1STSemester

Contact Hrs. /
Course Code Course Title Week Credit
L T P
Theory
TIU-PMG-T101 ACCOUNTING FOR FINANCIAL DECISIONS 3 1 0 4
TIU-PMG-T103 QUANTITATIVE TECHNIQUES 2 1 0 3
MANAGEMENT PROCESS AND
TIU-PMG-T105 ORGANISATIONAL BEHAVIOUR 3 1 0 4
TIU-PMG-T107 MARKETING MANAGEMENT 3 1 0 4
TIU-PMG-T109 MANAGERIAL ECONOMICS I 2 1 0 3

Sessional
CAREER ADVANCEMENT SKILL
TIU-PEN-P101 &DEVELOPMENT 0 0 2 2
TIU-PCA-L107 DATA ANALYSIS FOR MANAGERS 0 0 2 2
ENTREPRENEURSHIP SKILL
TIU-PES-S199 DEVELOPMENT 0 2 0 2
Total Credits 24

2NDSemester
Contact Hrs. /
Week Credi
Course Code Course Title
t
L T P
Theory
TIU-PMG-T102 FINANCIAL MANAGEMENT 2 1 0 3
TIU-PMG-T104 OPERATIONS MANAGEMENT 2 1 0 3
MANAGING PEOPLE AND
TIU-PMG-T106 PERFORMANCE IN ORGANIZATIONS 2 1 0 3
TIU-PMG-T108 MANAGERIAL ECONOMICS II 2 1 0 3
TIU-PMG-T110 LEGAL ASPECTS OF BUSINESS 2 1 0 3
TIU-PMG-T112 STRATEGIC MANAGEMENT 2 1 0 3
2 1 0 3
Sessional
Career Advancement Skill & Development-II 0 0 3 3
ERP - SAP Lab 0 0 2 2
Total Credits 24
 3rdSemester

Contact Hrs. /
Course Code Course Title Week Credit
L T P
Theory
TIU-PMG-T201 INFERENTIAL RESEARCH METHODS 2 1 0 3
TIU-PMG-T203 COST MANAGEMENT & CONTROL 2 1 0 3
TIU-PMG-T205 QUANITATIVE TECHNIQUES II 2 1 0 3
Elective Marketing
TIU-PMG-E201 CONSUMER BEHAVIOUR 2 1 0 3
TIU-PMG-E203 SERVICES MARKETING 2 1 0 3
TIU-PMG-E205 SALES AND DISTRIBUTION MANAGEMENT 2 1 0 3
Elective Finance
TIU-PMG-E207 MANAGING FINANCIAL INSTITUTIONS 2 1 0 3
TIU-PMG-E209 MODERN INVESTMENT AND PORTFOLIO
MANAGEMENT 2 1 0 3
TIU-PMG-E211 MERGERS, ACQUISITIONS & CORPORATE
RESTRUCTURING 2 1 0 3
Elective- Human Resource Management
TIU-PMG-E213 LEARNING & DEVELOPMENT 2 1 0 2
TIU-PMG-E215 INDUSTRIAL RELATIONS & LABOR LAWS 2 1 0 2
TIU-PMG-E217 COMPENSATION & REWARD
MANAGEMENT 2 1 0 2
Sessional
Career Advancement Skill &Development
(Open Electives – NPTEL ,SWAYAM) 0 0 3 3
Entrepreneurship Skill Development 0 2 0 2
Evaluation of Summer Internship Training 0 0 4 4
 4thSemester

Contact Hrs. /
Course Code Course Title Week Credit
L T P
Theory
MANAGEMENT ACCOUNTING 2 1 0 3
PROJECT MANAGEMENT 2 1 0 3
CSR, HUMAN VALUES & ETHICS 2 1 0 3
Elective Marketing
MARKETING RESEARCH 2 1 0 3
ADVERTISEMENT & SALES PROMOTION 2 1 0 3
RETAIL MANAGEMENT 2 1 0 3
Elective Finance
International Finance 2 1 0 3
Management of Financial derivatives 2 1 0 3
Management of Financial Services 2 1 0 3
Elective- Human Resource Management
PERFORMANCE MANAGEMENT & EMPLOYEE
DEVELOPMENT 2 1 0 3
ORGANISATION THEORY AND DESIGN 2 1 0 3
LEADERSHIP & CAPACITY BUILDING 2 1 0 3
Sessional
Project Work, Seminar and Grand Viva 0 0 4 4
Entrepreneurship Skill Development 0 2 0 2
Career Advancement Skill & Development
(Open Electives : NPTEL, SWAYAM) 0 0 3 3
Total Credits 27
First Semester
 ACCOUNTING FOR FINANCIAL DECISIONS
TIU-PMG-T101
L-T-P: 3-1-
0 Credit: 4

Course objective: The course aims at providing fundamental knowledge and exposure to the concepts,
theories and practices in the field of management. And to facilitate the students in appreciating
need/significance and applications of various managerial functions.

Course Outcomes (COs): After completion of the course, the students shall be able to:

CO1: Describe fundamental concepts, nature and principles of Management.

CO2: Explain the role and responsibilities of managers and adapt to the various styles of management
across organizations.
CO3: Develop analytical abilities to face the business situations.
CO4: Apply various tools that would facilitate the decision making process in the business.
CO5: Develop peer based learning and working in groups and teams.

Unit-1 Accounting; The Language of Business; Accounting: An Information System; Users of

Accounting information; Branches of Accounting; Financial Accounting; Generally Accepted
Accounting Principles; Accounting Standards; The Accounting Equations; Financial
Statements
Unit-2 Recording Business Transactions: Classification of Accounts; The Double Entry System;
Journal And Ledger; Process of Recording; Cash and Bank; Bank Reconciliation Statement.
Unit-3 Trial Balance; Measuring Business Income: Revenue from sales, Cost of Goods Sold; Inventory
valuation; Fixed Assets; Depreciation, Liabilities &Share holders Equities.
Unit-4 Preparation of Financial Statements: Profit & Loss Account, Balance Sheet, Cash Flow
Statement.
Unit-5Analysis and Interpretation of Financial Statements, Financial Ratios, Corporate Disclosure,
Annual Report.
 QUANTITATIVE TECHNIQUES
TIU-PMG-T103
L-T-P: 2-1-
0 Credit: 3

Course objective: The course aims at providing fundamental knowledge and exposure to the concepts,
theories and practices in the field of management. And to facilitate the students in appreciating
need/significance and applications of various managerial functions.

Course Outcomes (COs): After completion of the course, the students shall be able to:

CO1:understand the statistical and mathematical techniques.

CO 2: Integrate the knowledge and skills in Statistics including Probability.
CO 3:applyProbability distribution.
CO4: formulate and test Hypotheses in various real-time business situations.
CO 5: forecast the future business scenarios by using regression and time series methods.

UNIT – I : Functions, Linear, quadratic, Logarithmic and exponential functions – Permutations and
combinations – Matrices – Solving system of equations with matrix methods – Differentiation and
integration of simple functions and their applications.

UNIT – II : Measures of central tendency – measures of dispersion – simple correlation and regression
analysis – concept and applications of multiple regression.

UNIT – III : Concept of probability – Probability rules – Joint and Marginal probability – Baye’s theorem
– Probability distributions – Binomial, Poisson, Normal and Exponential Probability distributions.

UNIT – IV : Sampling – Sampling distributions – Estimation – point and interval estimates of averages
and proportions of small and large samples – concepts of testing hypothesis – one sample tests for testing
mean and proportion of large and small samples.

UNIT – V : Tests of two samples – tests of difference between mean and proportions of small and large
samples – Chi-square test of independence and goodness of fit – Analysis of variance.

SUGGESTED READINGS :
1. Levin and Rubin, Statistics for Management, Prentice Hall of India
2. Levin, Krehbiel and Berenson, Business Statistics : A first course, Pearson Education Asia.
3. K.V. Sivayya and K.SatyaRao, Business Mathematics.
4. Zameeruddin, Khanna and Bhambri, “Business Mathematics, Vikas Publishing House.
5. Shenoy, Sarma and Srivatsava, Quantitative Techniques for Management, New Age (International)
Pvt.Ltd.
6. Amir D. Aezel&Sounderpandian, Business Statistics, Tata McGraw Hill.
7. C.R. Kothari, Quantitative Techniques, Vikas Publishers.
8. Anand Sharma, Quantitative Techniques for Decision Making, Himalaya Publishers, Mumbai.

MANAGEMENT PROCESS AND ORGANISATION BEHAVIOUR

 TIU-PMG-T105
L-T-P: 3-1-
0 Credit: 4

Course objective: The course aims at providing fundamental knowledge and exposure to the concepts,
theories and practices in the field of management. And to facilitate the students in appreciating
need/significance and applications of various managerial functions.

Course Outcomes (COs): After completion of the course, the students shall be able to:

CO1: understand the functions and responsibilities of managers.

CO2:develop cognizance of the importance of management principles.
CO3:applythe organizational dynamics
CO4:understand the role of individual, groups and structure in achieving organizational goals effectively
and efficiently.
CO5:understand the ways to motivate others and be self- motivated
CO6:familiarize with the concepts of conflict, change, culture

UNIT-I: Management - Definition, Scope and Importance - Principles of Management - Functions of

Management - Systems Approach to Management - Business Ethics, Corporate Governance and Social
Responsibility.
UNIT-II: Planning - Nature, Purpose, Steps in planning - Management by Objectives - Planning Premises
-Process of Decision Making - Decision Tree Analysis - Coordination.
UNIT-III:Organising - Principles of Organisation - Span of Control- Delegation and decentralization
Empowerment —Line and Staff relations - Directing - Leadership Styles - Motivation Theories : Maslow,
Herz berg, Vroom. Managerial Communication - Communication Styles - Models of Interpersonal
Communication, Johari Window - Transaction Analysis - Process of Control.,
UNIT-IV:OrganisationalBehaviour - Emergence of OB - Personality, Values and attitudes - Learning and
Perception - Individual and Group Behaviour - Elton Mayo theory - Behavioural characteristics.
UNIT-V:Organisational Change and Development - Change Process - OD interventions
OrganisationalConflicts - Organisational Culture - Organisational Effectiveness

SUGGESTED READINGS:
1. Mirza, S. Saiyadain, “OrganisationalBehaviour”, Tata McGraw Hill Publishing Company Limited,
New Delhi, 2003.
2. FiedLuthans, “OrganisationalBehaviour,” McGraw Hill Education (Asia), 2005.
3. Steven L McShane and Mary Ann You glinow, “OrganisationalBehaviour” Tata McGraw Hill
Publishing Company Limited, New Delhi, 2005.
4. Angelo Kinichi and Robert Kreitner “OrganisationalBehaviour - Concepts Skills and Practices”, Tata
McGraw Hill Company. Limited, New Delhi, 2006
5. Harold Koontz Y &HenzWeihrich : Management;
6. James A.F. Stoner & R. Edward Freedman : Management;
7. L.A. Allen; Management and Organisation;
8. Newman &Summer: The Process of Management;
9. Robbins SP, OrganistionalBehaviour;
10. Fiedler F.E., A Theory of Leadership Effectiveness

MARKETING MANAGEMENT
 TIU-PMG-T107
L-T-P: 3-1-
0 Credit: 4
Course Objectives: Marketing is a value-enhancing function that identifies opportunities, develops
markets, and builds brands. The course aims to understand consumer and corporate behavior,
conducting customer and competitor analysis, developing new products, branding and brand extension,
pricing, designing distribution channels, and managing marketing-mix activities. This course will
provide a basic understanding about marketing concepts and their application to profit oriented and
non-profit oriented organizations.

Course Outcomes (COs): After completion of the course, the students shall be able to:

CO1:apply the marketing conceptual frameworks, theory and techniques in various marketing
contexts.
CO2:analyze the relevance of marketing concepts and theories in context of environmental changes
on marketing planning, strategies and practices.
CO3:evaluate the marketing environment
CO4:demonstrate the ability to justify the marketing strategies during the marketing plan
implementation.
CO5:distinguish between ethical and unethical practices in marketing management for making good
decisions.

Unit 1:
• Introduction to Marketing
• Marketing Process and Environment, Marketing Mix (Product and Services)
• Product : Concepts and Components, Products Meaning, Characteristics, Classification of
Marketing Mix, Meaning, Goods and Services, Product Mix, Product Line and Product line
appraisal, Levels of Product, Product Life Cycle - Managing the product in Product Life Cycle.
Unit 2 :
• Pricing :A Changing Pricing Environment, Consumer Psychology and Pricing, Setting the
Price, Factors influencing pricing decision - Approaches to pricing – Price and Non-price
competition, Pricing methods, Pricing strategies.
Unit 3:
• Place: Importance, functions of distribution channels, Introduction to the various channels of
distribution, Levels of Channel of Distribution, designing marketing channels, Introduction to
Wholesaling, Retailing, Franchising, Direct Marketing, and Impact of technology and
Internet on distribution.
Unit 4:
• Promotion: Elements of IMC and Developing respective communication campaign,
Advertising, Sales Promotion, Publicity, Personal Selling, Direct marketing and direct
response methods, Event Management, E-Commerce, Corporate Communication, Public
Relations – Types of PR.
Unit 5:
• Consumer Behaviour: Concepts and Significance, Factors influencing Consumer buying
Behaviour, The Buying Decision Process: Problem Recognition, Information search,
Evaluation of Alternatives, Purchase Decision Post purchase Behavior, Buying Roles,
Industrial buying process, Consumer markets Vs Industrial Market.
Reference Books

• Marketing Management By Philip Kotler

• Marketing Management Cravens By Hills – Woodruff
• Marketing – A Managerial Introduction By Gandhi
• Marketing Information System By Davis – Olsan
• Consumer Behavior By Schiffman – Kanuk
• Principles and practice of Marketing By John Frain

MANAGERIAL ECONOMICS-I
TIU-PMG-T109
L-T-P: 2-1-
0 Credit: 3
Course Objectives: Managerial economics is a science that deals with the application of various
economic theories, principles, concepts and techniques to business management in order to solve
business and management problems. This course is aimed to gain knowledge of all the economic terms
and concepts so that students can understand the scenario of usage of the various concepts of economics
and know the application of various micro and macro-economic variables to solve business problems.

Course Outcomes (COs): After completion of the course, the students shall be able to:
CO1:understand all the important concepts of economics which are used in making managerial decisions.
CO2:understand the mechanisms of competition and their business implications at Global level.
CO 3:match the required tools of managerial economics with the business situations.
CO 4:apply the various micro and macro-economic variables to solve business problems.

UNIT - I
Concepts and Techniques : Introduction to Managerial Economics - Nature and Scope - Demand - Law of
Demand - Demand Function - Elasticity of Demand - Determinants of Demand - Demand Forecasting -
Theory of Marginal Utility- Indifference Curve Analysis.
UNIT- II
Theory of Production - Production function - Isoquant Curves - Law of Returns - Production Function and
Return to scale - Optimum combination of inputs - Cost-output relationships.
UNIT- III
Market Structure & Competition - Perfect Competition - Oligopoly - Duopoly - Monopoly and
Monopolistic competition - Price output under different market structures - Pricing and Pricing objectives
and methods.
UNIT - IV
The Firm in Theory and Practice : Economic Theory of Firm - The Behavioural Theory of the Firm -
Managerial Theories of the Firm - Profit - Objectives of Profit - Profit maximization Vs. Wealth
maximization.
UNIT - V
Business cycles - Money supply - Fiscal policy - Monetary Policy - Inflation.
Reference Books

• Dean Joel, Managerial Economics, PHI, New Delhi;

• Douglas Evan J, Managerial Economics, Theory, Practice & Problems; PHF, New Delhi;
• Mote, V.C. Samuel Paul and G.S. Gupta, Managerial Economics - Concepts & Cases, TMH;
• P. L. Mehta- Managerial Economics- Sultan Chand, New Delhi
• Varshney RL and Maheshwari KL - Managerial Economics
• D.N. Dwivedi- Managerial Economics
• Peterson - Managerial Economics - Prentice-Hall of India
 Second Semester

FINANCIAL MANAGEMENT
TIU-PMG-T102

L-T-P: 2-1-0 Credit: 3

Course Objectives: Financial management explores the core finance principles and theories and
relates them to the practical world with the help of several pedagogical tools that help manage an
organization‘s money. It practices create organizational value by allocating scare resources among
various business opportunities. It helps in the execution and supervision of organizational business
policies. This course have been designed in such a way that the students can understand basic business
financial management concepts. The students will also learn to apply tools of analysis such as
valuation, risk-return relationships, financial statement analysis, capital budgeting, cost of capital,
capital structure and working capital management etc. This course will make students familiar with the
various types of financing available to a firm.

Course Outcomes (COs): After completion of the course, the students shall be able to:
CO:1. equip the students with basic principles of Financial Management and Techniques.
CO:2. Provide an in-depth view of the process in financial management of the firm
CO:3. Develop knowledge on the allocation, management and funding of financial resources.
CO: 4. Enhancing student’s ability in dealing short-term dealing with day-to-day working capital
decision; and also longer-term dealing, which involves major capital investment decisions and raising
long-term finance

Unit-I
Introduction to Financial Management : Meaning, Nature and Scope of Finance Function Objectives
of Financial Management - Profit MaximisationVs Wealth Maximisation - Role of a Finance
Manager - Methods and sources of Short-term and Long-term Finance.

Unit-II
Financial Statement Analysis : Understanding Basic Financial Statements - Ratio Analysis Funds
Flow Analysis - Cash Flow Analysis - BEP.

Unit-III
Investment Decisions - Cost of Capital - Computation of WACC - Capital Budgeting Process -
Techniques of Capital Budgeting - Traditional and DCF Techniques of Investment Appraisal - C/B
under Risk and Uncertainty.

Unit-IV
Financing Decision - Financial leverage - Operating leverage - EBIT - EPS Analysis - Capital
Structure Planning - Theories of Capital Structure - Dividend policy - Models of Dividend Policy -
Practice - Bonus shares - Rights Issue.

Unit-V
Working Capital Management-Concepts and Approaches of Working Capital- Determinants of
Working Capital-Management of Current Assets-Cash-Receivables- Inventory.

Suggested Readings :
1. VyuptakeshSharan, "Fundamentals of Financial Management", Pearson Education (Singapore)
Pte.Ltd., 2005.
2. M.Y.Khan and P.K. Jain, "Financial Management Text, Problems and Cases", Tata McGraw Hill
Publishing company Limited, New Delhi, 2004.
3. I.M. Pandey, "Financial Management", Vikas Publishing House Pvt. Ltd., 9th ed., 2005
4. Prasanna Chandra, "Financial Management Theory and Practice", Tata McGraw Hill Publishing
Company Limited, New Delhi, 6th ed., 2004.
5. James C. Van Horne, Financial Management and Policy
6. Prasanna Chandra, Financial Management : Theory and Practices
7. Solomon, Ezra, The Theory of Financial Management
8. I.M. Pandey, Financial Management
9. M.Y. Khan & Jain, Cases in Financial Management
10. Gittmen, Managerial Finance

OPERATIONS MANAGEMENT
TIU-PMG-T104

L-T-P: 2-1-0 Credit: 3

Course Objective:
Production/Operations Management is concerned with the production of goods and the delivery of
services to meet customers’ demand. The challenges facing the organizations today is to deliver high
quality product/services to meet the ever changing customer demands in a timely and cost effective
manner. The creation of products and services is the very reason for any organization’s existence.
Hence, production/operations management should be at the core of its activities as it has the primary
responsibility for this act of creation.

Course Outcomes (COs): After completion of the course, the students shall be able to:
CO1:understand how managers design, use, manage and improve systems and processes to create
value to their customers effectively and efficiently.
CO2:learn the major concepts and tools used in the design and use of operations systems in
organizations.
CO3:apply the knowledge of operation management in different activities in an organisation.

Course contents:

Unit- I : Overview of Operations Management: Meaning, history and definition, OM as a function,

services and goods production- differences and similarities, current issues in OM, Operations
strategy, Competitive Priorities, Strategic Decisions in Operations, Design of Products & Services,
The Product Design Process, The Service Design Process, Productivity, Single factor and Multi factor
productivity, Methods for improvement of productivity.

Unit- II :Facility location, Layout and Work Study: Facilities Location Decisions: Location Factors,
Multi-attribute plant location model and Multi-facility location model, Facility Layout, Basic layout
types, Layout for product focused system, Layout for process ,focused system, Cellular layout, Fixed
position layout, Retail service layout, Office layout.
Work Study: Objectives of method study, Method study procedure, Recording techniques, Method
improvement, Purpose of work measurement, Techniques of work measurement Stop watch time
study, Work sampling.

Unit-III :Aggregate Planning & Inventory Management: Aggregate Planning, Concept, Need for
Aggregate Planning, Aggregate planning strategies, Types, Chase Strategies, Level Strategies, Mixed
Strategies.
Inventory Management: Concept, Importance, Dependent and Independent Inventory, Costs of
Inventory, Economic Order Quaintly model, Quantity discount, Fixed order quantity and Fixed
interval inventory systems, Reorder Point and Safety Stock, ABC analysis

Unit- IV
Quality Control and related topics: Quality Control, Concept, Dimensions, costs associated with
quality, Tools of quality control, control charts for Variable and Attributes(R chart, x bar chart, p
chart)
Related topics: Introduction to Supply Chain Management, JIT and Lean System, Theory of
Constraints, Future challenges in POM
Suggested Texts:
1. Production and Operation Management, K. Aswathappa, Himalaya Publishing House
2. Operations & Supply Management: 12th edition. Chase R.B., Shankar R., Jacobs F.R. ,
Aquilano N.J., Tata McGraw Hill
3. Operations Management; 4th edition, Russell R.S. and Taylor B.W.-; PHI publication.
4. Operations Management-process and value chains, Krajewski L. J., Ritzman L. P. & Malhotra
M.K., 8th edition, Pearson Education.

MANAGING PEOPLE AND PERFORMANCE IN ORGANIZATIONS

TIU-PMG-T106

L-T-P: 2-1-0 Credit: 3

Course Objective:
The objective of this course is to provide students with a better understanding of behavioural
processes of individuals and groups in organizations enabling them to function more effectively
in their roles as managers personally and with others. Specific learning objectives for this course
are to provide a basic knowledge of important theories relating to organizational behaviour; to
develop an understanding of these theories and of related ideas and concepts & critically evaluate
them; and develop skills to deeply analyse human behaviour and apply the learning to
organizational context. Understanding the group dynamics and Leadership in the Organization

Course Outcomes (COs): After completion of the course, the students shall be able to:
CO1:understand individual and group behavior, and understand the implications of organizational
behavior on the process of management
CO2:explain organizational behavioral issues in the context of organizational behavior theories, models
and concepts .
CO3:practice critical thinking when presented with managerial problems and express their views and
opinions on managerial issues in an articulate way .
CO4:analyze the importance of the management process and identify some of the key skills required
for the contemporary management practice.
CO5:practice organizational justice at workplace.

Course contents:

Unit 1: Introduction to Organizational Behavior and Perception Process

Definition, Concept and Importance, Different models of OB - autocratic, custodial, supportive,
collegial and SOBC, Models of OB, Nature andImportance,Relationship between management and
organizational behaviour.

Unit 2 : Individual level behavioral variables – 1 (Personality, Perception)

Introduction, Personality- Definition and Determinants, Personality Traits, Personality
Theories(Psychoanalytic Theory, Socio-Psychological Theory, Trait Theory,Self Theory). Perception:
Nature and Importance, Perceptual Selectivity, Perceptual Organization, Social Perception.

Unit 3 : Individual level behavioral variables – (Values, Attitudes Motivation and Learning):
Introduction, Values, Attitudes, Theories of Attitude(Cognitive-Consistency Theories Functional
Theories, Social Judgment Theories) Definition and Importance of Motivation, Early Theories in
Motivation (Maslow’s Hierarchy of Needs Theory, McGregor’s Theory X and Theory Y, Herzberg’s
Two-Factor Theory) Contemporary Theories in Motivation(ERG Theory,McClelland’s Theory of
Needs, Goal-Setting Theory). Introduction, Types of Behavioural learning, Learning and its
Applications in Organizations.

Unit 4 : Group level behavioral (The group):

Introduction, Concept of Groups, Stages of Group Formation and Group Process, Definition and
Overview of a Team, Seventeen Characteristics of an Effective Team, Conflict Management-
Traditional vis-à-vis Modern view of conflict, Constructive and Destructive conflict, Conflict Process,
Levels of Conflict, Strategies for Conflict resolution.

Unit 5 : Stress management, Change management:

Concept of stress, Sources of Stress, Effect of stress, Work life balance, Concept of Change, Forces
Responsible for Change, Resistance to change, Change process, Lewin‘s Change model, Force Field
Analysis.

Prescribed Books:
1. Harold Koontz and Heinz Weihrich, Essentials of Management, Tata McGraw-Hill, 6th Edition
2. Stephen P. Robbins, Organizational Behavior, Prentice Hall of India, 9 thEdition,

Suggested Readings:
1. Jit S.Chand, Organisational Behavior, Vikas Publishing House Pvt.Ltd.Saxena., Principles and
Practice ofManagement

MANAGERIAL ECONOMICS II
TIU-PMG-T108

L-T-P: 2-1-0 Credit: 3

Course Objective:
The objective of this course is to provide students with a better understanding of behavioural
processes of individuals and groups in organizations enabling them to function more effectively
in their roles as managers personally and with others. Specific learning objectives for this course
are to provide a basic knowledge of important theories relating to organizational behaviour; to
develop an understanding of these theories and of related ideas and concepts & critically evaluate
them; and develop skills to deeply analyse human behaviour and apply the learning to
organizational context. Understanding the group dynamics and Leadership in the Organization

Course Outcomes (COs): After completion of the course, the students shall be able to:
CO1:understand individual and group behavior, and understand the implications of organizational
behavior on the process of management
CO2:explain organizational behavioral issues in the context of organizational behavior theories, models
and concepts .
CO3:practice critical thinking when presented with managerial problems and express their views and
opinions on managerial issues in an articulate way .
CO4:analyze the importance of the management process and identify some of the key skills required
for the contemporary management practice.
CO5:practice organizational justice at workplace.

Course contents:

Unit-1: Indian Economic Environment: Overview of Indian Economy, Recent changes in Indian Economy.
Measurement of National Income: Basic Concepts, Components of GDP- Measuring GDP andGNP,
Difficulties in measuring National Income, Growth Rate. Business Cycle – Features, Phases, Economic
Indicators, Inflation : Types, causes, Measurement, Kinds of Price Indices,Primary, Secondary and
Tertiary Sectors and their contribution to the Economy, SWOT Analysisof Indian Economy.

Unit-2: Industrial Policies and Structure: A critical look at Industrial Policies of India, New Industrial
Policy 1991; Disinvestment in PSUs - Private Sector- Growth, Problems and Prospects, SMEs –
Significance in Indian economy-problems and prospects A brief Industry Analysis: Textiles, Electronics,
Automobile, FMCG, Telecom, Pharma. FDI in Retailing, Infrastructure, Pharma, Banking & Insurance

Unit-3: Economic Planning &Development . Indian Economic Systems-Economic planning with special
reference to last three plans, public, private joint and cooperative sectors – Industrial Policy of the
Government Latest Industrial Policy, Foreign Trade Policy, Fiscal Policy and Tax System in India,
Monetary Policy and Banks Reforms in India, Challenges of Indian Economy, Rural Development Efforts,
India as one of the most prominently emerging economies of world.

Unit-4: Business Environment . Components and Significance of Business Environment, Factors

effecting environment of Business, Economic factors and its Components, Cultural factors and its impact
on business, Social Environment and its impact on Purchasing and Consumption, Political Stability,
Sovereignty and its impact on the returns of Business, Technological and its impact on internationalizing
the business activities, Legal environment and External Factors Influencing Business Environment,
Dimensions of International Business Environment, Challenges.
Unit-5: Strategies For Going Global. International Economic Integration, Country Evaluation and
Selection, Foreign Market Entry Method, International Business Theories, International Trading Blocks,
Liberalization: Tariff & Non –tariff barriers; World Trade Organization; Recent Trends and main Drivers
of international Trade, Foreign Direct Investment, Nature of International Business, Multinational
Corporations , International Business Theories, Liberalization: Tariff & Non –tariff barriers; World Trade
Organization; Recent Trends and main Drivers of international Trade, Foreign Direct Investment.

Text Readings:

1. Mark Hirschey, Economics for Managers, Cengage, 2006

2. Palwar, Economic Environment of Business, PHI, New Delhi,2009

3. K.Ashwathapa, A.Trehan, Global Business Environment, 2011Tata McGraw Hill

4. Francis Cherunilam International Business Environment, 2010, Himalaya Pub. House

5. Justin Paul, Business Environment: Text & Cases, New Delhi, Tata McGraw Hill, 2008

6. D.N. Dwivedi, Managerial Economics, Vikas Publishing House, 2009.

7. Shaikh Salim, Business Environment, Pearson Education, 2009

8. Parthasarthy Corporate Governance, Bizetantra 9. Sumit Khurana, Corporate Governance Dreamtech,

Suggested Books

1 Sundaram & Black: International Business Environment Text and Cases, PHI, 2009 2 Avid W. Conklin,
Cases in Environment of Business, Sage Response Books.2007 3 Czinkota, Ronkainen, Moffett,
International Business, Cengage, 2008 4 Daniels, Globalization &Business, PHI Learning 5 Tamer
Cavusgil-International Business-(Indian Reprint) Pearson 6 Mandal, SK Ethics in Business and Corporate
Governance 1e2010Tata McGraw Hill

LEGAL ASPECTS OF BUSINESS

TIU-PMG-T110

L-T-P: 2-1-0 Credit: 3

The aim of this course is to instill keen understanding and appreciation of the legal aspects of business.
This course will provide an understanding of legal methodology and the main principles of law relating
to business transactions. The course will also demonstrate how commercial law and business practice
inter relate and often influence each other in shaping modern communication and industry. In
particular, key legal topics will be explained and illustrated from business perspective. The main
objective to pursue this course is to make the students familiar with the concept of law and various
laws relating to business, understand and discuss core legal theories; to introduce students to the laws
and ethical standards that managers must abide by in the course of conducting business and to get
trained in supporting theoretical solutions with arguments in a systematic manner.

Course Outcomes (COs): After completion of the course, the students shall be able to:
CO1:understand the concept of law & various laws related to business understanding.
CO2:explain laws and ethical standards that managers/ business leader must abide by in the course of
conducting business.
CO3:demonstrate proficiency in finding and applying legal materials and methods in solving legal
problems.
CO4:analyzelegal issues in a business situation and evaluate the interrelationship between regulatory
requirements and strategic decision making.

Course contents:

Unit 1: The Contract Act, 1872

Introduction, Sources of Indian Business Law, Salient features of Indian Contract Act, 1872, Meaning
of contract, Essential elements of a valid contract, Types of contract, Difference between void and
voidable contract, difference between illegal and void agreement, Offer and Acceptance, Capacities of
Parties to contract, Free Consent, Coercion, difference between coercion and undue influence,
misrepresentation, fraud, essential elements of fraud, difference between fraud and misrepresentation,
mistake, void agreements, Discharge of contract, Special Contracts – Contingent and Quasi Contract,
Contract of indemnity and guarantee.

Unit 2: Sales of Goods Act, 1930

Introduction, Contract of Sale, Sale and Agreement to sell, Essential elements of a Contract ofSale,
Difference between sale and agreement to sell, classification of goods, Condition and Warranty,
Difference between Condition and Warranty, Situations when condition is treated as warranty, express
and implied warranties, caveat emptor, Unpaid Seller, Rights of an Unpaid seller.

Unit 3: The Consumer Protection Act, 2019

Genesis of Consumer Protection Laws Definitions, Consumer Protection Council, Redressal
Machinery Under The Act – District Consumer Forum, State Commission, National Commission.
Unit 4: The Information Technology Act, 2000
Information Technology Act – Definitions, Important terms under Information Technology
Legislation, Digital Signatures, Electronic Records, Certifying Authority, Digital Signature Certificate,
Cyber Regulation Appellate Tribunal.

Unit 5: Companies Act, 2013

Company – Definition, Nature and Forms of Business (including One Person Company and Limited
Liability Partnership), Concept of Corporate Personality, Corporate Veil, Promoters – Meaning,
Position, Duties, Rights, Responsibilities and Liabilities, Formation of Companies, Memorandum of
Association & Articles of Association, Doctrine of Ultra-Vires, Indoor Management.

Prescribed Books:
1. Business Laws - S.S.Gulshan,Excel Books.
2. An Introduction to Mercantile Laws -N.D.Kapoor.

STRATEGIC MANAGEMENT
TIU-PMG-T112

L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES
The objective of this course is to enable students integrate knowledge of various functional areas and
other aspects of management, required to develop strategies based on organizational perceived
opportunities and threats.

COURSE OUTCOMES
After completion of the course, the students should be able to:
CO1. ANALYZE strategic macro environmental issues.
CO2. EXPLAIN industry factors, and identify its impact on profitability and strategic positioning.
CO3. ANALYZE organizational performance and SBU strategies.
CO4. IDENTIFY strategic capabilities and gaps to implement strategy at the single business unit
level.

COURSE CONTENTS:

Unit 1: Introduction to Strategic Management and Business Policy decisions, Environmental

appraisal, corporate level strategies, Business level strategies, Strategic management in Indian
firms, Practices and cases
Introduction to business policy and strategy, concept of strategy. Corporate, business and functional
levels of strategy. Introduction to Strategic Management, definition of strategic Management, elements
of strategic management, model of strategic management processes, strategic management vs
operational management. Stakeholdersinbusiness.
Hierarchy of Strategic Intent: Understanding strategic intent, concept of stretch and fit, vision, mission,
business definition, business model, goals andobjectives.

Unit 2: Strategy Formulation

Concept of environment, characteristics of environment, internal and external environment,
environmental sectors, environmental scanning, appraising the environment, Industry analysis- Porters
five forces model of competition, competition analysis and competitive edge, ETOP.
Organizational appraisal: Company internal environment, organizational appraisal, concept of value
chain, value chain analysis, organizational capability factors, structuring organizational appraisal,
SWOT.
Corporate Level Strategies: Concentration, integration, diversification, internationalization and
cooperation, stability, retrenchment and restructuring, merger and acquisition strategies, achieving
acquisition success, effectiveacquisition.
Business Level Strategies: Managing relationship with customers, purpose of business level strategies,
foundations of business level strategies, positioning of firm in industry, business strategies for different
industry conditions, cost leadership strategy, differentiation strategy. Strategic analysis and choice.
Strategic alternatives, strategic analysis, contingencystrategies.
Tools and techniques for strategic analysis, GE 9 cell model, Portfolio analysis- BCG matrix,
experience curve, impact matrix.

Unit 3: Implementingstrategic plan

Implementing strategic plan – Role of chief executive officer and the board of directors, Role of top
management – Power games – Strategic management in MNC, functional and operational
implementation, corporate culture, structure and organizationalvalues.

Unit 4: Strategic Evaluation

Operations control and Strategic control, Techniques for Strategic Evaluation and Control, Symptoms
of malfunctioning ofStrategy.
Unit 5:Blue Ocean Strategy
Principles of Blue Ocean strategy, Concepts of Red Ocean Strategy, Difference between Blue ocean
and Red ocean strategy.

Books Recommended:-

1. Exploring Corporate Strategy, Gerry Johnson, Kevan Scholes, Richard Whittington, 2009,
Pearson Ed Ltd, United Kingdom, 2nd Ed.
2. Crafting and Executing Strategy Arthur A Thompson Jr, Strickland A.J., John E. Gamble and
Arun K. Jain, McGraw Hill Education Private Limited, New Delhi.
3. Strategic Management Michael Hitt, Ireland, Hoskission, 2010, Cengage Learning, NewDelhi.
4. Strategic Management – Concepts and Cases, Fred R. David, 2010, PHI Learning, New Delhi.
5. Business Policy and Strategic Management (Text and Cases), Subba Rao, P 2010.
 Third Semester

INFERENTIAL RESEARCH METHODS

TIU-PMG-T201

L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES
The objective of this course is to help the students acquire quantitative tools, and use these tools for the
analysis and solution of business problems. The emphasis will be on the concepts and application rather
than derivations.

COURSE OUTCOMES
After the completion of the course, the students should be able
CO1. To gain an understanding and appreciation of the principles and applications relevant to the
planning, design, and operations of manufacturing/service firms
CO2. To understand the interdependence of the operations function with the other key functional areas of
a firm
CO3. To apply analytical skills and problem solving tools to the analysis of the operations problems
CO4. To increase the knowledge, and broaden the perspective of the world in which you will contribute
your talents and leadership m business operations

COURSE CONTENT

Module 1
1. Introduction to Business Research, Definitions, Nature, Scope
2. Concept, Significance
3. Research Process, Research Design

Module 2
4. Exploratory Research: Focus Group, Projective Techniques, Depth Interview, Observation,
Case Study Method, Secondary Data Collection and Analysis
5. Problem Discovery ~ Problem Definition, Hypothesis Formulation
6. Causal Research, Experimental Designs

Module 3
7. Questionnaire Construction
8. Measurement, Basic Scales, Validity Analysis, Reliability Analysis
9. Sampling

Module 4
10. Field work, Non-sampling Errors, how to overcome them, Data Preparation and Preliminary Analysis
11. Introduction to Multivariate Analysis
12. Factor Analysis, Regression Analysis, Cluster Analysis
13. Reporting and Concluding Integration
Books Recommended:-
1. Business Research Methods - Donald Cooper & Pamela Schindler, TMGH, 9thedition.
2. Business Research Methods – Alan Bryman& Emma Bell, Oxford UniversityPress.
3. Research Methodology - C.R.Kothari
COST MANAGEMENT & CONTROL
TIU-PMG-T203

L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES
The objective of this course is to provide knowledge, insight & analytical skills related to how a
corporation's senior executives design & implement the ongoing management systems that are used to
plan & control the firm performance.

COURSE OUTCOMES
After the completion of the course, the students should be able
CO1. To acquire knowledge and skills to excel in the area of management control systems.
CO2. To equip with analytical and evaluation abilities to appraise the management controls and
budgetary systems.
CO3. To apply analytical skills and problem solving tools for analysis of the operations problems

COURSE CONTENT
Module 1: Introduction
Introduction to cost, cost sheet, Cost elements: Material, Labour, Overhead

Module 2: Management Control Systems

The concept of management control and the role of management accounting within such a control
framework. The design of management accounting systems is also considered.

Module 3: Lean Manufacturing and Quality Control

Introduction of the traditional production management techniques and strategies. The 5-P’s of
production are specifically considered; i.e. the product, plant, process, program, and people. The
three traditional types of production; i.e. Job; Batch; and Flow production are also studied, and
concepts such as quality and reliability are also introduced. Modern production management
techniques originating from Japan, such as Flexible Manufacturing Systems (FMS); and Total
Quality Management (TQM) are also considered.

Module 4: Cost Accounting and Cost Management in a Lean Environment

Production management techniques and strategies, especially the more modern production
philosophies originating from Japan, such as Just-In-Time production (JIT).

Module 5
Life Cycle Costing Systems; Benchmarking; Activity Based Cost Allocation Systems; Customer
Profitability Analysis; Process Control and Activity Based Management; Implementing Cost
Analysis and Control Systems

Books Recommended:-
Cost Accounting a Managerial Emphasis by Charles T Horn Green, PHI
Cost Accounting Theory and Practice By B Banerjee, PHI

QUANITATIVE TECHNIQUES II
TIU-PMG-T205

L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES
The objective of this course is to help the students acquire quantitative tools, and use these tools for the
analysis and solution of business problems. The emphasis will be on the concepts and application rather
than derivations.

COURSE OUTCOMES
After the completion of the course, the students should be able
CO1. To gain an understanding and appreciation of the principles and applications relevant to the
planning, design, and operations of manufacturing/service firms
CO2. To understand the interdependence of the operations function with the other key functional areas of
a firm
CO3. To apply analytical skills and problem solving tools to the analysis of the operations problems
CO4. To increase the knowledge, and broaden the perspective of the world in which you will contribute
your talents and leadership m business operations

COURSE CONTENT

Unit 1: Introduction to Operations Research: Meaning, Scope of Operations Research in

Management,Advantages and Limitations of Operation Research, OR Models.
Unit 2: LINEAR PROGRAMMING
Formulating maximization/minimization problems, Graphical solution, simplex methods, Special
cases of LP, Duality of LP and its interpretation, Dual simplex methods, Post
Optimality/sensitivity analysis, Applications of LP.

Unit 3: TRANSPORTATION AND ASSIGNMENT PROBLEMS

VAM method, Checking for optimally using MODI method, Unbalanced problem and degeneracy,
Hungarian method for assignment problem, Traveling salesman problem.

Unit 4: GAME THEORY & QUEUING THEORY

2 Person zero sum games, Saddle point, Mixes strategies use of dominance rules, Solution by
graphical methods.

Characteristics of a queuing system, Arrival and service patterns, Single and multiple channel,
Queue models with Poisson arrival and exponential service times.

Unit 5: REPLACEMENT MODELS, MARKOV ANALYSIS

Types of replacement problems, Replacement of assets that deteriorate with time, Determination
of economic life using present value factors, Simple probabilistic models for assets which fails
suddenly and completely.

Brand switching analysis, Prediction of market shares for future periods, Equilibrium conditions,
Uses of Markov analysis.

Unit 6: SIMULATION
Monte Carlo simulation, Using random numbers, Applications in inventory analysis, Waiting
lines, Maintenance and finance areas.
Suggested Readings:-

▪ Anderson, Sweeny and Williams - Quantitative Methods for Business (8th edition);
Thomson learning
▪ Hillier, F.S. and Lieberman, G.J. : Operations Research (8th edition), TMH
▪ Kasana, H.S. & Kumar, K.D. - Introductory Operations Research; Springer
▪ Render B, Stair R M Jr, Hanna M E : Quantitative Analysis for Management (9th
edition); Pearson Education
▪ Ross, Sheldon – Simulation; Elsevier
▪ Taha, H.A. : Operations Research - An Introduction (8th edition), Prentice Hall/Pearson
Education
▪ Vohra, N. D. Quantitative Techniques for Management (3rd edition), TMH Winston,
▪ Wayne L. – Operations Research: Applications and Algorithms (4th edition); Thomson
Learning

CONSUMER BEHAVIOUR
TIU-PMG-E201

L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES
The objective of this course is to identify and explain factors which influence consumer behavior and
display critical thinking and problem solving skills. This course will also help students understand
different models of consumer decision making to gain, evaluate and synthesize information and
existing knowledge from a number of sources and experiences.

COURSE OUTCOMES
After the completion of the course, the students should be able
CO1. To DEFINE the nature of consumer behaviour and various practices and theories linked to the
study of consumer psychology.
CO2. To DESCRIBE the critical and reflexive actions of consumers in connection withconsumption
pattern and culture.
CO3. To DEMONSTRATE how knowledge of the different facets of consumer behaviour can be
applied in developing various marketing strategies.
CO4. To OUTLINE and synthesize the information & knowledge gained from various sources and
experiences
CO5. To CHECK the appropriateness of marketing strategies designed on the basis of consumer
behaviour studies related to specific situations

COURSE CONTENT

Unit 1: Introduction to Consumer Behavior

Introduction of marketing strategy and consumer behavior, Market Analysis. Consumer Behavior,
its Origin and Strategic Applications. Consumer Needs and Motivation: Types and Systems of
needs, Motivation dynamic.

Unit 2: Culture and Consumer behavior

Meaning of culture, Characteristics of culture, function of culture, types of culture, Cross-cultural
consumer analysis:- cross cultural marketing objectives, Basic areas for cross-cultural marketing
problem in cross cultural marketing. Motivation and consumer behavior: - Introduction, motives
and motivation, positive or negative motivation, Consumer motives:- personal, social motives.

Unit 3: Personality and Consumer Behavior

Theories of Personality, Personality and Understanding Consumer Behavior, Brand Personality,
Self and Self Image, Virtual Personality for Self. Consumer Perception: Sensory Dynamics of
Perception, Elements of Perception, Consumer Imagery. Consumer Learning: The elements of
consumer learning, Behavioral learning. Consumer Attitude Formation and Change, structural
models of attitudes, attitude formation, Communications and Consumer Behavior.

Unit 4: Attitude and consumer behavior

Meaning of attitude, nature and characteristics of attitude, types of attitude, learning of attitude,
sources of influence on attitude formation, Model of attitude- Tri-component attitude model, multi-
attribute attitude model.

Unit 5: Marketing ethics and Social Responsibility

Exploitative targeting, manipulating consumers, and social responsibility.
REFERENCES:

Bennet and Kassarjian, CONSUMER BEHA VIOUR, Prentice Hall of India, New Delhi

Michael R. Solomon, Consumer Behaviour, PHI Learning Private Limited, New Delhi, 2011

Ramanuj Majumdar, CONSUMER BEHAVIOUR, Prentice Hall of India, New Delhi, 2011

Leon G. Schiffman, Joseph Wisenblit& S. Ramesh Kumar, Consumer Behavior, Tenth Edition. Pearson,
India.

J. Paul Peter, Jerry C. Olson, Consumer behavior & marketing strategy, Seventh Edition, India.

SERVICES MARKETING

TIU-PMG-E203
L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES
This course aims to help participants appreciate the ever increasing significance of services in the
economies. It takes a strategic approach to the management of service business. Students will learn
to develop a framework for recognizing and analyzing management problems in service industries.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. TO OUTLINE the challenges facing the services marketing in traditional commercial marketing,
e-marketing and non-commercial environments.
CO2. TO IDENTIFY the difference between marketing physical products and intangible services,
including dealing with the extended services marketing mix, and the four unique traits of services
marketing.
CO3. TO ANALYSE the nature and scope of services marketing and present about this in a
professional and engaging manner.
CO4. TO IDENTIFY and discuss characteristics and challenges of managing service firms in the
modern world including cultural implications
CO5. TO CONTRUCT a theoretical and practical basis for assessing service performance using
company examples and report on this in a professional, logical and coherent way.

COURSE CONTENT

Module I:

Introduction to Services Marketing: Definition – Characteristics – Classification – Present

Marketing Environment.

Services Marketing Mix: Understanding the 7 P’s Product, Price, Place, Promoter, People,
Process& Physical Evidence.

Understanding the Customer: Services vis-à-vis goods, Consumer Behavior in Services –

Customer Expectations of Services – Customer Perceptions of Services – Evaluation of services.

Module II:

Strategies for Services Marketing: Postioning& Differentiation

Demand & Capacity: Yield management

Service Development Design & Standards: New Service Development Process – Basic service
to potential service – Customer Defined Service Standards.

Module III:

Delivering Services: Role of Employees and Customers in service delivery; Role of

Intermediaries – Service process – Blue printing – Physical evidence.

Managing Service Promise: Role of Advertising, Personal Selling and other Communication.
Module IV:

Pricing of Services

Evaluating Success of Service Offering: Service quality and measurement – SERVQUAL –

Service recovery – Role of CRM.

Current Trends in Service Industries and Understanding Specific Service Industries:

Financial, Hospitality, Health, Telecom, Consultancy, Logistics, Education, NGO, Public Utilities,
ITCS, Travel & Tourism, e-Services and Professional Services.

Books:-

1. Apte, G.: Service Marketing; OUP

2. Lovelock C-Service Marketing 7thediction- Pearson
3. Zeithaml, Bitner, Gremler and Pandit :Services Marketing, TMGH, 4thed.
4. Christopher Lovelock: Services Marketing.
5. Rampal andGupta: Services Marketing.
5. ArdianPayne : Essence of Services Marketing

SALES AND DISTRIBUTION MANAGEMENT

TIU-PMG-E205
L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES
Economic growth can only be increased and sustained if manufacturers, distributors and the
service industries are able to sell and distribute their products profitably to the widest possible
markets.
Selling, Sales and Distribution Management are therefore essential functions without which
economic growth cannot take place. This course introduce course participants to national and
international sales and distribution practices foe getting an exposure to the tools and strategies
necessary for designing, motivating and evaluating sales and distribution management systems.
This will also sharpen decision making skills of future sales and distribution managers by
understanding and appreciation of the Sales and Distribution processes in organizations.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. TO UNDERSTAND marketing and sales in various industry and can put skills to practical use.
CO2. TO IDENTIFY potential customers and segments, understand and anticipate customer
expectations and needs.
CO3. TO DEMONSTRATE & appreciate the diverse variables affecting the sales & distribution
function.
CO4. TO LINK distribution with other marketing variables.
CO5. TO EVALUATE business distribution channels and branding.

COURSE CONTENT

Module I:

Role of Salesperson: Responsibility – Cross Functional Linkages – Lifetime Customer Concept

– Management of Accounts Receivables

Selling Skills: Value Proposition – Customer Value Creation – Lifetime Customer Value Creation
– Personal Selling a Promotion Mix Element – Buyer-Seller Dyads – Diversity of Personal Selling
Situation – Theories of Selling – Prospecting – Sales Resistance – Closing Sales – Key Accounts
Management.

Sales Organization:Setting up a Sales Organization – Basic types of Sales Organization

Structures including Outsourced sales force – Inter-departmental Relations and Structures –
Coordination of Personal Selling with Other Departments.

Module II:

The Sales Effort: Sales Planning – Forecasting – Qualitative and Quantitative Methods –
Overview of Linear Regression, Time Series Analysis, Moving Averages – Budgeting – Designing
Territories – Territory Management – Routing – Setting Sales Quotas Profitability analysis of sales
effort.

Sales Force Management: Estimation of Sales Force – Workload, Breakdown and Incremental
Analysis Recruitment and Selection of Sales Personnel – Planning and Conduct of Sales Training
Programs – Motivating and Compensating Sales Personnel – Compensation Systems – Incentive
Plants – Disincentive – Benefits – Performances Appraisals – Evaluation – Criteria for evaluation.

Distribution:Introduction to Marketing Channels – Structure, Functions and Flows – Channel

Participants – Type and Number of Intermediaries.

Module III:

Management of Marketing Channels: Selecting a channel – Channel Design – Vertical and

Horizontal Marketing Systems – Channel Evaluation – Channel Profitability Analysis – ROI –
Channel Co-operation with Conflict and Competition. Marketing Channels.

Wholesalers: Classifications – Functions – Key Tasks – Limitations –

Distributors/Dealers/Stockists – Trends.

Rural Distribution: Introduction to Rural markets – Features (extend above concepts to rural
markets)

Module IV:

Retailing: Nature and Importance – Types of Retailing – The Retail Organization – Commodities
Retailing Vs. Brand Retailing – Non-Store Retailing & e-Retailing.

Market Logistics: Meaning and Scope – Outbound Logistics – Transportation including multi-
model system – Warehousing – freights – CFAs – 3 PL and 4 PL providers – reverse logistics –
Technology in logistics – recent trends.

Books:-

• Berman, B & Evans, J.R.: Retail Management, Pearson

• Cundiff, Still &Govoni : Sales Management – Decision, Strategies & Cases; PHI./Pearson
Education
• Krishna K. Havaldar and Vasant M. Cavale: Sales and Distribution Management – Text and
Cases By; TATA McGraw-Hill
 MANAGEMENT OF FINANCIAL SERVICES

TIU-PMG-E207
L-T-P: 2-1-0 Credit: 3

COURSE OBJECTIVES

This course has been set to Familiarize the students with the new financial services and processesto
enrich the learning process through exposure to real life cases / business situations and liveprojects.
COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To understand role of Financial Services in Business organizations.

CO2. To evaluate the strategic, regulatory, operating and managerial issues concerning select financial
services.
CO3. To examine the present status and Fintech development that are taking place in the financial services
sector.
CO4. TO compare the functional areas of financial services & industry in the real world situation.

COURSE CONTENT

Module I
Capital Markets : Government securities market, primary & secondary market for G.Sec, call
money market : money market treasury bill market, commercial paper and certificate of deposits,
discount and finance house of India, corporate Debit market recent developments.

Merchant Banking : Nature and scope of merchant banking – regulation of merchant bank
activity – overview of current India Merchant banking scene – structure of merchant banking
industry – primary markets in India and abroad – professional ethics and code of conduct – current
development.

Procedural aspects of primary issues – pre-issues decision making – SEBI guidelines for public
issues – pricing and timing of public issues – pre-issue management – advertising and marketing.
Post Issue management – rights issue.

Module II
Introduction to equipment leasing : introduction – history and development of leasing – concept
and classification – types of leases – advantages of leasing – disadvantages of leasing – evolution
of Indian Leasing Industry – leasing and the commercial banking sector – product profile.

Legal Aspects of leasing :present legislative framework – process of lease domentation – contents
of lease agreement.

Tax aspects of leasing : Income tax aspects, depreciation allowance on leased assets – rental
income from lease – leasing tax planning – sales tax aspects – sales tax on inter-state purchase of
equipment – sales tax on lease rentals. Current position.

Module III
Lease evaluation : The lessee’s angle : financial evaluation : alternative approaches for lease
evaluation – frame work for lease evaluation – concept and application of break even lease rental
– lease vis-à-vis buy – lease evaluation in practice – evaluation of lessor.
Lease evaluation : the lessor’s angle : break even rental for the lessor – negotiating lease rentals
– concepts of gross yield and add-on yield – lease pricing techniques – assessment of lease related
risks – impact of tax / regulatory changes on lease evaluation – the appraisal process – the lease
approval process – monitoring receivables – recovery mechanism.

Lease accounting and reporting : current accounting and reporting practices : IAS-17 :
guidelines for lease accounting – ICAI : Guidelines for lease accounting.

Module IV
Hire Purchase : Concept and characteristics of hire purchase – mathematics of hire purchase :
Calculation of effective interest rate – legal aspects of hire purchase – tax implications of HP –
income tax – sales – interest and VAT – Accounting aspects – framework for financial evaluation
: the hirer’s angle – the finance company’s angle – the hire purchase act, 1972.

Consumer finance : Role of consumer credit in the financial system – features of consumer credit
transactions – mathematics of consumer credit, legal – framework – consumer credit portfolio
management – credit evaluation – credit screening methods – innovative structuring of consumer
credit transactions.

Factoring :Concept of factoring – forms of factoring – factoring vis-à-vis bills discounting –

factoring vis-à-vis credit insurance – factoring vis-à-vis forfeiting – evaluation of factor legal
aspects of factoring – evaluation of factoring – factoring in India Current Developments.

Module V
Housing Financing :Housing Finance companies, refinance schemes for HFCs, regulatory
guidelines for HFCs.

Credit Cards : Concept – billing and payment – settlement procedure – sharing of commission
– defaults – handling and implications – add-on facility – corporate credit cards – business cards
– debit card – uses of credit cards – member establishments – member affiliates and their benefits
– the concept of visa net.

Credit Rating : concept of credit rating – types of credit rating – advantages and disadvantages
of credit rating – credit rating agencies and their methodology – emerging avenues of rating
services – international credit rating practices.

Module VI
Regulatory environment of financial services : Review of recommendations of various
committees – prudential norms for income recognition – provisioning for bad and doubtful debts
– capital adequacy and concentration of credit / investments – RBI guidelines for finance
companies – directions and rules on advertising – fixed deposits and credit rating. Management of
Financial Derivatives

Securitization / Mortgages : Securitization – mortgages and mortgage instruments – concept,

securitization as a funding mechanism – securitization as a funding mechanism – securitization of
residential real estate – whole loans – mortgages – graduated – payment mortgages (GPMs) –
pledged – account mortgages (PAMS) – buy down loans – adjustable – rate mortgages (ARMs).
Share Appreciation Mortgages (SAMs).

Mortgages Pass-through securities – mortgages – backed bonds centralized mortgage obligations

(CMOs)

Cases Studies

Books:-

• Management of Financial Services by M Y Khan, TMH

• Financial Services & Market by G. S. Batra

MODERN INVESTMENT & PORTFOLIO MANAGEMENT

TIU-PMG-E209
L-T-P: 2-1-0 Credit: 3

Objectives

This course is to help students understand the investment field for sound investment decisions
making. This course is designed to emphasize both theoretical and analytical aspects of
investment decisions and deals with modern investment theoretical concepts and instruments.
To acquaint students in respect to investment decisions related to financial assets, risks& returns
 involved. To make aware about functioning of securities market alongside the theories& concepts
involved in portfolio management.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To Demonstrate a basic understanding of investments and the nuances of investing.

CO2. To Exhibit the acquaintance of the securities market and its constituents.
CO3. To Apply knowledge gained to perform analysis of various securities.
CO4. TO Analyze and apply models to securities performance and forecasting.
CO5. TO Construct optimal portfolios and evaluate them using models.

COURSE CONTENT

Module 1: Markets and Financial Instruments

Investment Objectives, Types of Markets- Equity, Debt, Derivatives, Commodities.

Various types of Investment Avenues, Difference between Speculation and Investment.

Module2 :Mutual Funds

The Concept of Mutual Funds,
Advantages of Mutual Funds investing,
Types of Funds

Module 3: Risk and Return

Concept of risk and return,
Measurement of risk - standard deviation and variance,
Factors influencing risk, Relationship between risk and return, CAPM

Module 4: Fundamental Analysis

Economy analysis,
Industry analysis and Company analysis,
Weaknesses of fundamental analysis
Technical Analysis :Tools of technical analysis, important chart formations, price patterns and
technical indicators.

Module 5: Portfolio Theory and Portfolio Management

Efficient Market Theory,
Random Walk Theory,
Portfolio Management Framework,
Guidelines for Investment Decisions.

Books Recommended

1. P Pandian, Security Analysis and Portfolio Management, Vikas Publishing Houses.

2. P Chandra, Security Analysis and Portfolio Management, McGraw Publishers.
3. Fischer, Security Analysis and Portfolio Management, Pearson India.

MERGERS, ACQUISITIONS & CORPORATE RESTRUCTURING

TIU-PMG-E211
L-T-P: 2-1-0 Credit: 3

Objectives

Merger, acquisition and corporate restructuring activities are increasingly becoming common in the
corporate world. Because of the higher frequency of such activities, it is critical for the business
management students to have a basic understanding of why and how such activities take place. This
course focuses on the activities involved in M&A, business alliances, and corporate restructuring. The
set of cases planned for discussion will enrich the students with the real time commercial issues
 involved in such activities. The activities involved in the M&A and corporate restructuring activities
will be discussed from the various stake holders perspective.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To Demonstrate a basic understanding of investments and the nuances of investing.

CO2. To Exhibit the acquaintance of the securities market and its constituents.
CO3. To Apply knowledge gained to perform analysis of various securities.
CO4. TO Analyze and apply models to securities performance and forecasting.
CO5. TO Construct optimal portfolios and evaluate them using models.

COURSE CONTENT

Module 1

• Introduction: Definition, Forms of Corporate Restructuring

• Mergers and Acquisitions as a Growth Strategy: Ansoff’s Product Market Matrix, Classes of
Growth Opportunities and M&A; Target Appraisal
Module 2

• Mergers & Acquisitions Motives &Synergies: Friedrich Trautwein’s Merger Motive Model,
Monopoly Theory, Efficiency Theory ,Valuation Theory, Raider Theory, Empire Building Theory.
• Takeover and Defence Tactics: Friendly versus Hostile Takeovers, Successful Takeover Tactics in
India, Defence Tactics – Crown Jewels, Blank Cheque, Shark Repellents, Golden Parachute, Buy-
Back etc

Module 3

• Legal Aspects of M&A :Companies Acts, SEBI Regulations 1998, SEBI Regulations 1997,SEBI
Guidelines 2003, Tax Aspects of M&A,
• Funding of Acquisitions : Methods of Effecting payment of Consideration, Sources of Funds, Cross
Border Acquisitions by Indian Companies.

Module 4

• Managing Post M&A Issues; Factors leading to Value Destroying M&As ; Joint Venture;
• Buy-Outs; Leveraged Buyouts
• Spin-Off and Equity Carve Out ; Divestitures
• Privatising a Public Firm
Books Recommended

• Principles of Corporate Finance by Briley Myers & Allen, McGraw Hill Education (India)
Private
• Mergers, Acquisitions & Corporate Restructuring in India by Godbole Prasad G, Vikas
Publication
• Mergers and Acquisitions from A to Z, Andrew J Sherman, Milledge A Hart
• The Complete Guide to Mergers and Acquisitions: Process Tools to Support M & A Integration
at Every Level by Timothy J Galpin and Mark Herndon John Wiley and Sons.
• Rajesh Kumar, B (2011). Mergers and Acquisitions Text and Cases, 1/e; New Delhi: Tata
McGraw Hill
• Aurora, Shetty, Kale; Mergers and Acquisitions, Oxford University Press, Latest Edition

LEARNING AND DEVELOPMENT

TIU-PMG-E213
L-T-P: 2-1-0 Credit: 3

Objectives

This course provides students with an overview of the role of Learning and Development in Human
Resource Management. The key elements covered include: needs analysis, program design,
development, administration, delivery and program evaluation. Other topics include adult learning
 theory, transfer of training, career planning, counselling, training techniques, budgeting and trends in
training..

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To DEFINE the basics of existing practices related with learning and development in industry.
CO2. To EXPLAIN the systematic process of L&D.
CO3. To EXPERIMENT with the L&D program to cater the needs of a company.
CO4. TO COMPARE and analyze various methods available for each step of training execution.
CO5. TO DESIGN an effective Training and Development plan for a company.

COURSE CONTENT

Unit 1: Introduction to Training and Development

Meaning, Importance of Training and Development, Difference between Training and

Development, Difference between Learning and Development, Factors influencing working and
learning.

Unit 2: Learning Process and Training

Learning Through Training, Adult Learning, Learning Theories and Learning Curve, Learning
Styles.

Unit 3: Training Design and Administration

Need Assessment –Importance and Process, Implementing Training Programs (Training methods),
Technique and Aids, E-learning andUse of Technology in Training. Developing Training
Modules.

Unit 4: Evaluation of Training

Training Evaluation and amp; ROI, Measurement Tools and Technique, Feedback Mechanism.

Unit 5: Trainer as a Change Agent

Trainer and his Role; Concept, Importance and Process of Coaching, Counseling and Mentoring.

Prescribed Books:

1. Noe, R.A. (2008), Employee Training and Development. McGraw-Hill.

2. Aswathappa, K. Human Resource to Personnel Management, Tata Mc Graw Hill.
3. Mamoria C.B and Mamoria S., Personnel Management, Himalaya Publishing Company.
4. Gary Dazzler, Human Resource Management, Pearson Education.
 LEARNING AND DEVELOPMENT

TIU-PMG-E213
L-T-P: 2-1-0 Credit: 3

Objectives

This course provides students with an overview of the role of Learning and Development in Human
Resource Management. The key elements covered include: needs analysis, program design,
development, administration, delivery and program evaluation. Other topics include adult learning
theory, transfer of training, career planning, counselling, training techniques, budgeting and trends in
training..
 COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To DEFINE the basics of existing practices related with learning and development in industry.
CO2. To EXPLAIN the systematic process of L&D.
CO3. To EXPERIMENT with the L&D program to cater the needs of a company.
CO4. TO COMPARE and analyze various methods available for each step of training execution.
CO5. TO DESIGN an effective Training and Development plan for a company.

COURSE CONTENT

Unit 1: Introduction to Training and Development

Meaning, Importance of Training and Development, Difference between Training and

Development, Difference between Learning and Development, Factors influencing working and
learning.

Unit 2: Learning Process and Training

Learning Through Training, Adult Learning, Learning Theories and Learning Curve, Learning
Styles.

Unit 3: Training Design and Administration

Need Assessment –Importance and Process, Implementing Training Programs (Training methods),
Technique and Aids, E-learning andUse of Technology in Training. Developing Training
Modules.

Unit 4: Evaluation of Training

Training Evaluation and amp; ROI, Measurement Tools and Technique, Feedback Mechanism.

Unit 5: Trainer as a Change Agent

Trainer and his Role; Concept, Importance and Process of Coaching, Counseling and Mentoring.

Prescribed Books:

1. Noe, R.A. (2008), Employee Training and Development. McGraw-Hill.

2. Aswathappa, K. Human Resource to Personnel Management, Tata Mc Graw Hill.
3. Mamoria C.B and Mamoria S., Personnel Management, Himalaya Publishing Company.
4. Gary Dazzler, Human Resource Management, Pearson Education.
 INDUSTRIAL RELATIONS & LABOR LAWS
TIU-PMG-E215
L-T-P: 2-1-0 Credit: 3

Objectives

Labour laws are one of the most far-reaching, crucial aspects of a democracy. Their enshrinement in
law and the mere fact of their existence acts as an often reliable safeguard to employment abuses
and thereby improve Industrial Relations. It provides an outlet for employee grievances, should there
be justifiable reasons for such grievances. This course is aimed to acquaint with the Industrial relations
framework in our country. Further, the importance of the maintenance of Industrial peace and efforts
to reduce the incidence of Strikes and Lockout and Industrial Strike are to be emphasized.
 COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To KNOW the development and the judicial setup of Labour Laws.
CO2. To DEMONSTRATE an appreciation of the industrial, economic and social contexts in which
labour is regulated.
CO3. To demonstrate an UNDERSTANDING of the role of law in regulating industrial disputes and
conflicts..
CO4. TO ANALYZE many welfare and wage Legislations to integrate the knowledge of Labour Law
in General HRD Practice.

COURSE CONTENT

Unit 1: Introduction to Industrial Relations

Industrial Disputes, Causes and effects of industrial disputes, Grievance and disciplinary action.

Unit 2: Strikes and Lockouts

Types of strikes, Legal provision in respect of strikes, Lockout and unfair labour practices Industrial
Disputes Act 1947: objectives, definitions, the prohibition of strikes and lock outs, lay-offs, retrenchment
and closure. Unfair labour practices, settlementmachinery.

Unit 3: Retrenchment:
Legal provisions and formalities ofretrenchment, layoff, Voluntary retirementscheme, golden shake
handschemes, Closers.
Labour Welfare: Voluntary WelfareMeasures, Bonuscalculation, Statutory WelfareMeasures, PF and
gratuitycalculations, Introduction to occupationalhealth, Well-being of employee-Job insecurity, working
hours and control atwork.

Unit 4: Legal framework

Introduction to Factories act1948, Industrial DisputesAct-1947, Workmen‘s CompensationAct1923,
Standing OrdersAct-1964, Domestic Enquiry and Principles of Natural Justice, Trade union act1926, Social
security Acts: Objectives, applicability and definitions, Procedures for certification and modification of
standing orders, matters to be provided in standing orders.

Unit 5: Laws related to Employee Payment

The payment of wages act 1936, The minimum wages act 1948, The Payment of Bonus act 1965, Industrial
Employment (standing Order) Act 1946, applicability and definitions, Provisions and permissible
deductions, the enforcement machinery, Penal provisions.

Prescribed Books:
1. Mamoria-Dynamics of Industrial relations.
2. S. P Jain – Industrial and LabourLaws.

Suggested Readings:
1. S. C Srivastava - Social Security and LabourLaws.
2. S. N Mishra - Labour Laws.
3. Srivastava K. D - Commentaries on Industrial Disputes Act, 1947.
4. V. V Giri - Labour problems in Indian Industry.
5. Malhotra O. P - Industrial Disputes Act Vol. I and II.
6. Labour Law and Labour Relations Published by Indian Law Institute.
7. Madhavan Pillai - Labour and Industrial Laws

COMPENSATION & REWARD MANAGEMENT

TIU-PMG-E217
L-T-P: 2-1-0 Credit: 3

Objectives

This course familiarizes students with the concepts of Performance and compensation management
within the wider context of human resource management. It provides students with an understanding
of the reward management process which includes pay survey, job evaluation, and the design of pay
structure. Students will acquire basic data management techniques and recognize what are the
factors that determine the pay levels and benefits of employees in the job market.

COURSE OUTCOMES
 After the completion of the course, the students should be able

CO1. To establish performance criteria, USE various appraisal formats participate in various exercises
to ensure that they fully understand ways to get the best possible performance from employees..
CO2. To ANALYZE and conduct performance discussions that are objective, complete, and
defensible.
CO3. To DEMONSTRATE techniques for conducting an effective performance appraisal, and ways to
coach members of management.

COURSE CONTENT

Unit 1: Foundations of Performance Management

Concepts of Performance Management, Performance Appraisal to Performance Management, The five-
Factor Model, Effective Performance Management and Challenges to PM, Introduction, Aims, Need,
Elements, and Functions of PMS, Competency based PMS, E-Performance Management, Performance
Counselling.

Unit 2: Performance Planning and Managing

Concepts of Performance Planning, Developing PerformancePlan, Process and Barriers of
PerformancePlanning, Effective Performance Plan, Performance Managing and CompetencyMapping.

Unit 3: Performance Appraisal

Concepts of Performance Appraisal, Performance Appraisal Interview and Methods ofAppraisal, Common
Rating Errorsand Pitfalls of PerformanceAppraisal, Good Performance AppraisalSystem,
PerformanceMonitoring.

Unit 4: Implementing Performance Management

Hindrances in Implementation of PM, Strategies for effective implementation of PM, Reward
Management, Job performance and Job Satisfaction, Arguments for and against Performance based
rewards, High Performance teams, HR Ethics and performance management.

Unit 5: Foundations of Compensation Management

Objectives, significance of Compensation, Wage and Compensation, Principles of Compensation
Formulation, Theories of Wage determination, Types of wages and Significance of Employee
Compensation, VIE Theory, Compensation Decision, Types of Executive Compensation, Compensation
Trends in India.

Prescribed Books:
1. A.S. Kohli and T. Deb, Performance Management, Oxford, 10thEdition.
2. D.K. Bhattacharya, Compensation Management, Oxford, 6thEdition.

Suggested Readings:
1. K. Ashwathappa, Human Resource Management, Tata McGraw Hill, 4thEdition.
2. T. V. Rao, Performance Management, Response Books, 1stEdition.
3. Personnel Management by EdwinFlipp.
4. Personnel Management by C.B.Mamoria.
 FOURTH
SEMESTER

MANAGEMENT ACCOUNTING
TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

To acquaint the students with basic concepts of management accounting, and basic understanding of
tools and techniques used for managerial decision making.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To conceptualize the meaning, definition, nature, scope and objectives of Management.
 CO2. To understand different branches of Accounting with their limitations.
CO3. To analyze the importance/role of Management Accounting.
CO4. To acquaint with the tools and techniques of Management Accounting.
CO5. To know the role of Management Accounting in modern business.

COURSE CONTENT

Unit – I: Management Accounting:

Meaning, nature, scope, and importance of management accounting; Role of management accounting;
management accounting vs. financial accounting; Role of management accounting in modern business;
Tools and techniques of management accounting.

Unit – II: Ratio Analysis & Cash flow statement

Ratio Analysis: Meaning and utility of ratios; significance of Ratio analysis; Classification of Ratios –
Profitability ratios, Efficiency Ratios, Liquidity Ratios, Solvency Ratios; Advantages and limitations of Ratio
Analysis. Cash flow Statements: Cash Flow Statements: Meaning and utility of Cash flow statements;
Preparation of Cash flow statements – Indirect method; Limitations of Cash flow statements; Cash flow
statements vs. Funds flow statements. (Reference to Revised AS-3 and Ind AS-7)

Unit – III: Absorption & Marginal Costing:

P/V Ratio, Break-even analysis, Margin of safety, angle of incidence; Marginal and differential costing as a
tool for decision making – make or buy, change of product mix, exploring new markets, shut down
decisions.

Unit – IV: Budgeting & Standard Costing:

Concept of budget and budgetary control; objectives, merits and limitations of budgetary system; Master
budget, Functional budget, Fixed and Flexible budgets; Zero based budgeting. Standard Costing &
Variance Analysis: Meaning of standard cost and standard costing, Advantages and disadvantages of
standard costing and variance analysis: Material, Labour, & Overhead.

Text Books Recommended

1. Management Accounting, S swain/ S.P. Gupta/ A Sharma, V.K. Global Pub. Pvt. Ltd.,
2. Horngreen, Charles T., Gary L. Sundem. Introduction to Management Accounting, Prentice Hall.

Suggested Reading:
1. Jain & Narang, Management Accounting, Kalyani Publications
2. Management Accounting-M Wilson-
3. Cost Accounting-Jena B,Bal S and Das A, Himalaya Publishing House
4. Narasimhan M.S. , Management Accounting, Cengage Learning
 PROJECT MANAGEMENT
TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

This course is designed to acquaint the students with the planning process in business and familiarize
them with the projectmanagement. The students will get knowledge of various network techniques
used in project management. Further this course will familiarize students with the function and
techniques of projectmanagement so that they can acquaint with Project co-ordination, Project audit
and Project Termination.

COURSE OUTCOMES
 After the completion of the course, the students should be able

CO1. To EXPLAIN and understand the process of project planning,

CO2. To DEMONSTRATE the knowledge of various network techniques used in project
management.
CO3. To DEVELOP a WBS for project.
CO4. To IDENTIFY variance in project cost and Schedule

COURSE CONTENT

Unit 1:Project Planning

Introduction, Meaning, Definition, Characteristic and objective period, Nature of Planning, Importance of
planning, Advantages of planning, Steps in planning process, Methods of planning.

Unit 2:The Project Life-Cycle

Project Management Maturity, Project Selection and Criteria of Choice, Types of Project Selection Models,
Project Portfolio Process, Project Proposals. Project Management and the Project Manager, Problems of
Cultural Differences, Impact of Institutional Environments, Project Organization, The Project Team.

Unit 3:Initial Project Coordination

The Nature of Negotiation, Partnering, Chartering and change, Conflict and the project life cycle.
Estimating Project Budgets, Improving the Process of Cost Estimation.

Unit 4:Network Techniques

PERT and CPM, Risk Analysis Using Simulation with Crystal Ball 2000. Critical Path MethodCrashing a
Project, The Resource Allocation Problem Resource Loading, Resource Leveling, Constrained Resource
Allocation The Planning-Monitoring-Controlling Cycle, Information Needs and the Reporting Process,
Earned Value Analysis The Fundamental Purposes of Control, Three Types of Control Processes,
Comments on the Design of Control Systems, Control as a Function of Management.
Unit 5: Purposes of Evaluation
Goals of the System, The Project Audit, Construction and Use of the Audit Report, The Project Audit
Life Cycle, some Essential of an Audit/Evolution, The Varieties of Project Termination, when to
Terminate a Project, The Termination Process.

Prescribed Books:
1. Prasanna Chandra, Project Planning, Analysis, Selection, Implementation and review.
2. Gopalkrishanan P and Ramamoorthy V.E., Textbook of project management.
3. Kemer Harold, Project Management.
4. Dennis Hock, Project Management Handbook.
5. Choudhary S., Project Management.
Corporate Social Responsibility ,Human Values and Ethics

TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

The present course offers students should have a solid foundation in ethical decision-making,
corporate social responsibility, and the ability to analyze and navigate ethical challenges in the
business environment critically.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To Apply general ethical principles to particular cases or practices in business.

CO2. To Think independently and rationally about contemporary moral problems..
 CO3. To Recognize the complexity of problems in practical ethics.
CO4. To Demonstrate how general concepts of governance apply in a given situation or given
circumstances

COURSE CONTENT

UNIT-I
Introduction: Values, Concepts, Types and Formation of Values, Business Ethics: Ethical theories; Ethical
Decision Making; Corporate Social responsibility (CSR): A Historical Perspective and emerging theories of
CSR; CSR and regulatory issues: Companies Law 2013, Business Responsibility Report (SEBI), NVG
Guidelines (Ministry of Corporate Affair) (10 hours)

UNIT-II
Ethical Dilemma, Implications of failed corporate responsibilities: Worker rights and health, , Human
rights, Stockholders Right and Corporate Governance; Unethical Issues in Sales, Marketing, Advertising
and Supply Chain; Intellectual Property Rights, Corruption in Business and Administration, Technology and
Privacy in the workplace: Big Data and analytics, Ethical and Regulatory
Framework.

UNIT-III
International Frameworks of CSR and Sustainability: Global Compact, Caux Round Table, OECD Guidelines
for Multinational Enterprises, GRI, SA8000 Standard, BS/ISO Guideline on CSR Management (ISO-26000),
Social Audit, ILO tri-partite declaration of principles on multinational enterprises and
social policy.

UNIT-IV
Sustainable Development: Challenges of Sustainable Development, CSR as a Strategic Business tool for
Sustainable development; Kyoto Protocol and Clean Development Mechanism (CDM), Managing
Environmental Quality, Green IT initiatives, Voluntarism, Judicial activism, Environmental, Social, and
Governance (ESG) analysis and other emerging trends in Corporate Social Responsibility.

Prescribed Books:
1. R R Gaur, R Sangal, G P Bagaria, 2009, A Foundation Course in Human Values and Professional
Ethics.

• Corporate Social Responsibility ,Human Values And Ethics, 2023,Dr. Ashutosh Bajpai, Dr.
Garima Singh, Thakur Publication
• Dr. Ashutosh Bajpai, Dr. Garima Singh

References:
1. Ivan Illich, 1974, Energy & Equity, The Trinity Press, Worcester, and Harper Collins, USA

2. E.F. Schumacher, 1973, Small is Beautiful: a study of economics as if people mattered, Blond & Briggs,
Britain.

3. Sussan George, 1976, How the Other Half Dies, Penguin Press. Reprinted 1986, 1991

4. Donella H. Meadows, Dennis L. Meadows, Jorgen Randers, William W. Behrens III, 1972, Limits to
Growth – Club of Rome’s report, Universe Books

MARKETING RESEARCH
TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

The course is designed to help students develop their research, inquiry and communication skills while
providing a road map to their future career in Marketing. Emphasis is placed on the practical issues
related to decision maker’s use of marketing information. Marketing research provides the student
with substantial experience in developing critical analysis and statistics skills.

COURSE OUTCOMES

After the completion of the course, the students should be able

 CO1. To DEFINE basic marketing information needs and research methods used in solving essential
business problems and challenges..
CO2. To EXPLAIN the types of research and its application in the field of marketing.
CO3. To CONSTRUCT instrument, schedules and scales required to carry market research and develop
sampling plan.
CO4. To ANALYZE the data collected for the purpose of making inferences of market research
studies.
CO5. To DESIGN a marketing strategic plan based on the outcome of marketing research.

COURSE CONTENT

Unit 1: Introduction to Marketing Research:

Definition of Marketing Research, Marketing research process, Role of Marketing research in Decision
making, defining the problem- Importance, Process, Tasks involved, Management decision problem &
Marketing research problem, Ethics in marketing research.

Unit 2: Research Design

Types of Research Designs – Exploratory, Descriptive & Causal, Formulating hypotheses using exploratory
research techniques like literature survey, experience survey & analysis of cases, Meaning of Qualitative
research & applications of Depth Interviews & Focus Groups inmarketing Applications of longitudinal
studies in consumer panels, retail shop audit, media audience tracking studies like TRP, brand tracking
studies. Descriptive research design, causal research design, Applications related to Test Marketing.

Unit 3: Data collection –

Questionnaires, Scaling & Sampling Designing questionnaires & observation forms for different marketing
research situations, Scale Construction, Scale Purification Process, Reliability Testing using Chronbach
Alpha, Validity Testing , Applications of Likert, Semantic Differential & Staple Scales for positioning
research, brand research, attitudinal studies, customer satisfaction research, sampling unit, sampling
element, choice of sampling frame, determining sample size for probability & non-probability sampling
methods & choice of final sample by using appropriate sampling methods in a step by step manner.

Unit 4: Data Analysis

Testing hypothesis for one mean, two means, two proportions, Chi Square Test, ANOVA – One & Two way,
Conjoint Analysis, Factor Analysis, applications in consumer behavior studies Cluster Analysis, Multi-
dimensional Scaling & Perceptual Mapping, Discriminant Analysis.

Unit 5: Applications & Recent Trends in Marketing Research

Introduction, Consumer Market Research, Business-to-Business Market Research, Product Research,
Pricing Research, Advertising Research, Media research, Sales Analysis and Forecasting, Data Mining,
Recent Trends in Marketing Research-online marketing research, Retail, social marketing, brand equity,
services marketing.

Prescribed Books:
Marketing Research - An Applied Orientation by Malhotra and Dash, Pearson Education.

Suggested Readings:

1. Marketing Research, Zikmund, Babin, Cengage Learning Marketing Research by Boyd, H.P., R. Westfall
and S. F. Stasch., Delhi: A.I.T.B.S., 7th Edition.

2. Marketing Research by Burns, G.A. and D. Bush, South Western: Cengage, 9th Edition.

ADVERTISEMENT & SALES PROMOTION

TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

This course will help students learn the fundamentals of advertising & its strategies. The course will
introduce students to concepts of Media Planning, Media planning and measuring effectiveness of
different media. The objective of this course is to give the student an insight towards the various
underlying dimensions and challenges of the concept of Integrated Marketing Communication (IMC).
The concept will be extensively discussed with individual promotional elements such as public
relations, sponsorship, direct marketing and personal selling with special emphasis on Advertising and
Sales Promotion.

COURSE OUTCOMES

After the completion of the course, the students should be able

 CO1. To Explain use of advertising and sales promotion as a marketing tool.
CO2. To Describe advertising and sales promotional appeals.
CO3. To Explain appropriate selection of media.
CO4. To Discuss means of testing effectiveness of advertising and sales promotion

COURSE CONTENT

Unit 1: Introduction to Advertising

• Definition, Importance and Functions of Advertising • Importance of Advertising in Modern Marketing.
• Classification /Types of Advertising, • Economic, Social and Ethical Issues in Advertising • Regulation of
Advertising in India: Role of ASCI

Unit II Advertising Planning & Strategy

• Advertising Department: Objectives and functions • Role of Advertising Agencies • Selection of Agencies
• Types of Advertising Agencies, • Setting of Advertising Objectives, DAGMAR Approach, • Advertising
Budget and budgeting methods. • Agency Compensation and Remuneration: Fees, Commissions and
Performance.

Unit III Creativity in Advertising

• Advertising Appeals and Execution styles, • Advertising Message: Preparing an effective advertising
Copy. • Elements of a Print Copy: Headlines, illustration, body copy, slogan etc. • Art of Copywriting •
Elements of Broadcast copy. • Process of Developing an Ad Campaign

Unit IV Media Planning and Evaluating Advertising Effectiveness

• Media Planning • Print, Broadcast & Interactive Online Media, • Emerging medias and trends • Reasons
to measure Advertising Effectiveness • Methods to measure Advertising Effectiveness

Unit V Sales Promotion and Other tools of Integrated Marketing communication

• Concept and Rationale of Sales Promotion, • Types - Consumer and Trade Promotions - Sales Promotion
Strategies and Practices • IMC and other Tools: Personal Selling, Public Relations, Event Marketing, Direct
Marketing, • Surrogate Advertising • Social Media Marketing • Relationship marketing

Prescribed Books:

• Shah Kruti, D’Souza Alan, (2011), Advertising and Promotions An IMC Perspective, Tata McGraw Hill
Education Private Limited
• Belch, George E & Belch, Michael A. (2009). Advertising and Promotion. McGraw-Hill Irwin. 8th edition.
• Wells W.D, Burnett J, & Moriarty S. (2009), Advertising Principles and Practice, Pearson Higher Education
• Batra R, Myers G.J., Aaker D (2009), Advertising Management, Pearson Education.
• Kazmi, S.H (2005): Advertising and Sales Promotion. Excel Books.
 RETAIL MANAGEMENT
TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

This course examines the important and growing role retail marketing plays in consumer and
organizational target markets. The emerging issues in retail marketing and customer service
strategies are incorporated in the course.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To DEFINE the concept of retailing.

CO2. To UNDERSTAND the ways that retailers use marketing tools and techniques to interact with
their customers.
 CO3. To IDENTIFY the strategies that are used within the different stages of a product life cycle CO4.
To ANALYZE how logistics and supply chain management achieve a sustainable competitive
advantage.
CO5. To EVALUATE the impact of laws and regulations pertaining to the role and responsibilities of
a retail Manager
CO6. To CONSTRUCT strategic plan for a business, ncluding financial strategy and financial
performance measures.

COURSE CONTENT

Unit 1: Introduction to the world of retailing

Meaning of retailing, Social and Economic significance of retailing, Opportunities in retailing, Types
of retailers, Theory of retailing: Wheel of retailing, the Accordian, Emerging trends in retailing, The
retail scenario in India, Multichannel Retailing, customer buying behaviour.

Unit 2: Retailing Strategy

Retail Strategy: Definition, Building a sustainable competitive advantage, Growth strategies, Retail
locations, Retail site location, Retail organization and HRM, Gaining competitive advantage through
CRM, Retail communication mix : Methods of communicating with customers.

Unit 3: E-Tailing
Introduction, Features of e-tailing, Advantages and Disadvantages, Scope of e-tailing, Growth drivers
to e-tailing, E-Tailing strategies, Retailing V/s E-Tailing.

Unit 4: Merchandise and Store Management

Merchandise management process, Sales forecasting, developing an assortment plan, store
management: Responsibilities, store layout and design, space management, visual merchandising.

Unit 5: Customer Service and Supply Chain Management

Customer service strategies, Gap Model: standard and delivery, service recovery, Supply Chain
Management and information system.

Prescribed Books:
1. Retailing Management – Swapna Pradhan.
2. Retail Management – Gibson Vedamani.
3. Physical Distribution and Logistics Management – Dr. Subhash Bhave.
4. Channel Management and Retail Management – Meenal Dhotre
 INTERNATIONAL FINANCE
TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

The goal of the course is to provide students with a deep understanding of financial management
issues in a global setting. The course aims to help students develop analytical tools that
incorporate key international considerations into fundamental financial decisions. The cases
provide opportunities to build the skills needed to create and capture value across borders.

COURSE OUTCOMES

After the completion of the course, the students should be able

 CO1. To Discuss the international financial environment in the context of international fund flows,
international financial markets and international financial agencies; and how they affect
multinational operations.
CO2. To Evaluate & explain exchange rate determination, and explain how firms can manage
exchange rate risk and capitalize on anticipated exchange rate movements.
CO3. To Assess risk in foreign capital market and its impact on different currencies and its impact on
global trade relations
CO4. To Evaluate global financing strategies and propose solutions that will take advantage of
opportunities in the global financial markets to the benefit of relevant stakeholders.
CO5. To Develop an appreciation for socially responsible actions with respect to financial decisions.

COURSE CONTENT

Unit 1: International Finance – Overview

Globalization and Multinational firm, • International Monetary System • Balance of payment • Market
for Foreign Exchange • International Parity Relationship •Forecasting Foreign Exchange rate

Unit 2: Forward Exchange Arithmetic:

Exchange Arithmetic •Forward Exchange contracts, •Forward Exchange rate based on Cross rates •
Interbank deals, Execution, cancellation, Extension of Forward contract

Unit 3: International Financial Markets & Cash Management:

• International Banking & Money market, • International Bond Market, LIBOR, • International Equity
Market (ADR, GDR, EURO) • Multinational Cash Management

Unit 4: International Contract & Procedure:

•Letter of credit- Meaning & Mechanism •Types of letter of Credit • Operation of Letter of Credit

Unit 5: Managing Exposure:

• Management of Economic Exposure • Management of Transaction Exposure • Management of
Translation Exposure

Prescribed Books:

1. P.G. Apte International Financial Management McGraw Hill 2017 / 7th

2. Cheol S. Eun & Bruce G. Resnick International Financial Management McGraw Hill 2017 / 7th
3. Jeff Madura International Financial Management Cengage 2015 / 12th
4. Alan C. Shapiro Multinational Financial Management Wiley India Latest
5. P. G. Apte International Finance: A Business Perspective McGraw Hill 2017 / 2nd
6. V. Sharan International Financial Management PHI 2010 / 6th
 MANAGEMENT OF FINANCIAL DERIVATIVES
TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

This course covers financial derivatives such as forward contracts, futures contracts, options,
swaps and other recently created derivatives. It follows pragmatic approach and discusses both
the derivative markets and the derivative products and their use. The emphasis of the course is
on the successful execution of financial strategies using derivatives as product. It focuses on
practical understanding of how the derivative markets function, how the derivative products are
used and why they are used and how they are usually priced.

COURSE OUTCOMES

After the completion of the course, the students should be able

 CO1. To DESCRIBE the relevant theories, concepts, terms, models & frameworks in Financial
Derivatives Market.
CO2. To DIFFERENTIATE between the various types of instruments traded in Financial Derivatives
market .
CO3. To MAKE USE OF the Theories, Concepts & Principles to estimate the payoffs for buyers &
sellers of Financial Derivatives.
CO4. To INVESTIGATE the factors impacting the Option Valuation & Compute the fair price of
Options Contract
CO5. To EXAMINE the various risk measurement parameters in Options Pricing & Hedging the risk
involved.

COURSE CONTENT

Unit 1: Introduction to Derivatives

Meaning of derivatives. Legal & Regulatory Environment, Types of derivatives. Derivative market –
India, World. Reasons for trading derivatives, Derivative pricing, Difference between exchange
traded and OTC derivatives.

Unit 2: Forwards and Futures

Meaning of Forwards and Futures, Structure of forward market, Types of forward contracts - Equity
forward - Currency forward - Bond and interest rate forward - Forward rate agreement, Types of future
contracts - Stock future - Index future - Currency future - Interest rate future - Commodity future
Market for forward and futures, Marking to market and margins.

Unit 3: Option market and products

Structure and Role of Global Option Market including OTC and leading Option Exchanges, Concept,
characteristics and definition, Option terminologies - Call option -Put option-American and European
option-Option writer and buyer-Option premium including intrinsic value and time value -Strike
price -ITM, ATM and OTM - Option payoff, Trading mechanism and concept of margins, Types of
options- Stock option-Index option- Currency option - Commodity option- Options on futures -
Interest rate options, Put -Call Parity, Option strategies (spreads, straddles and strangles).

Unit 4: Valuing Options

Factors affecting option valuation, Binomial model, Black-Scholes model, Monte-Carlo simulation.

Unit 5: Hedging and the “Greeks”

“Greeks” – delta, gamma, vega, theta & rho, Principle of delta-hedging, Delta-hedging, Asset
mismatch, maturity mismatch, basis risk, and minimum-variance, hedging, Delta-Gamma hedging
using options. Accounting and Taxation of Derivative Transactions.

Prescribed Books:

1. Derivatives Theory and Practice - Keith Cuthbertson, Dirk Nitzsche, Niall O'Sullivan, Wiley.
2. An Introduction to Derivative Securities, Financial Markets, and Risk Management- Robert
Jarrow, Arkadev Chatterjea, World Scientific.
3. Financial Markets for Commodities - Joel Priolon, Wiley.
Suggested Readings:

1. Derivatives and Risk Management - Janakiraman S, Pearson.

2. Options, Futures and Other Derivatives: Global edition - John Hull, 8/E, Pearson Higher
Education.

MANAGEMENT OF FINANCIAL SERVICES

TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

To understand role of Financial Services in Business organizations and to give an insight into the
strategic, regulatory, operating and managerial issues concerning select financial services. Examine
the present status and Fintech development that are taking place in the financial services sector.
Developing an integrated knowledge of the functional areas of financial services & industry in the real
world situation.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To acquaint themselves about financial service market and its constituents.
 CO2. To identify services of Merchant Banking system and role played by regulatory bodies in the
smooth and profitable functioning of business activities.
CO3. To recall and discuss the meaning, features of Issue management, stock broking and
securitization services.
CO4. To evaluate Leasing and Hire Purchase service and critically differentiate between leasing, hire
purchase and Housing finance services..
CO5. To evaluate different types of consumer products, growth of plastic money and the growing
popularity of credit rating

COURSE CONTENT

Module I : Introduction to Financial Services & Regulations Financial Services:

Meaning, Importance & Role of Financial Services in the Indian Financial System, Merchant & Investment
Banking Service- Project Counseling and Appraisal, Procedural aspects of New Issue Management Book
Building, Pre-Issue and Post Issue Management of Public Issue, SEBI guidelines for Merchant Banking and
Protection of Interests of Investors.

Module II : Non Banking Finance Companies (NBFCs) & Mutual Funds NBFC:
Scope and meaning – importance of NBFC's in Indian economy, Recent RBI guidelines on NBFCs, Chit Funds
& Nidhis: Issues and Legal framework. Mutual fund services, MF - concept, need and scope, MF - types of
schemes, MF - Recent SEBI guidelines for mutual funds

Module III Leasing, Hire- purchase and Consumer Credit

Leasing and Hire Purchase Services, Types of Leasing, Pricing Methodology, Taxation, and Legal
Framework for Leasing and Hire Purchase Companies, Leasing Vs. Buying- NPV, Consumer Credit- factors
affecting demand for consumer credit, Terms of finance - fixed and floating ROI,merits & demerits ,Bills
Discounting,

Module IV Venture Capital and Private Equity Financing Other Financial Services
Characteristics of Venture Capital Financing, Stages of VC financing, Structure & sources of VC financing
in India, , difference between angel investors, venture capital & private equity, basis for Investments for
VC firms, Exit route for VC, Private Equity and its growth in India. Credit Rating: Concept, Types and
Advantages of Credit rating, Credit Rating Agencies and their methodology and rating process, Factoring
and Forfeiting Services – Features, Merits and Demerits
Module V: Developments Trends & Practices
Overview of Indian fintech market-Digital Payments, InsurTech, Wealthtech, Managing risk, Emerging
technologies disrupting the financial sector.

Text Reading
• Khan, M.Y., Financial Services, TMH,
• Siddaiah, Financial Services, Pearson, perusal

Additional Readings
• Pathak, Indian Financial System, Pearson,
• Khan, M.Y., Financial Services, TMH,
• Bhole L M ,Financial Institutions and Markets , Fourth edition
• Fabozzi, Frank J, Foundation of financial markets and institutions,3rd ,Tata McGraw Hill, New Delhi,
• Auerbach, Robert D, Money, Banking and Financial Markets, Macmillan Publishing Co.; New York and
Collier MacMillan Publisher; London.
• Avadhani, V.A, Investment and Securities Market in India, Bombay, Himalaya Publishing House.

PERFORMANCE MANAGEMENT & EMPLOYEE DEVELOPMENT

TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

The objectives are to provide an in-depth understanding of the role of performance management
in developing the human base of the organization. This will help to understand the challenges
organizations face while implementing performance management system.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To COMPREHEND a variety of performance problems.

CO2. To IMPLEMENT techniques and principles for counseling.
CO3. To UNDERSTAND ethical concerns in performance management.
CO4. To CONNECT the PA records for employee development plan
 COURSE CONTENT

Unit 1: Performance Management

Introduction to Performance Management, nature, scope, importance, Link between Performance
Management and Performance Appraisal, Benefits of Performance, Performance Management
Process - Competency mapping – Concept and Methods, KPAs and KRAs, Performance Planning,
Managing, Appraising, Monitoring, Evaluating performance management.

Unit 2: Performance Appraisal

Steps in appraising performance, Approaches and Methods of performance appraisal, 360 Degree
Appraisal, Assessment Centre, Balance Scorecard, HR Scorecard, Obstacles in appraisal, Designing
appraisal for better results, Performance Appraisal interview, Potential Appraisal. Performance
Feedback – Performance Review and feedback, Analyzing Performance problems, Performance
Counseling – Principles and skills for counseling process; competency based Performance
Management, Ethics in Performance Management.

Unit 3: Performance Management & Employee Development

Personal Development Plans, Direct Supervisor’s Role, Performance Management Skills- Coaching,
Coaching Styles, Coaching Process, Performance Review Meetings.

Unit 4: Management of Rewards

Traditional and Contingent Pay (CP) Plans, Reasons for Introducing CP, Putting Pay in Context, Pay
Structures Reward Management, Components of Reward Management, Linkage of Performance
Management to Reward.

Text Reading

1. T.V.Rao, Performance Management and Appraisal Systems, Response, 2008.

2. Performance Management, Chadha, Prem., , Macmillan, New Delhi
3. Performance Management, A S Kohli, T Deb Oxford
4. Performance Management System, A M Sharma, Himalaya
5. Performance Management Strategic, Interventions , Srinivas R. Kandula –, Drives – PHI

References

• Herman Aguinis, Performance Management, Pearson Education, 2009.

• T.V.Rao, 360 Degree Feedback and Assessment and Development Centres, Excel, 2005.
• Kandula, Performance management, PHI, 2009.
• Michael Armstrong, Performance Management, Kogan Page, 2007
 ORGANISATION THEORY AND DESIGN
TIU-PMG-
L-T-P: 2-1-0 Credit: 3
Objectives

The objectives are to provide an in-depth understanding of the role of performance management
in developing the human base of the organization. This will help to understand the challenges
organizations face while implementing performance management system.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To COMPREHEND a variety of performance problems.

CO2. To IMPLEMENT techniques and principles for counseling.
CO3. To UNDERSTAND ethical concerns in performance management.
CO4. To CONNECT the PA records for employee development plan

COURSE CONTENT
Unit 1
What is an Organisation; Determinants of Organisational Design; Parameters of Organisational
Design; Organisation and Environment

Unit 2
Organisational Strategy; Organisation and Technology; Types of Organisational Structures; Power
and Conflicts in Organisations
.

Unit 3
Organisational Decision-Making and strategy-Formulation; Organisational Culture;
Organisational Failure and Pathology; Organisational Learning and Transformation

Unit 4
Do “Organisations” Have a Future; Organisational Learning: A Capabilities-Based View;
Measuring Learning: The Intellectual Capital; Architechting a Learning Organisation

Text Reading

• French, W. L. & Bell, C. H. : Organisation Development, Prentice Hall of India./Pearson

Education
• French, W. L. & Bell , C. H. : Organisation Development and Transformation, Tata
McGraw Hill
• Gummings,T.G.& Worley, C.G. : Organization Development and Change, Thomson
• Pareek, Udai : Understanding Organisational Behaviour, OUP
• Robbins, S. P. : Organisational Behaviour, Prentice Hall of India./Pea

LEADERSHIP & CAPACITY BUILDING

TIU-PMG-
L-T-P: 2-1-0 Credit: 3

Objectives

The objectives of this course are to prepare students for an excellent corporate career, combining
theory with practice, which ultimately will help individuals understand how to develop their
leadership capabilities to influence various facets of organizational life. Further they will analyze and
evaluate different sources of power and influence to enhance one’s own growth and growth of one’
team by evaluating the difference between a successful manager and an ethical leader.

COURSE OUTCOMES

After the completion of the course, the students should be able

CO1. To Understand what is Leadership & how to develop their leadership capabilities.
CO2. To Understand how their Leadership capabilities influence various facets of organizational life..
CO3. To Understand different sources of power and influence to how to enhance one’s own growth and
growth of one’ team
CO4. To evaluate the difference between a successful manager and an ethical leader.

COURSE CONTENT

Unit 1
Understanding the concept of position and disposition in leadership, Is it possible to be a leader in the
absence of positional power? Personal power of the leader – Where does it come from?, Emotional
intelligence and leadership-Relationship between effective influence and emotional intelligence. Power,
dependence and influence. An exploration based on one’s self -awareness and follower’s readiness

Unit 2
Framing approach to leadership: What you frame in your viewfinder impacts what you find. One size does
not fit all-Overcoming personal prejudices in order to develop creative leadership approaches for different
people and situations, Developing strategic and critical thinking capabilities for formulating leadership
vision. Overcoming patterned thinking of the brain.

Unit 3
Information as power and politics of information. Leadership challenges in channelizing optimum
information for effective performance Ethics in leadership, Transactional vs. transformational leadership
approaches- Carrot and stick leadership style vs. the empowering leader, Empowerment of followers -Does
this dilute the power of the leader, Gender and leadership behaviour

Unit 4
Leadership role in growth of follower. Political dynamics in organizational leadership roles,
Ethics in leadership.

Text Reading

• High Performance Leadership: Creating, leading and living in a High Performance World. :
Graham Winter, Wiley2.
• 7 habits of highly effective people–Stephen Covey3.
• “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business.
• Team of Rivals: The Political Genius of Abraham Lincoln by Doris Kearns Goodwin (2005)
• The Art of War by Sun Tzu (5th century B.C.)
• Questions of Character: Illuminating the Heart of Leadership Through Literature by Joseph L.
Badaracco Jr. (2006)