
08
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Module No.
5
6
7
8
Classroom Contact Sessions
Title/Topic Types of Tour Operations Overseas and Domestic Specialist Actual Tour Operation Tour Packaging Management Concept and Definition Tour Design Process Destination Research Preparation and Handling Agency Negotiation of Tour Package Tour Brochure Marketing of Tour Tour Packages: Nosted, Escarted, Independent, Two Centre or Multi Centred Holidays Self-Drive Package Luxury Arias Package Pilgrim Package Campsite Holidays Adventure and Overland Holidays Travel Agents and Tour Operators Organizations Role and Contribution of National Organization in Tourism Costing and Operations Role Played by Travel Agents and Agencies in Tourism Operations Indian Association of Tour Operators (IATO) Travel Agents Association of Tour Operators (TAATO) Costing in Tourism and Hospitality Business Tour Cost and Pricing Definition and Components Of Tour Cost Travel Cost Accommodation Cost Transfer Cost Administrative Cost Marketing Cost Category of Tour Cost Direct and Indirect Cost Fixed and Variable Cost Costing of Tour Package Contemporary Issues
Total
© CHARUSAT 2016
10
08
08
05 60
Page 505 of 533
IV.
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
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VII.
Learning Outcomes At the end of the course, the student should have developed:
VIII.
A clear understanding and exposure of the fundamentals, concerns of costing and operations in tourism and hospitality industry with a ability to demonstrate those learning.
Reference Material
Text-Books 1. Jagmohan Negi, (Latest Edition), Travel Agency and Tour Operation : Concepts and Principles, Kanishka Publishers. 2. Pat Yale, (Latest Edition), Business of Tour Operations, Longman Publications.
Reference-Book 1. Christopher Holloway, Neil Taylor, (Latest Edition), The Business of Tourism, Pearson Publications.
Journals / Magazines / Newspapers 1.
Tourism and Souvenirs: Global Perspectives from the Margins
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MB889.3: CRISES MANAGEMENT IN TOURISM AND HOSPITALITY BUSINESS (CMT&HB) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
4
The objectives of this course are as follows: III.
To develop an understanding of basic concepts of crisis management applied to tourism and hospitality industry. To make the students aware about the role as a leader while managing the crisis situation. To help students to understand the local and national security framework in tourism and hospitality industry.
Course Outline
Module No.
1
2
3
Title/Topic Basics of Crisis Management Concept and Approaches Definition and Key Terms Identification of Crisis Events Disaster Management Emergency Management Risk Management Basics of Tourist Security Fire Prevention Basics of Fire Fighting Accidents and their Causes and Prevention during Travel and Lodging First Aid and Emergency Services Hotlines for Consumer Protection Tourist Complaint Services and Resolution Mechanism Tourist Security Information Diplomatic Assistance Risk Assessment and Risk Management Vulnerability Analysis Vulnerability Audit Risk Assessment Risk Management Risk Communication Business Area Impact Analysis Business Contingency Planning Emergency Response Plans
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Classroom Contact Sessions
05
08
10
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Module No.
4
5
6
7
8
Classroom Contact Sessions
Title/Topic Corporate Crisis Management Plans Corporate Crisis Communication Plans Disaster Recovery Plans Business Continuity Plans Safety and Security Issues during Crisis Management in Tourism and Hospitality Management Concept and Definition of Safety and Security Psychological Aspects of Fear and Feeling of Security Roles and Responsibility of Tourist Agencies in Crisis Management Tourist‟s Role during Crisis Situation Tourism, Terrorism and Crime Role of Local and National Security Agencies in Crime Prevention Government Security Agencies and their Functioning Legal Regulatory and Judicial Framework Civil Unrest Issues Crime Issues including Premises Liability Drug Trafficking Theft and Street Robbery Creating Local Networks for Visitors and Resident Security Media Relations Police Protection Crisis Management and Communication and Leadership Internal Crisis Communication Managing Mass Media Crisis Communication and Public Relations Leadership in Crisis Management Leadership Framework for Crisis Management Stress Management Decision Making under Stress Social and Environmental Change Strategies Cognitive and Behavioural Interventions Lifestyle Behaviour Patterns and Stress Response Contemporary Issues
Total IV.
08
08
08
08
05 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the
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students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcomes At the end of the course, the student should have developed:
The skills to clearly understand the mechanism of crisis management in tourism and hospitality industry. The abilities to manage and deal with a stressed tourist in crisis situations.
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VIII.
Reference Material
Text-Books 1. Yoel Mansfeld and Linda Chapin, (Latest Edition), Tourism Security and Safety, Elsevier Science and Technology. 2. C. Michael Hali, Dallen J. Timothy, David Timothy Duval, (Latest Edition), Safety and Security in Tourism, Jaico Publishing House.
Reference-Books 1. Dirk Glaesser, (Latest Edition), Crisis Management in the Tourism Industry, ButterworthHeinemann Publication. 2. Otto Lerbinger, (Latest Edition), The Crisis Manager: Facing Risk and Responsibility, Lawrence Erlbaum Associates.
Journals / Magazines / Newspapers 1.
Journal of Crisis Management in Tourism and Hospitality Industry
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JOURNALISM AND MASS COMMUNICATION MANAGEMENT ELECTIVES
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MB895.3: PRINT MEDIA COMMUNICATIONS (PMC) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives
:
04
The objectives of this course are as follows:
To provide students with an in-depth understanding of the Nature of News and the Process of Reporting. To acquaint them with the Techniques of Writing Simple but Polished News Stories. To emphasize the essentials of the Human Interest story and the Depth Report. To help students develop Creativity in Writing and the Imaginative Approaches to Features, Profiles and Interview Stories and prepare students to undertake Opinion Writing. To help students gain an understanding of the Mechanics of Editing.
Course Outline
III.
Module No.
1
2
Title / Topic Introduction to News Paper Media Nature of News Qualities of News News Value Hard and Soft News Orientation and Perspective Objectivity and Fairness News as A Process Verification Special Interests Difference Between o News and Information o Journalism and Communication Stories of High Interest Celebrity Journalism Trends in Modern Journalism Influence of TV Channels on Serious News Reporting in Print Media Sensationalism and Entertainment Functioning of News Media Three Modes of Daily Journalism National Media Print Journalism Newspaper Sub-Editor
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Classroom Contact Sessions
10
08
Page 514 of 533
Module No.
3
4
5
6
Title / Topic Copy and Schedule Newspaper Design Feature Writing News Reporting and Writing News Values for Pictures Photo Essays Photo Features Qualities Essential for Photo Journalism Picture Magazines Colour Photography Impact of Technology Practical, Field Assignments and their Evaluation Creativity in Writing Features Interviews Profiles Middles Columns Opinion Writing Editorials Reviews (Book, Movie, Music Album) Letters to the Editor Report Writing Headlines Lead Body of A Story Inverted Pyramid Structure Hour Glass Structure Featurized News Report Human Interest Colour Story Specialist Reporting Editing Nature and Need for Editing Principles of Editing Editorial Desk Functions of Editorial Desk Copy Editing Preparation of Copy for Press Style Sheet Editing Symbols Proof Reading Symbols and their Significance Grammar Punctuation Tight Writing
© CHARUSAT 2016
Classroom Contact Sessions
08
08
08
08
Page 515 of 533
Module No.
Title / Topic
Classroom Contact Sessions
7
Rewriting Field Work Applying the Yardsticks of Newsworthiness Report Preparation by Covering Events on Campus and the City Conduct Interviews and Write Feature Stories Contemporary Issues
06
8
04 60
Total Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
© CHARUSAT 2016
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
Page 516 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation : The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The abilities to deal with print media and develop skills that are required for effective media and broadcasting Journalism. The ability to understand the fundamentals of the newspaper as an up-to-date text. Inculcated the creativity in mechanics of newspaper writing.
VIII.
Reference Material
Text-Books Aruna Zachariah, (Latest Edition), Print Media Communication and Management: Elements, Dimensions and Images, Kanishka Publishers Distributors 2. Robin Jeffrey, (Latest Edition), India's Newspaper Revolution, Capitalism, Technology and the Indian Language Press. 3. Stein, M. Paterno, Susan, and Burnett, Christopher, (Latest Edition), The News Writer‟s Handbook Introduction to Journalism, Blackwell Publishing. 1.
Reference-Books Agarwal, Vir Bala and V. S. Gupta, (Latest Edition), Handbook of Journalism and Mass Communication, Concept Pub. Co. New Delhi. 2. Ed. Hakemulder, Jan R., Fay A.C. de Jonge and P.P. Singh, (Latest Edition), News Reporting and Editing, Anmol Publications Pvt. Ltd 3. Mencher, Melvin, (Latest Edition), News Reporting and Writing, McGraw-Hill Companies 1.
Journals / Magazines / Newspapers 1. Journal of Print and Media Technology 2. Journal of Applied Journalism and Media Studies
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MB896.3: ELECTRONIC MEDIA COMMUNICATIONS (EMC) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To evaluate the relationship between television or Film and society. To understand the way that content, form, and contexts work together to create meaning in film. To be able to critically explore how film is a dynamic, multi-faceted medium, and how a work is created and received from a cultural, ideological and theoretical perspective. To understand the myriad of creative and technical choices that construct a work, and how ultimately each individually impacts a finished film. To consider film‟s position in participatory culture and the shifting convergent media landscape.
III.
Course Outline
Module No.
1
2
3
:
04
Title / Topic Introduction to Film and Television Growth and Development of TV in India TV Forms and Conventions Genre, Format and Scheduling Main Features of Film and TV Language and Grammar (Framing, Types of Shot, Camera Movement Editing, use of Sound, Lighting, Narrative, Etc) Film History, Introduction to Scriptwriting from Conception to Final Script Study of Script Structure and Practice Writing Various Short Program Formats Such as Demonstration, News, Feature, and Variety Shows Analysis of Films Radio Journalism Understanding the Medium Understanding News Radio News Reporting Writing Radio News Compiling A Bulletin TV Journalism Understanding the Medium Visual Language Understanding News TV News Reporting Writing and Editing TV News News Presentation
© CHARUSAT 2016
Classroom Contact Sessions
10
08
08
Page 518 of 533
Module No.
4
5
6
7
8
Classroom Contact Sessions
Title / Topic Electronic and Online Journalism Nature, Features, History, Spread, Knowledge Society, Convergence Internet Editions, E-Newspaper, HTML Content Management System, Online Tools for Texts, Links, Photos Etc. Role of Multimedia Open Source Journalism Role of Social Media Laws and Ethics Creative Brief Elements of Good Advertising, Copy and Art Importance of Visual Thinking Appeals and Promises Importance of Design and Layout Use of Typography, Graphics etc. Audiences and Reception Audience Blindness Codes Co-Presence Hot and Cool Media Imagined Community Intimacy Liveness Noise Radiogenic Radio World Reception Secondariness Sound Culture Sounds Cape Current Affairs Post-Independence History of India India and its Neighbouring Countries International Affairs Recent Developments in the Course Period Contemporary Issues
Total IV.
08
06
08
06
06 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books,
© CHARUSAT 2016
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journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. V.
Internal Evaluation The students‟ performance in the course will be evaluated through the following components:
Sl. No. 1 2 3 4 5
Component
Number
Marks per incidence
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The ability to deal with electronic media and develop skills that are required for effective media and broadcasting Journalism
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VIII.
Reference Material
Text-Books 1. 2.
Toby Miller, (Latest Edition), Television Studies: The Basics, Routledge Publication, London. Jeremy G. Butler, (Latest Edition), Television: Critical Methods and Applications, TMH.
Reference-Books Michele Hilmes, (Latest Edition), Radio Voices: American Broadcasting, Minneapolis, University of Minnesota Press. 2. Hugh Chignell, (Latest Edition), Key Concepts in Radio Studies, SAGE Publications. 1.
Journals / Magazines / Newspapers 1.
Journal of Broadcasting and Electronic Media, Taylor and Francis Group
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MB897.3: PUBLIC RELATION AND CORPORATE FILM CREATION (PR&CFM) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To Evaluate the relationship between television/Film and society To understand the way that content, form, and contexts work together to create meaning in film. To enable students to critically explore how film is a dynamic, multi-faceted medium, and how a work is created and received from a cultural, ideological and theoretical perspective. To help students to understand the myriad of creative and technical choices that construct a work, and how ultimately each individually impacts a finished film. To consider film‟s position in participatory culture and the shifting convergent media landscape.
III.
Course Outline
Module No.
1
2
:
04
Title / Topic Understanding PR Definitions Purpose and Utility Advertising and Propaganda Status of PR in India Role of PR in Different Sectors Government Corporate Defense Establishments Educational Institutions Hospitals Individuals Political Parties NGOs Etc. Types of PR Internal or External Publics of PR Communication Audit Qualities Required of A PR Professional Role and Responsibilities of PR Professional In-House PR Department PR Consultancy
© CHARUSAT 2016
Classroom Contact Sessions
06
10
Page 522 of 533
Module No.
3
4
5
6
Title / Topic PR Tools Internal House Journals Bulletin Boards Events Mailing Groups Social Networking Sites External Exhibitions Trade Fairs External Journals Media Publicity Programmes and Events CSR Projects PR During Crisis Some Recent Case Studies Media Relations as a PR Function: Importance of Media Publicity in PR Necessity and Ways of Building and Maintaining Media Relations Organizing Press Conferences and Visits Writing Press Releases and Arranging Other Publicity Material (Audio, Video, CDs, Etc.) PR and Corporate Communication Theory and Practice of PR, Definition, Role and Functions PR in Changing Social and Political Environment Art of Persuasion, Feedback, Campaign Planning and Strategies Financial PR Media Tracking – Cross Country Issue Propaganda Definition, Scope and Functions of Corporate Communication Corporate Identity, Philosophy, Image Corporate Culture, Citizenship, Philanthropy / Social Responsibility Publicity – Concept and Scope of Private PR Image, Event and Conference Management Counselling, Crisis or Disaster Management Corporate Film Creation Scriptwriting Audiovisual Writing The Elements of Scriptwriting Characterisation Screen Grammar and Elements of Corporate FilmMaking Design TV Commercials through Creative Brief
© CHARUSAT 2016
Classroom Contact Sessions
08
06
06
12
Page 523 of 533
Module No.
Classroom Contact Sessions
Title / Topic Project: Making A Short Film Pre-Production of the Short Film Production of the Short Film o Shooting Post-Production of the Short Film Screening o Screening the Film o Submitting it to the Film Festivals o Putting the Film on You-Tube and Social Networking Sites Contemporary Issues
7
8
08
Total
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule. Internal Evaluation
V.
Sl. No. 1 2 3 4 5
The students‟ performance in the course will be evaluated through the following components: Percentage Marks Total of total Component Number per Marks internal incidence evaluation Quizzes 3 10 30 10 Case Analysis and / or Presentation 2 45 90 30 Assignment / Project Work 1 60 60 20 Internal Tests 2 45 90 30 Attendance and Class Participation 30 10 Total 300 100
© CHARUSAT 2016
Page 524 of 533
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The ability to deal with theory and practice of Public Relations and Corporate Communication that is imperative and crucial for building up of an image of any corporate entity.
VIII.
Reference Material
Text-Books Linda Low, (Latest Edition), Economics of Information Technology and the Media, World Scientific, Banglore. 2. Michele Hilmes, (Latest Edition), Radio Voices: American Broadcasting, Minneapolis: University of Minnesota Press 3. Hugh Chignell, (Latest Edition), Key Concepts in Radio Studies, SAGE Publications. 1.
Reference-Books 1. 2. 3. 4. 5. 6.
James E. Grunig, David M. Dozier, William P. Ehling, Larissa A. Grunig, Fred (Latest Edition), Excellence in Public Relations and Communication Management, TMH. C. Repper, Jon White; Lawrence Erlbaum Associates, (Latest Edition), The Unseen Power: Public Relations, Lawrence Erlbaum Associates. Krishnamurthy Sriramesh, Thomson, (Latest Edition), Public Relations in Asia: An Anthology, Lawrence Erlbaum Associates. Kenneth K. Sereno, C. David Mortensen; Harper and Row, (Latest Edition), Foundations of Communication Theory, TMH. Ronald D. Apr Smith, (Latest Edition), Strategic Planning for Public Relations Lawrence Erlbaum Associates. Marvin N. Olasky, (Latest Edition), Corporate Public Relations: A New Historical Perspective, Lawrence Erlbaum Associates.
Journals / Magazines / Newspapers 1. Journal of Public Relations Research, Taylor and Francis Journals 2. Public Relations Review, Elsevier 3. Journal of School Public Relations, Rawmen and Liitlefield
© CHARUSAT 2016
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MB898.3: CYBER JOURNALISM: CONVERGENCE AND NEW MEDIA (CJ: C &N) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To introduce the students to Online or Cyber Journalism. To understand the use of social media and live streaming for real-time reporting. To apply a variety of storytelling techniques and identify the most appropriate. media for different kinds of stories.
III.
Course Outline
Module No.
1
2
3
4
5
:
04
Title / Topic Overview of Online Journalism Around the World What is Online Journalism? The Changing Landscape: Why Newspapers and Broadcast Outlets are on the Web? Online Journalism in India Tools of Online Journalism Multimedia Interactivity Hyperlinks Weblogs and Content Management Systems Citizen and Participatory Journalism Citizen Journalism Hyper local Journalism Weblogs New Media and Social Networks New Media Social Media Social Networking Websites Security and Ethical Challenges in Online Journalism Security Challenges Applying Journalism Ethics to Online Journalism Current Trends and Future of Cyber Journalism in India Net Convergence and Journalism Web Magazine and Web Newspaper Changing Format of News Presentation Readers as Publishers Internet and New Media Basics of Internet and their Characteristics Networking, ISP and Browsers Features of Online Communications Digital Media and Communication ICT, Digital Divide, Information Society and Media
© CHARUSAT 2016
Classroom Contact Sessions
06
08
10
08
08
Page 526 of 533
Module No.
Classroom Contact Sessions
Title / Topic Convergence Online Journalism and Social Media Traditional Vs. Online Journalism Difference in News Consumption Online Writing and Editing Social Media, Web 1.0, 2.0 3.0 Mobile Communications and Technology Cyber Crimes and Security : Types and Dimension Cyber Laws and Ethics Elements and Principles of Web Designing Basic Programming – HTML and DREAM WEAVER Contemporary Issues
6
7 8
08
08
Total
04 60
Pedagogy
IV.
The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 527 of 533
Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case.
VII.
Learning Outcome At the end of the course, the student should have developed: The familiarity with online journalism around the world and will demonstrate a clear understanding and articulation of the field of online journalism through scholarly writing and presentations relative to the course contents. The ability to identify the unique features of news Web sites – such as multimedia, and interactive chats and blogs and will become familiar with multimedia and interactivity of the same. The skills to create blogs and will participate in Social media by creating a Twitter account and posting tweets regularly using re-tweets and hash tags The skills to further demonstrate the ability to record and edit basic online audio interviews and will master the tips and techniques for gathering reliable information on the internet.
VIII.
Reference Material
Text-Books 1. 2.
Pablo J. Boczkowski, (Latest Edition), Digitizing The News: Innovation in Online Newspapers, Cambridge, MA: MIT Press. James C. Foust, (Latest Edition), Online Journalism: Principles and Practices of News for the Web.
© CHARUSAT 2016
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Reference-Books 1. 2. 3. 4. 5. 6. 7. 8.
Dan Gillmor, (Latest Edition), We the Media: Grassroots Journalism by the People, for the People, Cambridge, MA: O'Reilly. Bill Kovach and Tom Rosenstiel, (Latest Edition), The Elements of Journalism: What News People Should Know and the Public Should Expect, New York: Crown Publishers. Tapas Ray, (Latest Edition), Online Journalism: A Basic Text, Cambridge University Press. Andrew Dewdney and Peter Ride, (Latest Edition), The New Media Handbook. Jason Whittaker, (Latest Edition), The Cyberspace Handbook. Sunil Saxena, (Latest Edition), Breaking News, Tata McGraw-Hill. Tom Negrino and Dori Smith, (Latest Edition), Dreamweaver CS6: Visual Quick Start Guide. Smith, Gene, (Latest Edition), Tagging: People-powered Metadata for the Social Web.
Journals / Magazines / Newspapers 1. 2.
Journal of Applied Journalism and Media Studies Journalism Studies, Taylor and Francis Journals
© CHARUSAT 2016
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MB899.3: MEDIA MANAGEMENT AND AD CAMPAIGN STRATEGIES (MM&ACS) YEAR 2, SEMESTER 4 I.
Number of Credits
II.
Course Objectives The objectives of this course are as follows: To provide students with detailed insight into the structures, management, processes, economics of and controversies in surrounding the media industries. To understand the organizational and economic structures of the major media industries. To understand programming methods and strategies used in media industries.
III.
Course Outline
Module No.
1
2
3
4
5
:
04
Title / Topic Organisations as Communication Systems Media Structures, Size Business Models and Roles and Purposes Traditional Media New Electronic Media and Emerging Technologies Organisational Culture in Media Companies Media and Content The Role of Content in A Strategic Media Organisation Business Decisions and Contribution of Content Inhibits Competitive Advantage through Content in Communication Techniques for Survival in A Rapidly Changing Technological Environment Personalised Information to Mass Messages in News Advertising and Entertainment Media and Integrated Market Integrated Communication for Products from Various Categories Delivered Via Print, Television, Radio, Film, Internet, Direct Mail, or Live Event Channels Management Strategies of Large Media Companies Exploring the Media Side of Marketing Communications Financial Management Cost and Profitability in A Media Company Costing Classification and Allocation Nature of Cost Factors Affecting Cost Fixed and Variable Costs Financial Statement Analysis Writing for TV Commercials TV Spot Techniques
© CHARUSAT 2016
Classroom Contact Sessions
06
10
08
08
08
Page 530 of 533
Module No.
Classroom Contact Sessions
Title / Topic Idea Presentations Treatments Scripting Storyboard Terms used for Camera Movement and Editing Visualizing the Commercial Working with Audio and Visual Elements Multimedia Applications in AD Film Campaign Planning and Management Marketing Operations for the Campaign Target Audience Selection and Advertising Objectives Planning Strategies and Media Characteristics Creative Execution of the Campaign Campaign Evaluation and Measuring Effectiveness Media Strategy and Implementation Impact of Media Operations and Business Models Major Trends for Shaping The Media Landscape Techniques for Developing Smart Strategies for Media Case Studies of Multimedia Companies Contemporary Issues
6
7
8
08
08
Total
04 60
Pedagogy The course will emphasise participatory and individual learning through active classroom interaction and students‟ prior preparation. The course instructor is expected to prepare a detailed session-wise schedule, showing the topics to be covered, the reading material and case material for every session. Wherever the material for any session is drawn from sources beyond the prescribed text-book, reference books, journals and magazines in the library, websites and other resources accessible to the students, the course instructor should make the material available to the students well in advance, so that the students can come prepared for the classes. The pedagogical mix will be as follows:
IV.
Classroom Discussion of Concepts and Applications Case Discussions Management Exercise / Stimulations /Games Student‟s Presentations Feedback
… … … … …
About 32 Sessions About 12 Sessions About 08 Sessions About 06 Sessions About 02 Sessions
The exact division among the above components will be announced by the instructor at the beginning of the semester as a part of detailed session-wise schedule.
© CHARUSAT 2016
Page 531 of 533
Internal Evaluation
V.
The students‟ performance in the course will be evaluated through the following components: Sl. No.
Component
Number
Marks per incidence
1 2 3 4 5
Quizzes Case Analysis and / or Presentation Assignment / Project Work Internal Tests Attendance and Class Participation
3 2 1 2
10 45 60 45 Total
Total Marks 30 90 60 90 30 300
Percentage of total internal evaluation 10 30 20 30 10 100
The total marks will be divided by 10 and declared as Institute-level evaluation marks for the course. The Institute-level evaluation will constitute 30% of the total marks for the course. VI.
External Evaluation
:
The University examination will be for 3 hours and will be based on a written paper carrying 70 marks. The paper will centre on the application to managerial decisionmaking at the firm level. There will be one major integrated case. VII.
Learning Outcome At the end of the course, the student should have developed: An insight into the structures, management, processes, economics of and controversies in surrounding the media industries. The ability to understand programming methods and strategies used in media industries. The ability to learn to apply convergence, new technologies, and their impact on the media landscape. Media strategies and ad executions and will effectively execute the media plan.
VIII.
Reference Material
Text-Books 1. 2. 3.
George Rodmann, (Latest Edition), Mass Media in a Changing World, Mcgraw Hill. Storey, John, (Latest Edition), Cultural Theory and Popular Culture: An Introduction, Pearson Education. Stevenson, Nick, (Latest Edition), Understanding Media Cultures: Social Theory and Mass Communication, SAGE Publications.
Reference-Books 1.
Ravindran, R. K., (Latest Edition), Handbook of Reporting and Editing, Anmol
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2. 3. 4. 5. 6.
Publications. Gibson, Martin, (Latest Edition), Editing in the Electronic Era, Iowa State University Press. Rivers, William L., (Latest Edition), The Mass Media: Reporting, Writing, Editing. Harper and Row. Rao, L. R. Madhav, (Latest Edition), New Assignment in Journalism, New Delhi, Sumit Enterprises. Baird, Click, (Latest Edition), Traditional folk media in India, Gekha Books. Westley, Bruce, (Latest Edition), News Editing, Houghton Miffin Co., The Riverside Press.
Journals / Magazines / Newspapers 1. International Journal on Media Management, Saint Gall, Switzerland 2. Journal of Advertising, Taylor and Francis Journals 3. Journal of Advertising Research, Cambridge Journals
© CHARUSAT 2016
Page 533 of 533
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