Department of Management Studies

Master of Business Administration

(MBA)

Curriculum
(July 2014)
(for private circulation)

INDIAN INSTITUTE OF TECHNOLOGY MADRAS

CHENNAI 600036

MBA Programme Curriculum

(Revised From July 2013-15 Batch)

CURRICULUM APPLICABLE FOR MBA 2013-15 BATCH ONWARDS

Pre-term
Courses

Non-CGPA Courses : July

(3x15hrs= 45 hrs)

MS 5003

Basics of Probability and Statistics

MS 5004

Basics of Accounting and Finance

MS 5005

Spreadsheet Modelling

Total Credits for Non-CGPA courses

AUGUST-OCTOBER

Quarter I
4

MS5110

Microeconomics

MS5120

Organisation Structure and Design

MS5030

Data Analysis for Management

MS5040

Financial Accounting

MS5050

Marketing Management I

MS5060

Systems Thinking & Applications

Total

24

12

Quarter II

OCTOBER-DECEMBER

10

MS 5121

Individual Dynamics in Organizations

11

MS5260

Management Information Systems

12

MS5130

Operations Research

13

MS5140

14

MS5150

15

MS 5269

Cost Accounting
Marketing Tools : Strategies and
Innovations (old: Marketing Management II)
Information Technology Lab

16

MS 5031

Data Analysis Applications

22

12

Total
2

Quarter III

JANUARY-MARCH

17

MS5010

Macroeconomics

18

MS5221

Group Processes in Organisations

19

MS5230

Operations Management

20

MS 5241

Financial Management-I

21

MS 5251

Research for Marketing Decisions

22

MS 5171

Managerial Communication

23

MS 5242

Financial Analysis Applications

Total

22

12

MARCH-MAY

Quarter IV
23

MS 5561

Information Systems Analysis

24

MS6010

Strategic Management

25

MS 5341

Financial Management-II

26

MS5330

Supply Chain Management

27

MS5320

Human Resources Management

28

MS5350

Business Research Methodology

22

12

Total
29

MS6000

SUMMER PROJECT (non-GPA)

Quarter V

JULY-OCTOBER

1
L

30

MS6210

Business Models

31

MS 5529

Behavioural lab

32

Elective 1

33

Elective 2

34

Elective 3

35

Elective 4 (or 2 one credit electives)

Total

20

11

Quarter VI

Legal Aspects of Business

Industry and Business Domain
Analysis

38

Elective 5

39

Elective 6

40

Elective 7
Elective 8 (or two one credit
electives)
Total

22

11

JANUARY-MARCH
Contemporary Issues in
Management
Strategic Networking

44

Elective 9

45

Elective 10

46

Elective 11
Elective 12 (or two one credit
electives)
Total

22

11

36

MS5210

37

MS6280

41

Quarter VII
42

MS6310

43

MS6370

47

OCTOBER-DECEMBER

Non-CGPA Pre-term courses = 3, Summer Project 1 = Total 4

credits.

Total CGPA= 12 + 12 + 12 + 12 + 11+ 11 + 11 = 81 and Total overall

credits = 85

Total credits required for award of degree is 81 CGPA credits and 4

on Non-CGPA credits.
*****

List of Electives
HUMAN RESOURCES MANAGEMENT ELECTIVES
Sl.
Course No.
No.

Course Title

MS 5410

Talent acquisition and management

MS 5420

Training and Development

MS 5430

Industrial Relations

MS 5440

Labour Law

MS 5450

International Human Resource Management

MS 5460

Compensation Management

MS 5470

Strategic HRM and General Cultural Issues

MS 5471

Managing Work Teams

MS 5472

Leadership Development

10

MS 5473

Organization Development

11

MS 5474

HR in Mergers and Acquisitions

12

MS 5480

Cross-Cultural Management

13

MS 5490

Management of Change and Transformation

14

MS 5500

Performance Management

MS7460

Corporate Social Responsibility

and Managerial Ethics

15

OPERATIONS MANAGEMENT ELECTIVES

16

MS 5510

Logistics and Distribution Management

17

MS 5520

Simulation Modeling and Analysis

18

MS 5540

Manufacturing Systems Management

19

MS 5550

Operations Research Applications

20

MS 5560

Service Operations Management

21

MS 5570

Heuristics for Decision Making

22

MS 6230

Strategic Sourcing

23

MS 6030

Advanced Data Analytics for Management

24

MS 7200

Game Theory - I

25

MS 8200

Game Theory - II

26

MS 8500

Stochastic Modeling and Applications-I

27

MS 8510

Stochastic Modeling and Applications-II

FINANCE ELECTIVES
28

MS 5610

Security Analysis and Portfolio Management

29

MS 5611

Strategic Financial Decision Making

30

MS 5612

Real Options Valuation for Strategic

Investments and Decisions

31

MS 5613

Corporate Hedging Strategies

32

MS 5614

Commodity Market

33

MS 5615

Treasury Management

34

MS 5620

Financial Services

35

MS 5630

Investment and Commercial Banking

36

MS 5640

Mergers and Acquisitions

37

MS 5660

Strategic Cost Management

38

MS 5670

Financial Institutions and Markets

39

MS 5680

International Finance

40

MS 5690

Computational Finance

41

MS 5700

Derivatives and Risk Management

42

MS 6620

Infrastructure Finance

43

MS 6640

Venture Capital and Entrepreneurship

Financing

44

MS 6670

Advanced Corporate Finance

45

MS 6680

Fixed Income Securities: Structure And

Trading

46

MS 6690

Working Capital Management

47

MS 6700

Market Microstructure

48

MS 6710

Financial Risk Management

MARKETING ELECTIVES
6

49

MS 5710

Consumer Behaviour

50

MS 5720

Advertising and Publicity

51

MS 5730

International Marketing

52

MS 5740

Planning and Managing Retail Business

53

MS 5750

Brand Management

54

MS 5760

Marketing on the Internet

55

MS 5770

Strategic Marketing

56

MS 5780

e-Business Strategies

57

MS 6580

Sales and Distribution Management

58

MS 6590

Customer Relationship Marketing

59

MS 6720

Industrial and Services Marketing (B2B

Marketing)

INFORMATION SYSTEM ELECTIVES

60

MS 5810

Decision Support Systems

61

MS 5820

Software Engineering & Project

Management

62

MS 5830

Business Analysis for IT Solutions

63

MS 5840

IT Consulting

64

MS 5850

Object-Oriented Analysis and Design

65

MS 5860

Introduction to Database Systems

66

MS 5880

Introduction to Computer Networking

67

MS 5890

IT Systems Management

68

MS 6810

Software Development Outsourcing

69

MS 6830

Information Systems Auditing and Control

70

MS 6840

Data Warehousing and Data Mining

71

MS 6850

Software Estimation Methods and Models

72

MS 6860

Enterprise Resource Planning

73

MS 6870

IT Services and Outsourcing

INTEGRATIVE MANAGEMENT ELECTIVES

74

MS 5370

Total Quality Management

7

75

MS 5870

Introduction to Knowledge Management

76

MS 5910

Business Strategy: Analysis and

Formulation

77

MS 5920

Creativity and Innovation

78

MS 5990

Technology Management

79

MS6070

Quality Assurance Management

80

MS 6170

Project Management

81

MS 6220

Competitive Intelligence for Strategies

82

MS6320

Fundamentals of Experimentation for

Management

83

MS 6470

Six-Sigma and Lean Work

84

MS 6910

Global Business Management

GENERAL ELECTIVE
89 MS6990

Management Research Project

CORE COURSES
MS 5003 BASICS OF PROBABILITY AND STATISTICS

(2-0-0-1)

Objectives:
The objective of this module is to prepare the student for the two core modules
in statistical modeling and analysis. This foundation module introduces the
student to data, describing data and descriptive and graphical summaries of
data. The student is also introduced to probability concepts and basic
probability distributions which are vital for statistical analyses.
Contents:

Descriptive Statistics: Different types of data: Data summarization

methods; Tables, Graphs, Charts, Histograms, Frequency distributions,
relative Frequency distributions, Relative frequency, Quantitative
measures of Data: Measures of central tendency and dispersion.
Probability concepts: Fundamental concepts; Conditional probability,
Bayes theorem revision of probability
Probability Distributions: Notion of random variable and probability
distribution; expected value and variance of a random variable.
Discrete distributions: uniform, binomial and Poisson distributions.
Continuous distributions: uniform, normal and exponential distributions;
Normal Probability Model

TEXTBOOK

1.
2.

Robert E Stine and Dean Foster, Statistics for Business: Decision

Making and Analysis,
Pearson. ISBN #: 978-81-317-3347-9.

Casebook: Dean Foster, Robert Stine and Richard P. Waterman,

Basic Business Statistics: A Casebook, Springer International Edition.
ISBN#: 978-81-8128-028-2.
References:
1. Paul Newbold, William L. Carlson and Betty Thorne, Statistics for
Business and Economics, Sixth Edition, Pearson. ISBN #: 97881317
19275.
2. David R. Anderson, Dennis J. Sweeney and Thomas A. Williams,
Statistics for Business and Economics, Ninth Edition, Cengage
Learning. ISBN #: 978-81-315-0288-4.
3. Richard Levin and David Rubin, Statistics for Management, Seventh
Edition, Pearson. ISBN #: 978-81-7758-584-3.
9

MS 5004

BASICS OF ACCOUNTING AND FINANCE

(2-0-0-1)

Objectives:
To provide students an understanding and knowledge of accounting and
finance concepts
Contents:

Understanding business organization, forms of business organizations and

cash flow cycle of business

Accounting principles, users of accounting information, Accounting

process, Overview of Financial, Cost and Management Accounting and
Financial Management

Raising Finance Sources, Financial instruments characteristics,

Overview of financial markets and classification

Recording business transactions, Assets, Liabilities, Concept of Revenue,

Profit, cash flow and balance sheet
References:
1.
2.
3.

Narayanaswamy R., 2011, Financial Accounting: A Managerial

Perspective, 4th Edition, PHI Learning Private Limited
Horngren C.T., Sundem G.L., Elliott J.A., Philbrick D., 2013, Introduction to
Financial Accounting, 11th Edition , Prentice Hall
www.nseindia.com

MS 5005 SPREADSHEETS FOR BUSINESS DATA ANALYSIS

(0-0-3-1)
Objectives:
To impart basic skills in the use of spreadsheets for modeling and analyzing
business data.
Contents:

Fundamental concepts of spreadsheets, common functions in

spreadsheets
Relative and absolute addressing; named cell ranges; referencing by
names
Excel functions: math, statistical, financial, logical, lookup and
reference functions
Pivot tables and pivot charts, one-way and two-way data tables
Goal seek
Auditing spreadsheets; error trapping; evaluate-formula feature
10

Three-dimensional formulae and the table features

References:
1. Gottlieb, I. (2009) Modeling in next generation Excel: Modeling in Excel for
analysts and MBAs, Wiley, ISBN: 978-0-470-82473-3
2. Ragsdale, C. (2010), Spreadsheet modeling and decision analysis,
ISBN10: 0538746327, South Western College Pub.

MS 5010

MACROECONOMICS

(4-0-0-2)

Objectives:
To enable the students to understand the macroeconomic environment and
anticipate the forthcoming changes in fiscal and monetary policies that affect
corporate performance. This course will also help the students understand the
implications of government budgets on the economy and the corporate sector.
Contents:

Introduction, issues, goals and approaches;

Measurement of macroeconomic variables and their relationship;

Aggregate demand, income and spending;

Integrating goods market and money market and money supply;

Determinants of equilibrium l, aggregate demand and supply;

Labour market and determinants of aggregate supply;

Monetary policy and fiscal policy;

Growth theories;

Micro foundations of consumption, saving and investment;

Dynamics of inflation, employment and growth;

Stabilization policy debate on government intervention;

Economics of government budgets;

Business cycles.
References:
1)
2)

Dornbusch, Rudiger and Stanley Fisher; Macroeconomics, 7th Edition,

McGraw Hill, New York, 1997.
Rangarajan C and B. H. Dholakia; Principles of Macroeconomics, Tate
McGraw Hill, New Delhi, 2002.

MS 5030

DATA ANALYSIS FOR MANAGEMENT

(4-0-0-2)

Pre-requisite: MS 5003
Objectives:
Statistical inference is the process of inferring properties of the entire
population using a subset of it, known as a sample. We introduce the concept
11

of sample and populations. We use quality control to introduce the concept of

sampling distribution and standard error. Estimation of population parameters
using samples is followed by introducing the theory of hypothesis testing. The
concept of comparing variation is introduced in ANOVA. The objective of this
module is to prepare the student to use estimation, hypothesis testing and
ANOVA effectively in statistical modeling and analysis of business problems.
Contents:

Sampling : Sampling theory; simple random sampling; central limit

theorem; sampling distributions, Stratified random sampling;

Sampling Variation and Quality: sampling distribution of the mean,

Control limits and control charts for variation.

Estimation: Estimation problems, point and interval estimates, confidence

intervals: Interpreting confidence intervals and manipulating confidence
intervals.

Hypothesis testing: Null and alternate hypothesis; types of errors; level

of significance; power of a test, Test concerning mean and proportion,
sample size, Tests for difference between means and proportions

Analysis of Variance: Chi-square test; One way and two way ANOVA,
Repeated Measures ANOVA.
TEXTBOOK
Robert E Stine and Dean Foster, Statistics for Business: Decision Making
and Analysis, Pearson. ISBN #: 978-81-317-3347-9.
Casebook: Dean Foster, Robert Stine and Richard P. Waterman, Basic
Business Statistics: A Casebook, Springer International Edition. ISBN#: 97881-8128-028-2.
References:
1. Paul Newbold, William L. Carlson and Betty Thorne, Statistics for
Business and Economics, Sixth Edition, Pearson. ISBN #: 97881317
19275.
2. David R. Anderson, Dennis J. Sweeney and Thomas A. Williams,
Statistics for Business and Economics, Ninth Edition, Cengage
Learning. ISBN #: 978-81-315-0288-4.
3. Richard Levin and David Rubin, Statistics for Management, Seventh
Edition, Pearson. ISBN #: 978-81-7758-584-3.

MS 5031

DATA ANALYSIS APPLICATIONS

(2-0-0-1)

Pre-requisite: MS 5030
Objectives:
Regression models are among the most powerful statistical models used in
business analysis. In this module, we introduce the student to the concepts of
12

regression by modeling dependent behavior and relationships among

variables. We follow it with analysis of covariance. The objective of this module
is to help students identify relationships, use predictive models and analyse
correlations.
Contents:

Simple Regression and Correlation: Linear relationships, Least square

prediction, Regression Model, Inference in regression
Multiple Regressions: Multiple regression model; Partial correlation,
Correlation, Modeling interactions, comparing regression models.
ANCOVA: Analysis of Covariance: Combining Regression with ANOVA
Time Series Analysis: Decomposing a Time Series, Regression Models
and Checking the Model.

TEXTBOOK
Robert E Stine and Dean Foster, Statistics for Business: Decision Making
and Analysis, Pearson. ISBN #: 978-81-317-3347-9.
Casebook:
Dean Foster, Robert Stine and Richard P. Waterman, Business Analysis
using Regression: A Casebook, Springer International Edition. ISBN#: 97881-8128-029-9.
References:
1.

2.

3.

Paul Newbold, William L. Carlson and Betty Thorne, Statistics for

Business and Economics, Sixth Edition, Pearson. ISBN #: 97881317
19275.
David R. Anderson, Dennis J. Sweeney and Thomas A. Williams,
Statistics for Business and Economics, Ninth Edition, Cengage
Learning. ISBN #: 978-81-315-0288-4.
Richard Levin and David Rubin, Statistics for Management, Seventh
Edition, Pearson. ISBN #: 978-81-7758-584-3.

MS 5040

FINANCIAL ACCOUNTING

(4-0-0-2)

Objectives:
The course essentially aims at building up necessary and sound foundation of
Managerial Accounting for two purposes one, these foundations would be
helpful to have a better understanding of other courses; and second, it would
help the participants to master the language of business and thereby to
understand the business better.
13

Contents:

The basic accounting model

o Accounting as an information system
o Recording business transactions
o Measuring business income
o Completing the accounting cycle
o Accounting for merchandising operations

Accounting for assets, liabilities and shareholders equity

o Internal control systems, cash and receivables
o Inventories
o Fixed assets
o Liabilities
o Shareholders equity

3.Analyzing and interpreting financial statements

o Financial statement analysis
o Statement of cash flows
o Statement of fund flow

4.Disclosure practices
o Accounting disclosure practices in India
o International accounting disclosure practices
o Accounting standards

5.Financial forecasting

References:
1. Anthony and Reece; Accounting Principles, AITBS, Sixth Edition, 1998
2. S.K. Bhattacharyya and John Dearden; Accounting for Management,
Vikas Publishing House Pvt. Ltd. Third Revised Edition,
3. Charles T Horngren; Introduction to Financial Accounting, Prentice Hall
Publication.

MS 5050

MARKETING MANAGEMENT- I

(4-0-0-2)

Objectives:
The course aims at developing a clear understanding of marketing concepts
with due emphasis on developing application skills. As the foundation course in
marketing management it seeks to give appreciation of important topics like
segmentation, buyer behavior, marketing mix elements and marketing strategy
Contents:
14

Introduction
What is market orientation?
Delivering customer value & satisfaction
Strategic market planning
Growth opportunity analysis
Consumer markets and buyer behaviour
Business markets and buying behaviour
Indian (rural) markets: an overview
Analyzing industries and competitors
Market segmentation
Differentiation & positioning
Product life cycle
Developing new market offerings
Managing product lines and brand
Pricing
Managing integrated marketing communication
Direct marketing
Personal selling and sales management
Relationship marketing.

References:
1. Kotler, Philip; Marketing Management; Prentice Hall of India, New Delhi
2. Armstorng, Gary and Philip Kotler; Principles of Marketing, Prentice Hall
of India, New Delhi

MS 5060

SYSTEMS THINKING AND APPLICATION (4-0-0-2)

Objectives:
The course is meant to familiarize students with the concepts, laws, tools and
applications of Systems Thinking to model, analyze and solve real world
problems characterized by their open ended, ill-structured nature.
Contents:

The need for systems thinking

Counter intuitive phenomena
Problems: recognition and description
Problems: conceptual representation and specification
Systems structure: concepts and modelling tools
Systems behaviour: concepts and modelling tools
Systems control: simulation and policy analysis
15

References:
1. Systems Thinking, Systems Practice. By Peter B. Checkland. Published by
John Wiley, Chichester, UK, 1981, 330 pp., ISBN 0 471 27911
2. The Fifth Discipline: The Art & Practice of The Learning Organization by
Peter M. Senge published by Doubleday; Revised & Updated edition
(March 21, 2006), 445 pp., ISBN-13: 978-0385517256

3. Management Philosophy for the New Millennium by Kris K Murthy

Allied Publishers, 2001

MS 5110

MICROECONOMICS

(4-0-0-2)

This course will acquaint the students with basic tools and concepts of
microeconomic analysis and their application to managerial decision making.
Beginning with the study of market forces, price sensitivity and consumer
behaviors, the next focus will be on firm production and cost analysis, strategic
behavior of firms, government regulation and finally market failures.
Objectives:

To understand the basic concepts of demand, supply and market

To use simple economic tools for analyzing firms decisions/behaviour

To develop a perspective on managerial decision making at a firm level.

Contents:

Demand and supply framework, determinants of demand and supply,

Nature of demand and supply curves their interaction in the market,
Market equilibrium and price elasticity
Effect of government intervention in the form of taxes/subsidies/ price
restriction on the market, and the implications of consumer/producer
welfare
Difference in demand functions for consumer durables vs. non-durables,
Intermediate products and services
Theory of consumer behavior, Consumer preferences, Indifference curves,
Budget constraint, Utility maximization and the derivation of the consumer
demand curve, Expected utility maximization under uncertainty
Theory of Production, Production functions, Cost functions and profit
functions. Total, average and marginal product (and cost); Returns to
factors and scale; input substitution; and the optimal factor/input
combination - Short run versus long run decision making of firms.
Derivation of the supply curve, Decision under uncertainty
Market structures, efficiency and regulation, Market forms including perfect
competition, Monopoly, monopolistic competition, and oligopoly.
16

Pricing strategies of firms, cartels and collusion, Mergers and acquisitions,

and government regulation in the form of price directives, taxes /
subsidies, Antitrust action and competition policies, Market failures

Economics of information including asymmetric information, Moral hazard,

Adverse selection and implication of information failures, externalities due
to spillover effects, and their internalization through corrective taxes /
subsidies and enforcement of property rights.

Public goods and the role of the government.

References:

1.
2.
3.

Principles of Microeconomics,Stiglitz, J., Norton Publishers

Managerial economics, Peterson, HC and WC Lewis
Managerial economics, Paul G. Keat and Phillip K Y Young., Prentice Hall

MS 5120 ORGANIZATIONAL STRUCTURE AND DESIGN

(4-0-0-2)

Objectives:
To familiarize students aspiring to be practicing managers with basic concepts
and practices of structuring and designing organizations and their relevance in
improving organizational effectiveness.
Contents:

Introduction

Concept of organizational effectiveness

Dimensions of organization structure.

Determinants of organization structure- Strategy, Size, Technology,

Environment, Power and control.

Organizational design-Organizational design options ;Choosing the right

designs.

Contemporary issues in organization theory

Managing the environment;

Managing organizational conflict and change;

Organizational culture;

Organizational evolution.
References:
1.

Robbins, Stephen; Organisation Theory: Structure, Design and

Applications, 3rd Edition; Prentice-Hall of India, New Delhi, 2000.

2.

Jones, Gareth R; Organisational Theory: Text and Cases, 2nd Edition,

Indian reprint; Addison Wesley, New Delhi, 2002.
17

3.

Daft, Richard L; Organizational Theory and Design, 7th Edition, Indian

reprint; Thomson, New Delhi, 2002.

MS 5121

INDIVIDUAL DYNAMICS IN ORGANIZATIONS (4-0-0-2)

Objectives:
To provide students an understanding and knowledge of the complex nature of
people related issues and problems and to enable them to apply
Organizational Behavior concepts and theories in addressing organizational
issues and problems.
Contents:

Introduction to OB: Fundamental concepts of OB, Scope, Purpose,

Emerging issues, Evolution of OB as discipline, Challenges and
Opportunities before OB, Contemporaries issues in OB.

Organizational
Justice,
Ethics,
and
Corporate
Social
Responsibility: Forms of organizational Justice and their effects,
Ethical behavior, Beyond ethics: Corporate Social Responsibility.

Individual Differences: Personality, Skills, Abilities and Values:

Meaning, Theories of Personality, Types of Personality, Linking
Individuals personality to the workplace (P-O fit, P-J fit), Abilities and
Skills (Intelligence, Physical and Social Skills), Importance of Values,
Types of Values, Linking personality to values.

Attitudes: Nature and dimensions of attitude, Types of attitudes,

Prejudices, Job Satisfaction, Organizational Commitment, Job
Engagement, Developing the right attitude.

Perception: Perception and Attribution, Factors influencing

perception, Link between perception and individual decision making.

Learning, Creativity and Emotions: Learning through reinforcement,

Continuous learning through creativity, Mood and Emotions, Types of
emotions, The role of emotions and mood in organizations, Managing
emotions, Emotional dissonance, Controlling anger, Emotional
Intelligence, Emotional contagion.

Managing Stress and Work-Life Balance: What is stress?

Dimensions of work-life balance, Relevance, Potential sources of
stress and work-life balance, Individual differences in stress,
consequences of stress, managing stress and work-life balance.
18

Motivation: Definition, Importance, Early and contemporary theories

of motivation, Applications of motivation concepts, creating a
motivation work setting, Linking employee involvement programs and
motivation theories, Using rewards to motivate, How to motivate
employees/professionals?

References:
1.
2.
3.
4.

Robbins, S., Judge, T.A., and Vohra, N. (2011),Organizational Behavior,

Pearson Education, New Delhi.
Greenberg, J. (2011),Behavior in Organizations, Prentice Hall India, New
Delhi.
Nelson, D.L. and Quick, J.C. (2012), ORGB 2,Cengage India, New Delhi.
George, J.M. and Jones, G. (2009), Understanding & Managing
Organizational Behavior, Pearson Education, New Delhi.

MS 5130

OPERATIONS RESEARCH

(4-0-0-2)

Objectives:
This course deals with arriving at optimal or near optimal decisions for a given
set of managerial objectives under various constraints. The objective of the
course is to acquaint the students with the construction of mathematical
models for managerial decision situations. The emphasis is on

Understanding the concepts and interpretation of the solution rather than

on the mathematical details.

To be able to analyse decision problems in operations, and the

relationships of operations decision to other business decisions.

To develop both an ability to diagonise the causes of operational problems

and judgement to deal with them.

To develop how the resources within the operations can be utilized to

meet business objectives relative to product quality, customer service,
time, cost and return on investment.
Contents:

Introduction to modelling

Linear programming problems : examples and formulation of problems in

management

Solution techniques

Duality theory and sensitivity analysis

Transportation and assignment models

Integer programming problems : formulation and solution techniques

Use of OR software
References:
19

1.
2.

Hillier, Fredrick S and Gerald J. Lieberman (2008), Operations

Research, Sixth Edition, Tata-McGraw Hill
Srinivasan G. (2008), Operations Research: Principles and
Applications, Prentice Hall.

MS 5140

COST ACCOUNTING

(4-0-0-2)

Objectives:
This course is aimed at providing students with insight into using accounting
information for decision-making and control.
Contents:
Cost concepts materials labour - overheads job and contract costing
process, joint and by-product costing profit planning - absorption costing
activity based costing, cost reconciliation and integration - CVP analysis
Cost control Standard Costing - Variance Analysis responsibility accounting
budgeting Computerized Cost Control.
References:

Colin Drury, Costing An Introduction, Thomson Business Press, London,

1997.9
Bhavesh M.Paul, Cost Accounting or Management Accounting, Allied
Publishers Ltd., New Delhi, 1997.
Jain S.P. & Narang K.L., Cost Accounting, Kalyani Publishers, Ludhiana,
1997.
Williamson Duncan, Cost & Management Accounting, Wheeler Publishing,
New Delhi, 1998.
M Y Khan & P K Jain, Management Accounting, Tata McGraw Hill, New
Delhi 1997

MS 5150 MARKETING TOOLS: STRATEGIES AND INNOVATION

(4-0-0-2)
Objectives:
To help students understand the potential of the 4 main tools of Marketing
Product, Price, Place, and Promotion. The idea is to not just acquaint them with
the terminologies used but to help them appreciate the strength and power of
each of the 4 tools through industry examples, cases and live projects. The
course would help prepare students for managerial roles by developing in them
20

the ability to use the marketing tools to improve and impact marketing and
business performance.
Contents:
Understanding and identifying core and un-served needs of the target
segment.

st

1 Tool Product: Product levels, classifications, portfolio line and

width decisions; Product Life Cycle product, brand and category life
cycles; New Product Development; Services Vs. Products. Brand and
Product interaction impact on image. Industry examples and cases to
explain strategies and innovation
nd
2 Tool Price: Pricing, factors to be considered, Setting the price
alternative methods; Price and Value- customer interpretations,
Psychology of pricing; Economics of pricing; Pricing in Marketing
necessity vs. luxury; Price differentiation; initiating and responding to price
changes. Brand and Price interaction impact on image. Industry
examples and cases to explain strategies and innovation
3rd Tool Place: Marketing channels, Creating value networks; Channel
roles; Channel development - customer needs, nature of product, control,
etc. Hybrid channels, Channel integration VMS, HMS; Managing
channels and channel members. Brand and Place interaction impact on
image. Industry examples and cases to explain strategies and innovation
th
4 Tool Promotion(communication): Objective for developing an
integrated marketing communication mix, Communication mix elements
advertisement, sales promotion, PR, direct selling, personal selling; Macro
and Micro models of communication; steps in developing integrated
marketing communication mix, message and media strategies planning
and scheduling; evaluating effectiveness. Brand and communication
interaction impact on image. Industry examples and cases to explain
strategies and innovation

Text books:
Kotler, Armstrong, Agnihotri and Haque 13/E (2010) Principles of
Marketing: A South Asian Perspective Pearson.
2. Kotler, Keller, Koshy and Jha 13/E (2009) Marketing Management: A
South Asian Perspective Pearson.
References:
1.

1.
2.

Baines, Fill, Page and Sinha (2013) Marketing Asian Edition, Oxford.
Lamb, Hair, Sharma and McDaniel (2011) MKTG: A South Asian
Perspective Cengage.
21

MS 5171

MANAGERIAL COMMUNICATION

(0-0-3-1)

Objectives:
The course would aim at Appreciation of various aspects of effective oral and
written communication
Understanding
and
application
of
communication theory to organizational situation, Sharpening of presentation
and negotiation skills, Development of professional written business
communication competence, Making use of group discussion abilities and
making impact in interviews
Contents:

Semantics of communication

Principles of communication
o Model of communication
o Forms of communication
o Barriers of communication

Process of communication
o Characteristics
o Listening
o Feedback positive / negative

Body language

Presentation skills
o Building content; Delivery
o Platform behaviour and projection
o Audio visual aids

Letters / memos / proposals

o Types
o Structures
o Contents

Cvs/ resumes

Interviewing skills/group discussions

Report writing
o Types of reports
o Abstracts; Summary
o Errors of grammar and usage

Negotiation skills.

References:
1.
Arrendondo, Iani; 36 hour course : business presentations; McGraw
Hill
22

2.
3.

Hiltrop, Jean M. and Udall Sheila; The essence of negotiations;

Prentice Hall
Kaul Asha; Business Communication; prentice hall

MS 5210

LEGAL ASPECTS OF BUSINESS

(4-0-0-2)

Objectives:
The purpose of the course is to create an understanding of the relevant legal
environment of business.
Contents:

Basic principles of the Indian Constitution fundamental rights and

directive principles.

Contracts Act basic principles of contract indemnities and guarantees

agency- quasi contracts Sale of Goods Act conditions warranties.

Negotiable Instruments Act negotiable instruments banker and

customer relation bills of exchange, cheque, and bankers cheque.

Companies Act incorporation types of companies - articles and

memorandum of association prospectus - borrowing powers of the
company powers, duties and liabilities of directors.

Industrial law overview of Factories Act, Payment of Wages Act,

Payment of Bonus Act, Minimum Wages Act, ESI Act, Workmens
Compensation Act, Industrial Disputes Act, Shops and Establishments Act,
Trade Unions Act.

Sales Tax and central sales tax Central Excise Consumer Protection
Act only basic concepts.
References:

1.
2.
3.
4.

Kapoor, N.D.; Mercantile Law, Sultan Chand and Sons, New Delhi, 1992.
Madan; Principles of Law, Progressive Corporation, New Delhi, 1989.
Shukla, M.C.; Manual of Mercantile Law, Sultan Chand, New Delhi, 1986.
Gulshan, S. S. and G. K. Kapoor; Business Laws, New Age International,
New Delhi, 1998.

MS 5221 GROUP PROCESSES IN ORGANIZATIONS

Objectives:
23

(4-0-0-2)

To help students develop greater insights into the interpersonal and

group/team dynamics and help them develop skills to improve inter personal
and team effectiveness.
Contents:

Foundations of Group Behavior: Defining and classifying groups, Why

do people form groups? Stages of group formation, Structural dynamics of
work groups, Individual performance in groups (Social facilitation, social
loafing), Group decision making, Types of decisions, Techniques for
improving effectiveness of decisions.

Understanding Work Teams: Concept of teams, Relevance, Difference

between groups and teams, Types of teams, Potential obstacles to team
success, creating effective teams.

Interpersonal Communications and Relations: Communication

process, Role of technology, Interpersonal and Organizational
communication, Barriers to effective communication, Persuasive
communication.
Leadership :Definition, Importance of leadership, Roles of a leader,
Leadership theory paradigms, traits of effective leaders, Leadership
behavior and styles, Leadership and motivation, Contingency leadership
theories and models ,LMX theory, Charismatic and transformational
leadership, Stewardship and servant leadership, Authentic leadership,
Strategic leadership, Mentoring.
Influencing Others: Power and Politics: Definitions, Sources of Power,
Leadership and power, Power Tactics, Abuse of power (Sexual
harassment),Politics: Powers in action, How do people respond to
organizational politics, Forms of political behavior, Impression
management, Trust in working relationships, Constructive and destructive
workplace deviance (Whistle blowing, Cyber loafing), workplace
aggression and violence, workplace bullying.

Managing Conflict and Negotiating Effectively: Definition of conflict,

The conflict process, Types of Conflict, Conflict Management, Cooperation
between individuals, Managing conflict through negotiation, The
negotiation process, Bargaining strategies, Cultural differences conflict
handling and in Negotiations.

Organization Culture and Diversity: Definition How is an organizations

culture transmitted to its members? Factors shaping organizational culture,
Hofstedes model of national culture, Competing values framework,
Creating an ethical culture, The learning organization, Cultural diversity,

24

Diversity and Generational differences, Effectively managing a diverse

workforce.
References:
Robbins, S., Judge, T.A., and Vohra, N. (2011),Organizational Behavior,
Pearson Education, New Delhi.
2. Greenberg, J. (2010),Behavior in Organizations, Prentice Hall India, New
Delhi.
3. Nelson, D.L. and Quick, J.C. (2012), ORGB 2,Cengage India, New Delhi.
4. George, J.M. and Jones, G. (2009), Understanding & Managing
Organizational Behavior, Pearson Education, New Delhi.
1.

MS 5230

OPERATIONS MANAGEMENT

(4-0-0-2)

Objectives:
This course provides the students with an understanding of Operations
Management as a functional area and its relevance in the management of a
firm. Important topics such as forecasting, planning, scheduling and materials
management are covered in the context of manufacturing and service
operations. The course will have teaching sessions, tutorials, case discussions
and computer-based games.
Contents:

Introduction: Process selection; facilities, location and layout.

Forecasting: Qualitative, time-series and causal models; monitoring

forecasts and selection of forecasting model.

Inventory Management: Deterministic and probabilistic lot-size models;

selective inventory control.

Materials Requirement Planning (MRP)

Production Planning and Control: Aggregate planning and scheduling;

Capacity Requirement Planning (CRP); Manufacturing Resource Planning
(MRP-II);

Just-in-Time manufacturing (JIT)

Quality Management and Control: 7 Tools; sampling.

Services Operations Management A perspective.

References:

1.

Krajewski, Lee J., and Larry P. Ritzman; Operations Management

Strategy and Analysis, Addison Wesley, New Delhi, 1999.

25

2.

Chase, Richard B., Nicholas J. Aquilano and Robert F. Jacobs; Production

and Operations Management Manufacturing and Services, Tata
McGraw-Hill, New Delhi, 1999.

MS 5241

FINANCIAL MANAGEMENT I `

(4-0-0-2)

Pre-requisite: MS 5040: Financial Accounting; MS 5140: Cost Accounting;

Objectives:
The aim of this course is to provide a broad framework of corporate finance. It
is designed to cover the concepts and applications pertaining to financing
decisions of an organization, designing capital structure and measuring
financial risk.
Contents:
Financial value

Financial objectives of the firm income profit - value

Time value of money present value future value
Financial instruments Debt equity - derivatives
Valuation of debt instruments debt cash flows bond yield
Valuation of equity instruments Dividend discount models Relative
valuation efficient market hypothesis
Cost of capital opportunity cost of capital marginal cost of capital
weighted average cost of capital
Valuing a business-discounted cash flow method, comparable trades
method, venture capital method
Valuing options and hedging - basics

Financial Structure

Corporate source of finance long term public issue venture capital

Capital structure theory - net income approach net operating income
approach traditional approach - Modigliani and Miller approach.
Leverage and financial decisions trade-off theory pecking order theory
financial leverage
Designing capital structure EBIT EPS analysis ROI ROE analysis

Financial Risk

Financial risk and return

Measuring expected return CAPM - beta
Debt instruments credit risk
Equity instruments and value at risk
26

Efficient Market- implications of efficiency;

TEXT BOOKS:
Ross Stephan A., R.Westerfield, and D.J. Bradford, Fundamentals of Corporate
Finance, Tata Mc-Graw Hill, 2008.
References:

1.
2.
3.

Brealey R.A. Principles of Corporate Finance, Tata McGraw Hill, New

Delhi, 2007.
Van Horne James C. and J.M.Wachowicz, Fundamentals of Financial
Management, Prentice Hall, 2005.
Pandey, I.M. Financial management, Vikas publishing, 2013, Tenth
edition.

MS 5242

FINANCIAL ANALYSIS APPLICATIONS

(2-0-0-1)

Pre-requisite: MS 5040: Financial Accounting; MS 5140: Cost Accounting

Objectives:
The purpose of this course is to provide exposure on financial analysis
applications using case studies.
Contents:
Case studies in

Financial Forecasting and valuation asset based and discounted cash

flow methods, Forecasting models, analyst forecasts
Financial Statement analysis Industry and company analysis
Consolidated financial statement analysis and Analysis of inter-corporate
investments
Financial analysis of multinational corporations
Cost control and pricing

TEXT BOOKS:

Gerald I. White, A.C. Sondhi and D.Fried, The Analysis and Use of
Financial statements, Wiley India, 2007.
Case studies

References:
27

1.
2.

Higgins, Robert C. Analysis for Financial management, McGrawHill Irwin,

2009.
Charles T. Horngren, G.S.Sundem, W..Stratton,D. Burgstahler,
J.Schatzberg,
Introduction to management accounting, Pearson
education,

MS5251 RESEARCH FOR MARKETING DECISIONS

(4-0-0-2)

Objectives:
The identification of market opportunities and analyzing the structure of
markets under dynamic conditions are among the most important and exciting
aspects of marketing management. Marketing Research is the body of
knowledge consisting of a variety of concepts and tools that are used for this
purpose. This course is aimed at developing the students awareness and
understanding of Marketing Research through examples of applications in
different industrial and business contexts.
Contents:

Marketing Research - A Conceptual framework

Case Discussion - (Relevance of Marketing Research)

Research Planning, Design, and Data Sources.

Qualitative Research.

Exploratory Research.

Causal Research.

Measurement and Scaling.

Questionnaire Design.

Sampling Methods and Data Collection.

Field Investigation Planning, Implementation, and Issues.

Data Analysis Technique - Univariate, Bivariate, Tabulation and

Analysis.

Multivariate Data Analysis and applications - Multiple Regression

Analysis, Factor Analysis,

Discriminant Analysis, Cluster Analysis, Conjoint Analysis.

Organizational, Technological and Ethical Issues.

Project Report Preparation and Presentation.

References:
1)
2)

Malhotra, Naresh K., Marketing Research An applied orientation, Third

Edition, Addison Wesley Longman, New Delhi, 1999.
Beri, G. C., Marketing Research, Third Edition, Tata McGraw-Hill, New
Delhi, 2001.
28

Hair, Joseph, Robert Bush, and David Ortinau, Marketing Research:

Within a Changing Information Environment, Second Edition, McGrawHill, New York, 2002.
4) Aaker, David A., V. Kumar, George S. Day, and George Day, Marketing
Research, Seventh Edition, John Wiley, New York, 2000.
5) McQuarrie, Edward F., The Market Research Toolbox: A concise guide
for beginners, Sage, New York, 1996.
6) Proctor, Tony, Essentials of Marketing Research, Second Edition,
Pitman, London, 2000.
7) Luck, David J., and Ronald S. Rubin, Marketing Research, Seventh
Edition, Prentice-Hall of India, New Delhi, 2000.
8) Tull, Donald S., and Del I. Hawkins, Marketing Research: Measurement
and Method, Sixth Edition, Prentice-Hall of India, New Delhi 1999.
9) Churchill, Gilbert A., and Dawn Iacobucci, Marketing Research:
Methodological Foundations, Eighth Edition, South-Western College
Publishing, 2001.
10) Green, Paul E., Donald S. Tull, and Gerald Albaum, Research for
Marketing Decisions, Fifth Edition, Prentice-Hall of India, New Delhi,
1999.
11) Brown, F. E., Marketing Research A structure for decision making,
Addison-Wesley, Reading, Massachusetts, 1980.
12) Boyd Jr., Harper W., and Ralph L. Westfall, and Stanley F. Stasch,
Marketing Research Text and Cases, McGraw-Hill, New York, 1985.
3)

MS 5260

MANAGEMENT INFORMATION SYSTEM

(4-0-0-2)

Objectives:
The objectives of the course are

To prepare the students to manage information systems used in their

areas of responsibility and to cope with continual technology driven
change
To enable the students to identify ways to use IT in their areas of
responsibility
To enable the students to guide the development or acquisition of an IT
application that is effective, flexible, and consistent with business
directions
To enable the students to have a vision of the future impact of IT on
mangers, organizations, the economy, and society.

Contents:

Introduction to Information Systems

Managerial Overview of IT
o Computer hardware
o Computer software
29

o Computer networks
o Data base management
Internet and electronic commerce
o Internet
o Electronic commerce
Intranets, Extranets, and Enterprise Collaboration
o Intranets and extranets
o Enterprise collaboration
Developing information systems
Information systems in functional areas
Information systems for transaction processing
Information systems for decision support
Information systems for strategic advantage
Managing information technology

References:
1. OBrien, James A. (1999) Management Information Systems: Managing
information technology in the internet worked enterprise; Irwin McGraw Hill
2. Rudman, Jack, Management Information System, National Learning
Corporation, New York

MS 5269

INFORMATION TECHNOLOGY LAB

(0-0-3-1)

Objectives:
To introduce databases and analytical tools used in business management to
MBA students
Contents:

Relational databases, development in MS Access, Table structure,

relationships, implementation

SQL queries, Query implementation in MS Access

Excel macros and their implementation

Online Analytical Processing using SQL Server 2010

Getting started with software packages for computing: SPSS, and R (open
source), basic commands and instruction set, connecting data sources to
the packages
30

References:
1.
2.

3.
4.

5.

MSDN, Get to know Access, http://office.microsoft.com/en-us/training/getto-know-access-RZ006118141.aspx, accessed June 20, 2013

MSDN, SQL Server 2012 , Tutorials for SQL Server 2012,
http://msdn.microsoft.com/en-us/library/hh231699.aspx, accessed June
20, 2013
SQL, SQL Tutorials, W3 School, http://www.w3schools.com/sql/
accessed on June 21, 2013
Harvard-MIT, Guide to SPSS, Harvard-MIT Data Centre,
http://www.hmdc.harvard.edu/projects/SPSS_Tutorial/spsstut.shtml,
accessed June 21, 2013
Venables, W. N and Smith D. M. (2012), An introduction to R, R
Development Core Team, http://cran.r-project.org/doc/manuals/R-intro.pdf

MS5320 HUMAN RESOURCES MANAGEMENT

(4-0-0-2)

Objectives:
The course aims at introducing the students to various aspects of human
resources management. The important functions of a human resources
manager such as recruitment and selection processes interview methods,
Performance appraisal, Training and development, disciplinary procedures,
collective bargaining and employee welfare. The students will be exposed to
the recent methods and trends in HRM with a few case studies in the context of
globalization.
Contents:

Strategic role of human resource management

Job analysis

Personnel planning and recruiting

Employee testing and selection

Interviewing candidates

Appraising performance

Managing careers

Compensation

Benefits and services

Labour relations and collective bargaining

Employee safety and health

References:
1. Gary Dessler., Human Resource Management, Prentice Hall, New Jersey,
th
7 International Edition, 1997.
2. Fisher, Schoenfeldt and Shaw.,Human Resource Management, Houghton
th
Mifflin Company, Boston, New York, 4 Edition 1999.
3. Asfahl, C.Ray., Industrial Safety and Health Management , Prentice Hall,
rd
New Jersey, 3 Edition, 1995.
31

4.
5.
6.

Terry L.Leap, MichealD.Crino., Personnel/ Human Resource

Management, MacMillan, New York, 1990.
Dale, S.Beach., Personnel The Management Of People at Work ,
MacMillan, New York, 1985.
Duane, P.Schultz, Sydney Ellen Schultz., Psychology and Work Today,
Prentice Hall, New Jersey, 1994.

MS 5330

SUPPLY CHAIN MANAGEMENT

(4-0-0-2)

Objectives:
This course seeks to discuss key concepts and issues in the design, operation
and management of supply chains. The course will have lecture sessions,
tutorials and cases in Supply chain management related issues.
Contents:

Introduction to supply chain management

Sourcing strategy and vendor development

Supply chain design issues

Inventory management in supply chains

Distribution and logistics management

Global supply chain management

Role of IT in supply chain management

Performance evaluation
References:
1. Raghuram G and N. Rangaraj, Logistics and Supply chain Management.
Macmillan, New Delhi, 2000.
2. Krajewski, Lee J., and Larry P. Ritzman, Operations Management
Strategy and Analysis. Addison Wesley, New Delhi, 1999.
3. Chase, Richard B., Nicholas J. Aquilano and Robert F. Jacobs.,
Production and Operations Management Manufacturing and Services.
Tata McGraw-Hill, New Delhi, 1999.

MS 5341

FINANCIAL MANAGEMENT II

(4-0-0-2)

Pre-requisite: MS 5040: Financial Accounting; MS 5140: Cost Accounting;

Objectives:
The course aims to provide an understanding of investment decisions and
working capital management. The process and issues involved in capital
budgeting decisions, dividend policy decisions and working capital decisions
are introduced to the students.
32

Contents:
Capital budgeting decisions

Corporate project types unequal lifetime replacements

Projected cash flows free cash flows

Techniques of evaluation accounting rate of return payoff period net present value internal rate of return

Conflict in evaluation NPV vs. IRR modified IRR

Capital rationing

Sensitivity analysis
Dividend decisions

Factors influencing dividend payment of a firm

Dividend models Walter Gordon Modigliani and Miller

Dividend policy of a firm

Alternate forms of dividend bonus shares stock splits - stock

options stock repurchase
Working capital management decisions

Working capital cycle

Inventory management

Receivables management

Cash management

Financing Working Capital

TEXT BOOKS:
Ross Stephan A., R.Westerfield, and D.J. Bradford , Fundamentals of
Corporate Finance, Tata Mc-Graw Hill, 2008.
References:
1. Brealey R.A. Principles of Corporate Finance, Tata Mc-Graw Hill, New
Delhi, 2007.
2. Van Horne James C. and J.M.Wachowicz, Fundamentals of Financial
Management, Prentice Hall, 2005.
3. Pandey, I.M. Financial management, VikasPublishing, 2013, Tenth edition.

MS 5350

BUSINESS RESEARCH METHODOLOGY

(4-0-0-2)

Pre-Requisite: Data Analysis for Management

Objectives:
The objective of the course is to cover all aspects relevant to designing
appropriate frameworks, selecting tools and techniques related to business
research and also exploring avenues for conducting field research in the
business world. The students would be exposed to different facets of business
33

research needs and equipped with adequate knowledge to formulate and

execute business research plans.
Contents:

Introduction to Business Research: Scope of Business Research Managerial Value of Business Research - Major Topics for Research in
Business Design of Inquiring Systems (based on the works of Leibnitz,
Locke, Kant, Hegel, Singer) Theory, Concepts, Propositions and
Scientific Method.

Business Research Tools: Types of Business Research - Stages in the

Research Process - Problem discovery and definition - Planning the
research design - Evaluating research designs - Ethical Issues in Business
Research Problem Definition Exploratory Research Sources of
Secondary Data Survey Research Methods Observation methods Questionnaire Design.

Measurement and Scaling Concepts: Types Of Scales (Nominal,

Ordinal, Interval, Ratio scales) - Mathematical and statistical analysis of
scales - Three Criteria For Good Measurement (Reliability, Validity,
Sensitivity) - Attitude Measurement.

Experimental Research: Issues In Experimental Design - Internal Validity

- External validity - Classification of Experimental Designs - Quasiexperimental Design - Pretest-Posttest Control Group Design - Posttest
Only Control Group Design - Solomon Four-Group Design - Compromise
Experimental Designs - Time Series Experimental Designs - Complex
Experimental Designs (Completely Randomized Design, Randomized
Block Design, Factorial Design, Latin Square Design).

Sample Designs and Sampling Procedures: Sample Frames - Random

Sampling and Non-sampling Errors - Probability Versus Non-probability
Sampling - Appropriate Sample Design Sample Size Determination.

Field Work and Communicating Research Results: Nature of Filed

Work - Principles of Good Interviewing Field Work Management Communications Model Insights - Report Format - Graphic Aids - Oral
Presentation.

Text book:
Zikmund, William G., Business Research Methods, Thomson Asia, Singapore,
2003.
References:
1. Cooper, Donald R. and Pamela S. Schindler, Business Research
Methods, Tata McGraw-Hill, New Delhi, 2003.
34

2.

Kothari, C.R., Research Methodology: Methods and Techniques, New Age

International, New Delhi, 2004.

MS 5561

INFORMATION SYSTEMS ANALYSIS

(2-0-3-2)

Objectives:
This course deals with the body of knowledge that pertains to the process of
identifying management information needs and then analyzing the
corresponding organizational systems of data flow for the explicit purpose of
designing appropriate MIS.

Contents:

Systems analysis and design an introduction

The systems development life cycle
Problem recognition and definition
MIS project initiation
Feasibility analysis
Determination of system requirements
Data and information system modeling
Logical and physical system design
Software quality and reliability
System analysis and design documentation

References:
1. Hawryszkiewycz, I.T.; Introduction to Systems Analysis and Design, Third
Edition; Prentice-Hall of India; New Delhi. 1997.
2. Garg, Vinod Kumar and S Srinivasan; Workbook on Systems Analysis &
Design; Prentice-Hall of India; New Delhi 2000.
3. Senn, James A; Analysis and Design of Information Systems; McGrawHill; New York. 1986.
4. Fitzgerald, Jerry and Ardra F Fitzgerald; Fundamentals of Systems
Analysis, Third Edition; John Wiley; New York. 1987.
5. Whitten, Jeffrey L., Lonnie D Bentley, and Victor M Barlow; Systems
Analysis and Design Methods, Second Edition; Galgotia; New Delhi. 1991
6. Davis, William S.; Systems Analysis and Design; Benjamin/Cummings;
Redwood City. 1987.

35

MS 6010

STRATEGIC MANAGEMENT

(4-0-0-2)

Objectives:
The purpose of this course is to provide an understanding of how strategic
decisions are to be taken and implemented in the changing environment
scenario.
Contents:

Strategic management concept of strategy strategic management

process.

Strategy formulation mission, business definition, objectives

environmental appraisal organization appraisal porters model
SWOT.

Strategic alternatives growth, diversification, merger, disinvestment

strategies strategic choice BCG analysis, competitor analysis.

Strategy implementation activating strategies, organization structure,

functional plans and policies, corporate culture.

Strategy evaluation technique of strategic evaluation and control.

References:
1.
2.
3.
4.
5.

Kazmi, Azhar; Business Policy, Tata McGraw Hill Publishing Co., New
Delhi, 1992.
Johnson, Gary and Scholes, Kelvan; Exploring Corporate Strategy,
Prentice Hall of India, New Delhi, 1994.
Ramaswamy V.S. and S. Namakumari; Strategic Planning: Formulation of
Corporate Strategy, Macmillan, New Delhi, 1999.
Banerjee, Bani P.; Corporate Strategies, Oxford University Press, New
Delhi, 1999.
Certo, Samuel C and Paul J. Peter; Strategic Management: A focus on
process, McGraw Hill, New York, 1990.

MS 6210

BUSINESS MODELS

(4-0-0-2)

Objectives:
The objective of the course is to provide insights into business excellence
frameworks, designing business models and the dynamics of business
innovation. This course outlines holistic management of both established and
36

new firms through the integration of strategic perspectives related to marketing,

financial, organizational and operational aspects. The students will be exposed
to emerging theories in this arena to enable them gain a deep understanding of
business models and their dynamic roles in the sustainability of business
success with the aid of global case studies.
Contents:

Corporate Lifecycles: Growing Vs Ageing Companies Corporate

Lifecycle Stages (Infancy Go-Go Adolescence Prime Stable
Aristocracy Recrimination Bureaucracy Death) Tools for
organizational analysis.

Business Excellence Models: Core values and concepts Business

Excellence frameworks of USA (MBNQA), Europe (EFQM) and India (CIIEXIM) Cross-comparison of national frameworks.

Components of a Business Model: Relationship between strategy and

structure Product vs Service Businesses Firm boundaries
Architectural components of business models Evaluation of business
models Case examples.

Planning and Execution of Business Models: Profit Models VRISA

analysis Sources of competitive advantage Critical success factors for
planning and executing business models Global case studies

Business Innovation: Industrial perspectives on growth and innovation

Types of innovations Managing product and process innovations
Managing disruptive innovations Principles of value based management.
Text books:
1. Afuah, Allan; Business Models: A Strategic Management Approach,
McGraw-Hill, New York, 2004.
2. Vedpuriswar, A.V.; Business Innovation Lessons from Great Companies,
Vision Books, New Delhi, 2005.
References:
1. Roberts, John; the Modern Firm, Oxford University Press, New York,
2004.
2. Christensen, Clayton, Scott Anthony and Eric Roth; seeing whats Next,
Harvard Business School Press, Boston, 2004.
3. Adizes, Ichak; Managing Corporate Lifecycles, Prentice Hall, New Jersey,
1999.
4. Heather, Ken; the Economics of Industries and Firms, Pearson, London,
2002.
5. Govindarajan, Vijay and Chris Trimble; Building breakthrough businesses
within established organizations, Harvard Business Review, pp.58-68,
May 2005.
6. Markides, Constantinos and Constantinos D. Charitou; Competing with
dual business models: A contingency approach, Academy of
Management Executive, Vol. 18, No. 3, pp.22-36, 2004.
37

Magretta, Joan; Why business models matter, Harvard Business Review,

pp.87-92, May 2002.
8. Nambisan, Satish; Why service businesses are not product businesses,
pp.72-80, MIT Sloan Management Review, summer 2001.
9. Kim, W. Chan, and Rene Mauborgne; Knowing a winning business idea When you see one, Harvard Business Review, pp.129-138, Sep-Oct
2000.
10. Miller, Danny; Icarus Paradox: How exceptional companies bring about
their own downfall. Business Horizons, JanFeb 1992.
7.

MS5529

BEHAVIOURAL LAB

(0-0-3-1)

Objectives:
Course intends to help students develop critical thinking skillsparticularly
skills relevant for effective behavioural analyses models, designs, interpretation
and insights.
Contents:

Behaviourism: Philosophy, Methodology, theory

Social - Experiences and behaviours of the individual in the social world of
relationships, media influences, group pressures and prejudices, and
cultural and gender stereotypes.
Organizational: Leadership, Performance management, Work and
wellbeing; Employee relations, Selection and assessments, Gestalt, Group
decision making; Organization Design, Culture, Power, Politics, Diversity
The Biological Basis of Human Behaviour Non-invasive Biometrics and
Bio feedback systems. Assess critically the extent to which biological
explanations can be used to understand or explain human behaviour and
vice versa.
CognitionPerception, Information Processing, Cognitive styles, Social
cognition, cognitive dissonance etc.
Ethical Issues - Examine the use of human participants in the behavioural
lab investigations, where the emphasis will be on the importance of
following ethical guidelines, such as those provided by the APA.
Students will bep resented with models and empirical studies for critical
evaluation in the above mentioned areas.
Research methods - Nature of psychological and behavioural enquiry and
the advantages and disadvantages of different research methods. Test
battery, assessments, Unobtrusive behavioural observation, field studies,
the design and implementation of experimental and non-experimental
38

investigations, quasi experimental designs, times series designs, factorial

design, single subject research design etc will be investigated, by thinking
about the selection, formulation and implementation of appropriate
investigation designs
References:

1. American Psychological Association. (2010). Publication manual of the

2.
3.

American Psychological Association. (6th ed.). Washington, D. C.:

American Psychological Association.
McBride, D. M. (2010). The Process of Research in Psychology. Los
Angeles, CA: Sage.
Mazur, J. (2007) Learning and Behaviour (7th Ed) Pearson Higher Ed
USA.

MS 6280

INDUSTRIAL AND BUSINESS DOMAINS

(2-0-0-1)

Objectives:
The knowledge of different industrial and business domains is essential to
broaden the students professional perspectives.
They develop a
comprehensive and comparative understanding of the important issues facing
managers in those domains. It enables them to appreciate the scope for and
limitations of applying different concepts and techniques in various
management functions across different domains. It also enhances their
familiarity of managerial practices in those domains.
Contents:
Descriptions of various industrial and business domains, in India, in terms of:

Output products/services;
Market segments and sizes;
Market potential;
General uncertainties and major problems;
Prevailing technologies;
Major suppliers/sourcing agents;
Leading firms, their strategies and performance characteristics in
terms of finance, marketing, productivity, and quality, and other key
organizational features;
Future outlook.
39

The various industrial and business domains that will be described in

this course will include:
Core sectors - steel, oil, power/energy, construction, etc.
Manufacturing - capital goods (non-electrical and electrical machinery
and transportation equipment).

References:
Leading business periodicals, magazines, newspapers, and business
websites

MS 6310

CONTEMPORARY ISSUES IN MANAGEMENT (4-0-0-2)

Objectives:
The objective of the course is to expose students to major interdisciplinary
topics and emerging trends in the field of management theory and practice. It
aims to familiarize them with new concepts and state-of-the-art methodologies
concerning management philosophy and managerial decision-making. The
course explores the issues and challenges pertaining to recent developments
as depicted in research studies on business environments, models,
entrepreneurship and competitive positioning of firms.
Contents:

Philosophy of Management and Capitalist Philosophers.

Globalization, International Trade and WTO: Issues and Challenges.
Emerging Trends in Functional Domains
Managerial Decision Making: Anatomy of sensible, sustainable Decisions.
Art of Negotiation: Approaches, Tools and Techniques.
Corporate Performance Management: Emerging Models.
Business Ideas: Evolution and Execution.
Technology as a Competitive Weapon.
Corporate Social Responsibility and Business Ethics.
Management and Spirituality.

References:
1. `Murray, Peter, David Poole, and Grant Jones (2005) Contemporary
Issues in Management and OrganisationalBehaviour, Thomson, Sydney.
2. Gabor, Andrea (2000) The Capitalist Philosophers: The Geniuses of
Modern Business, Three Rivers, New York.
3. Bhagwati, Jagdish (2005) In Defense of Globalization, Oxford University,
London.

40

4.

Beinhocker, Eric D (2006) The Origin of Wealth: Evolution, Complexity,

and the Radical Remaking of Economics, Harvard Business School, and
Boston.
5. Clarke, Thomas and Stewart Clegg (1998) Changing Paradigms: The
Transformation of Management Knowledge for the 21st Century, Profile,
London.
6. Russo, Edward and Paul Schoemaker (2002) Winning Decisions: Getting
It Right the First Time, Judy Piatkus, New York.
7. Nalebuff, Barry and Ian Ayres (2005) Why Not?: How to Use Everyday
Ingenuity to Solve Problems Big And Small, Harvard Business School,
Boston.
8. Bragg, Andrew and Mary Bragg (2005) Developing New Business Ideas:
A step-by-step guide to creating new business ideas worth backing,
Pearson, Harlow.
9. Mullin, John (2003) The New Business Road Test: What Entrepreneurs
and Executives Should Do Before Writing a Business Plan, FT Prentice
Hall, London.
10. Shell, Richard (1999) Bargaining for Advantage: Negotiation Strategies
for Reasonable People, Penguin, New York.
11. Rochlin, Dave (2006) Hunter or Hunted: Technology, Innovation and
Competitive Strategy, Thomson, New Delhi.
12. Zohar, Danah and Ian Marshall (2004) Spiritual Capital: Wealth We Can
Live By, Berrett-Koehler, New York.

MS6370

STRATEGIC NETWORKING

(2-0-0-1)

Objectives:
This Course will address various conceptual dimensions of corporate level
networking and its applications to gain strategic advantage in terms of an
ability to identify and exploit opportunities and overcome threats in achieving
corporate objectives.
Contents:

Concept of networking.
Different perspectives on networking sociological, organizational
theories, Development Administration, etc.
Networking as a tool for corporate survival and growth.
Experiences of different Indian Organizations.
Political networks and lessons for the Corporate world.
Product lifecycles and networking.
Emerging Paradigms and Issues.

References:
41

1)

Dixit, M R and Ramachandran, K (1989), Corporate Networking for

Strategic Advantage, Working Paper 803, IIM Ahmedabad.

2)

Wiewel, W. Hunter, A (1985), The Interorganizational Network as a

resource: a Comparative case study on organizational genesis,
Administrative Science Quarterly, Vol. 30, pp.482-496.
Jarrillo, J C (1988), Strategic Networks, Strategic Management Journal,
Vol. 9, pp 31-41.
Rob Cross and Andrew Parker (2004), The Hidden Power of Social
Networks Understanding how work really gets done in organizations,
Harvard Business Scheme Press.
Yannis M. Ioannides and Adriann R Sveterent, (October 2005), Social
Networking and Individual Outcomes: Individual Decisions and Market
context. The Networks Electronic Commerce, and Telecommunications
(NET), Institute working paper 05-16.

3)
4)

5)

42

ELECTIVE COURSES
HUMAN RESOURCE MANAGEMENT ELECTIVES
MS5410

TALENT ACQUISITION AND MANAGEMENT

(4-0-0-2)

Objectives:
In a time of increasing global competition every organization is concerned
about the level of work performance of its employees. Since performance of
employees is a major determinant of how successful an organization is in
reaching its strategic goals and developing a competitive advantage. This
course will deal with various tools and techniques used in the selection process
for acquiring the right talent for the organizations and how to manage these
human resources.
Contents:
1: Overview and Models

Staffing-nature, Definition, implications, importance

Staffing models

Recruitment with a global perspective

Ethical Issues in Recruitment

2: Environmental Conditions

Economic conditions changes and its impacts

Labor markets - Demand and Supply

3: Legal Aspects of staffing

Fair employment laws EEO best practices

Labor unions Contracts and their impacts

Recruiting from a diverse workforce

4: Strategy and Planning

Human Resource planning

Forecasting HR requirements and availabilities

Preparing Action Plans

External and internal environmental scanning

5: Job Analysis

Job analysis Job descriptions, job specifications

Job analysis techniques

Competency based job analysis

Job rewards and job analysis-job reward matrix

6: Measurement

Importance and use of measures-Scores

Reliability and validity of measures

Specific use of measures in staffing

7: External Recruitment
43

Common Practices- Traditional and Technology enhanced

methods

Campus Recruitments, job fairs, employee referrals

Role of media in recruitment

8: Internal recruitment

Organizational and administrative issues in internal

recruitment

Mobility paths , Succession Planning

Communicating internal recruitment

Glass ceilings

Comparative analysis internal Vs. Internal recruitment

9: Selection Tests

10: Interviews

Test Of ability and knowledge- Intelligent test, job Knowledge

test, Performance Tests and work samples
Assessment centers
Medical examinations, Drug testing
Tests of personality and character, Integrity tests

Nature and Purpose

Types Of Interviews- Structured Vs Unstructured, Panel
interviews, Virtual interviews

Interview content- nature Of Questions

Interviewer attributes and behavior

11: Employee Contracts

Employee Contracts

Job Offers formulation, Presentation

Preparing for induction

Legal issues of job contracts

12: Evaluating Success of Selection

Predictors and criteria

Performance appraisal methods Checklists, employee
comparisons and graphic rating scales

References:
1. Staffing Organization : Heneman, Judge, Heneman- McGraw- Hill Third
Edition
2. Employee Selection : Lilly M Berry Thomas Wadsworth, 2004
3. Recruiting, interviewing, Selecting & Orienting new employees : Diane
Arthur Prentice Hall of India , 2006
4. Human Resource Selection: Gatewood, Hubert Frild and Murray
BarrickSouth Western Cengage Publications, 2009
44

MS 5420

TRAINING AND DEVELOPMENT

(4-0-0-2)

Objectives:
This course analyses and discusses various training and development
methods in organisation. It examines the training processes, which begins with
the diagnosis of training needs and establishment of pure objectives pertaining
to programmes. This module will discuss various issues on the design and the
delivering of training programmes that use appropriate methods and
procedures to maximise the leaning and subsequent job performance of
trainees. It will also discuss on various training programmes, which are
evaluated to see whether they meet the objectives and are cost effective.
Contents:
1. Scope and cost of human resource development - a systems model to
training, strategy and HRD, building employee commitment; orientation
and socialization.
2. Need assessment - purpose and methods of need assessment, three
levels of need assessment, identifying training objectives.
3. Training phase - learning principles, training methods, management
development programmes - new employee orientation.
4. Evaluation phase - evaluation levels and purposes, evaluation designs,
using evaluation to improve training, utility of training programmes,
benchmarking HRD.
5. Human resources development in the future - small business applications;
training, training for special purposes, global HRM training, information
technology and HR training.
References:
1.
2.
3.
4.

th

Gary Dessler, Human Resource Management, 7 edition, Prentice Hall,

New Jersey, 1977.
th
Fisher, Schoenfeldt and Shaw, Human Resource Management, 4 edition,
Houghton Mifflin Co., New York, 1999.
th
Milkovich, G.T., and F.W. Bourdreau, Human Resource Management, 8
edition, Irwin, 1997.
th
Mondy, Wayne R. and Robert M. Noe, Human Resource Management, 6
edition, Prentice Hall, New Jersey, 1996.

MS 5430

INDUSTRIAL RELATIONS

(4-0-0-2)

Objectives:
Industrial relations play a crucial role in establishing and maintaining industrial
democracy. In India it has passed through several stages. A number of factors,
viz., and social, economic and political have influenced industrial relations.
45

Contents:
Industrial unrest leads to loss of man, days and productivity of organisations.
The government had played a dual role one as the initiator of policy and the
other as an employer or owner by setting up large public sector organisations.
Industrial relations provide the basics of industrial democracy, dispute
settlements and collective bargaining in organisations.

Indian industrial relations an overview

Indian industrial worker
Trade unionism
Origin and structure of trade union
Trade Union Act
Evolution of industrial relations
Industrial Disputes Act 1947
Industrial Employment (Standing Orders) Act 1946
Payment of Bonus Act 1965

References:

1.
2.
3.
4.
5.

Mammoria, C.B., Dynamics of Industrial Relations in India, Himalayan

Publishing House, Bombay, 1996.
Mammoria, C.B., Personnel Management, Himalayan Publishing House,
Bombay, 1996.
Kapoor, N.D., Hand Bank of Industrial Law, Sultan Chand & Sons, New
Delhi, 1998.
Monappa, Arun, Industrial Relations, TATA McGraw Hill Publishing Co.,
New Delhi.
nd
Anantharaman, V., Malaysian Industrial Relations: Law and Practice, 2
Edition, UPM Press, Kaula Lumpur, 1999.

MS5440

LABOUR LAW

(4-0-0-2)

Objectives:
Fundamental rights and directive principles of state policy incorporated in our
constitution strive to attain socialistic equalitarian society, free from socioeconomic oppression and exploitation. The various legislative measures taken
by the government towards the healthy industrial jurisprudence with the growth
of industrialization, especially during and after the first world war, the conditions
changed. First India emerged as one of the eight industrial powers of the world
and there was steady increase in the ranks of industrial employees. The course
will provide the inputs to various industrial laws viz. Standards and norms and
welfare and amenities legislations.
46

Contents:

Industrial legislation
Growth of industrial labour force, characteristics of industrial labour
Factories Act, Mines Act, Plantation Labour Act, Minimum Wages Act,
Maternity Act, Employees State Insurance Act, Workmens Compensation
Act, Employees Provident Fund Act, Gratuity Act.

References:

1.
2.
3.
4.
5.

Monappa, Arun, Industrial Relations, TATA McGraw Hill Publishing Co.,

New Delhi.
Mammoria, C.B., Dynamics of Industrial Relations in India, Himalayan
Publishing House, Bombay, 1997.
.Kapoor, N.D, Hand Book of Industrial Law, Sultan Chand & Sons, New
Delhi, 1998.
Gulshan, S.S., and G.K. Kapoor., Business-Age, International Publishers,
New Delhi, 1998.
nd
Anantharaman, V., Malaysian Industrial Relations: Law and Practice, 2
Edition, UPM Press, Kaula Lumpur, 1999.

MS5450 INTERNATIONAL HUMANRESOURCE MANAGEMENT

(4-0-0-2)
Objectives:
With globalization on the rise, organizations are facing increasing challenges in
terms of effectively managing their human resource on an international scale.
This course would therefore attempt to familiarize students with these
challenges facing multinational and transnational corporations today in
operating on a global sale, the human resource policy choices that confront
multinational enterprises, and factors to be considered in making those
choices. This course would benefit students wishing to specialize in Human
Resource Management and Organizational Behavior. The pedagogy would
comprise of a mix of interactive classroom lecture sessions, case discussions
and presentations.
Contents:

Introduction to International Human Resource Management: approaches to

IHRM, variables moderating differences between domestic and
international HRM, organizational context, cultural profiles and challenges,
HR and expansion strategies.
Strategic human Resource management in a global context
International recruitment and selection
Performance management of expatriates and foreign subsidiaries
47

Training and development

Compensation modules
Repatriation
labor and employee relations
Issues, challenges and developments in IHRM, global and cultural diversity

References:
1.

2.
3.

International Human Resource management (2001): Peter j Dowling,

Dencie E Welch & Randall S Schuler South Western Thomson
Learning
International HRM (2001): Maryann H Albrecht (edited) Blackwell
Publishers, UK
International Human Resource Management (2003): Anne Wil Harzing &
J V Ruysseveldt (edited): Sage Publications, UK

MS 5460

COMPENSATION MANAGEMENT

(4-0-0-2)

Objectives:
The objective of this course to equip students with an understanding of
compensation management approaches including systematic Performance
Management (PM). This subject covers the main elements of compensation
management and its relationship with the strategic role of human resource
management. Performance management and its relation to employee and its
organization performance will also be discussed.
Contents:

Overview of compensation - strategic role of compensation in human

resource system, the importance of compensation, factors influencing
effective compensation.
Compensation process - employee satisfaction and motivation issues in
compensation, developing salary structure, elements of compensation,
executive compensation
Performance management framework - definition and coverage, reason for
undertaking PM, PM process, linking pay to performance
Planning of performance management - establishing individual/team
objectives, job analysis and its process, establishing internal equity; job
evaluation methods, setting performance standards
Managing performance management - coaching and counseling, feedback
and day-to-day planning of meetings, motivation, self-monitoring,
monitoring training and development activities
Reviewing of performance management - formal review of performance,
performance measurement
Rewarding performance - financial rewards, non-financial rewards,
administering compensation systems
48

References:
1.
2.
3.
4.

5.

Richard I.Henderson, Compensation Management in a Knowledge-Based

th
World, 7 edition, Prentice Hall, 1997
Joseph J.Mantocchio, Strategic Compensation: A human resource
st
Management Approach, 1 edition, Prentice Hall, 1998
Dick Grote, The complete guide to performance appraisal, Amacom, USA,
1996
Douglas G.Shaw et.al., The performance Measurement, Management and
Appraisal Sourcebook, Human resource development Press Amherst,
Massachussets. 1995
th
Milkovich, G.T, and F.W.Boudreau, Human Resource Management, 8
edition, Irwin, 1997.

MS 5470 STRATEGIC HRM AND GENERAL CULTURAL ISSUES

(4-0-0-2)
Objectives:
In their continuous quest for sustainable competitive advantage, the central
question facing most organizations today is how to reduce, if not eliminate, the
lag between the emergence of new strategies and structures and their
appropriate human resource management systems. The expectation therefore
is that HR executives take on more of leadership roles than before, in driving
the strategies of their organizations, rather than restricting their roles to being
merely followers. Strategic Human Resource Management (SHRM) offers a
look at the critical role of how managing human resources is a value - adding
proposition in the achievement of organizational goals and objectives. Each
human resource function must be aligned with the organizations strategies.
This course is designed to offer tools that lift thinking to a higher level
culminating in processes that lead to an integrated approach between human
resources and the organization.
Contents:

Introduction: Strategic Partnership Model; strategic value of human assets

Investment perspectives of HR and the human resource environment;

strategy implementation

Rewards and development systems; performance evaluation and HR

impacts

Strategic uses of change management

Strategic renewal : downsizing / mergers and acquisitions / restructuring

Internal and external fit in SHRM systems

Crafting strategic HR systems: SHRM measurement

Multinational SHRM

Role of formal HRM under SHRM

49

References:
1.
2.
3.

nd

Mello, Jeffrey A. (2005). Strategic Human Resource Management (2

Ed.). South-Western; Cincinnati
nd
Greer, Charles, R (2001). Strategic Human Resource Management. (2
edition). Pearson Education, New Delhi
th
Ivancevich, John M (2004). Human Resource Management: 9 edition.
Tata McGraw-Hill, New Delhi

MS 5471

MANAGING WORK TEAMS

(4-0-0-2)

Objectives:
Work teams have become an integral part of organizations today. In this
context this course will sensitize students on the dynamics of work teams. The
key objective of the course is to help the students understand factors which
affect work team performance and thus manage them effectively.
Contents:

Introduction to work teams: Definition of work teams How work teams

are different from other teams - Different types of work teams Theories
on work teams.

Factors affecting team performance:

Interpersonal factors Task
related factors Technological factors Temporal factors

Team Dynamics: Conflict in teams Group think in-group Vs out-group

behaviours.

Managing a team: being a team member being a team leader HR

issues in managing a team.

Text books:
1. Hackman J. R (1990), Groups That Work (and Those That Don't):
Creating Conditions for Effective Teamwork (Jossey Bass Business and
Management Series), Jossey-Bass Inc Publishers, San Francisco,
California.
2. Stewart G.L., Sims H. P., Manz C. C., (1999). Team-Work and Group
Dynamics. J. Wiley, New York.
References:
1. M. P. Ganesh and Meenakshi Gupta (2008).Nurturing Team Performance
by Managing Virtualness,.Journal of Psychosocial Research. Vol. 3 No. p.
251-264
50

2.
3.
4.
5.

Yeatts, D.E., and Hyten, C., (1997). High-performing self-managed work

teams: A
Comparison of theory to practice. Sage Publications.
Maruping, L. M., and Agarwal, R. (2004). Managing team interpersonal
processes
Through technology: A tasktechnology fit perspective. Journal of Applied
Psychology, 89(6), 975-990.

MS 5472

LEADERSHIP DEVELOPMENT

(4-0-0-2)

Objectives:
Leadership is one of the most salient aspects of the organizational context. It is
a complex process by which the leader influences others to perform and
achieve. The leadership attributes belief, values, ethics, character,
knowledge, and skills are all traits which can be learned. The course is
designed to discuss several important aspects of leadership in a
comprehensive manner. Course will also expose students to some of the
central ideas and frameworks in leadership and helps them to understand how
to apply these ideas and frameworks to analyze managerial and organizational
situations.
Contents:

Nature & Importance of Leadership: Definition and the Leadership Grid;

Leadership theories, styles and Behavior; Leadership and Major
motivational theories

The Leader: Character and integrity; Ethics and Values; Building

excellence; Emotional intelligence; Leadership traits; Influencing
team/organizational culture

Developing Team Work: Team building process; Team leadership;

Facilitation; Mediation; Negotiation; The Team Leader as a facilitator,
mediator & negotiator

Communication, Conflict and Coaching: Communication skills and

styles; Conducting effective meetings; Managing Conflict; Coaching &
mentoring; Coaching for performance; Skills Audit; Giving feedback;

Power, Politics and Leadership: Working with politics and power;

Influence and Persuasion; Factors that contribute to political behavior;
Exercising control over dysfunctional politics.

Strategic Leadership: The nature of strategic leadership; International

and culturally diverse aspects of leadership: Leadership and diversity;
Leadership and change; Creating High performance culture; Leadership
and the organization
51

References:
1.
2.
3.

4.

Robert. N.Lussier & Christopher. F. Achua. Effective Leadership. 3rd

Edition. Ceneage Learning India Pvt Ltd (2007)
Watson M Craig. Dynamics of leadership. Jaico Publishing House. 2001.
Daniel Goleman. Leadership that Gets Results. Harvard Business
Review OnPoint Enhanced Edition. Boston: Harvard Business School
Publishing, 2000.
Selected papers from refereed journals.

MS 5473 ORGANIZATION DEVELOPMENT

(4-0-0-2)

Objectives:
This course treats the contemporary theory and practice of organization
development while also focusing on the role of organization development in
anticipating and effecting change in organizations. The course examines the
organization diagnostic & development process, intervention strategies, and
the role of organization development in creating the changes that improve
individuals, teams, and organizations, roles & styles of OD practitioners
Contents:

Overview of Organizations and Systems: Understanding

organizations; diversity of organizations; organizations as open
systems; Overview of the field of organization development;

Collaborative Consulting: Collaborative and OD consulting;

Maintaining Professionalism; Yourself as an instrument of Change;
Trust, commitment and collaboration with Clients; Administrative
skills; staying grounded and centered

Values, Assumptions and Beliefs in OD: OD components;

Chronology of events in Management and organization thought; early
statements of OD values and assumptions; Implications of OD values
and assumptions.

Theory and Management of OD: Action research and Organization

Development; Action Research Diagnostic Phases; Action Research
Implementation Phases; Managing the OD process;

OD Interventions: OD interventions-An Overview; Team

Interventions; Intergroup and Third party Peacemaking interventions;
Comprehensive interventions; Structural interventions; Training
Experiences

52

Performance, Change and Learning: Performance management;

Organizational Change and capacity building; evaluation of
performance and change; cultivating and guiding learning

Collaborative Consulting Cycle: Clients start up; Engagement and

Agreement; Discovery and feedback; Action Planning, Alignment and
Integration; Implementation and Change Management; Adoption and
evaluation; Project termination

Key Considerations and Issues: Issues in Consultant client

Relationships; System Ramifications; Power, Politics and
Organization Development. Research on Organization Development;
Future and OD

References:
1.
2.
3.
4.
5.

Brown, D. R., (2010). An experiential approach to organization

th
development. 8 Ed Pearson/Prentice-Hall: Upper Saddle River, NJ.
Joan V Gallos (2006) Organization Development. A Jossey Bass Reader.
Jossey-Bass Ed 1.
Cummings, T.G. & Worley, C.G. (2008). Organization Development and
Change (9thEd.). Cincinnati, OH: South-Western College Publishing.
Donald L. Anderson (2009) Organization Development: The Process of
Leading Organizational Change. Sage Publications, Inc.
French & Bell (1998) Organizational Development: Behavioral Science
Interventions for Organization Improvement, 6th Edition.

MS 5474

HR IN MERGERS AND ACQUISITIONS

(4-0-0-2)

Objectives:
Mergers and acquisitions (M&A) are increasingly being used by firms to
strengthen and maintain their position in the marketplace. While most M&A
research focused on the financial and strategic issues, more recent literature is
focusing on the human resources (HR) aspect of M&A.
Today, it is widely accepted that the way HR issues are handled is critical to
the success of any M&A and management of the human side of change is the
real key to maximizing the value of a deal. Most M&A failures can be traced to
poor support of HR-related issues and activities, human resources issues
being neglected or HR not playing a critical role in the process. As the Indian
industry opens up to the global competition, we are witnessing a spate of such
mergers, acquisitions, and strategic alliances for corporate restructuring and
renewal. It is in this context that this course is being offered. Though M&As is
highly multi-dimensional, course highlights the human aspects and people side
of mergers and acquisitions.
53

Contents:

Introduction: A Brief History of Mergers and Acquisitions, Why

Companies Merge and Acquire, Merger and Acquisition Lifecycle.
Why Mergers fail

HR function and role change: M&As as change makers Factors

influencing the role of the HR function: The Outer context, The Inner
context: Organization factors, Individual factors, Merger specific
influencing factors

Frameworks for HRM: Tysons and Fells Building Industry, Storeys

Personnel Practitioners, Monks Perosnnel Management, Ulrichs
multiple role model etc

Strategic fit between M&As and HRM: HR Leadership, HR Due

Diligence, Organization structure, integration planning, Over capacity
M&As and Downsizing, Staffing and Selection, Retention,
Communication, Transition Teams, Cultural clashes and the
acculturation process, Change management, HRM processes,
Resources, Values.

Critical HR issues: pre-combination, integration, and post-integration.:

Pre-Combination: HR Issues, HR Implications and Actions;
Combination - Integrating the Companies; HR Implications and
Actions; Solidification and Assessment of the New Entity: HR Issues
and HR Implications and Actions
Integration levers and components

References:
1.
2.
3.

4.

The Human Side of Mergers and Acquisitions. Buono, A.F. and Bowditch,
J.L. (1989) San Francisco, CA: Jossey-Bass.
Mergers and Acquisitions: Managing Culture and Human ResourcesGnter K. Stahl, Mark E. Mendenhall- Stanford University Press, 2005
The Human Side of Mergers and Acquisitions: Managing Collisions
Between People, Cultures, and Organizations-Anthony F. Buono, James
L. Bowditch-Beard Books, 2003
Birkinshaw, J. and Bresman, H. (2000) Managing the Post-Acquisition
Integration Process: How the Human Integration and Task Integration
Processes Interact to Foster Value Creation, Journal of Management
Studies, 37: 395425.

54

MS 5480

CROSS-CULTURAL MANAGEMENT

(4-0-0-2)

In present-day India, with its increasing focus on globalization, business

success requires intercultural awareness and effective cross cultural
communication skills. In addition to the normal pressures of peoplemanagement, managers are now required to deal with challenges, friction
and misunderstandings emanating from cross cultural differences.
Understanding and appreciating intercultural differences ultimately
promotes clearer communication, breaks down barriers, and strengthens
relationships and yields tangible results in terms of business success. This
course aims to provide an overview and practical skills in the cross-cultural
management and cross-cultural business communication, through an
understanding of how culture affects workplace dynamics.
Contents:

Introduction: International management and culture. Culture and the

workplace.

Cultural orientation. G. Hofstede, Trompenaars, Globe cultural

dimensions. Implications for the manager.
o Stereotyping in cross-cultural management.
o National culture and organizational culture.
o Leadership in cross-cultural management.
o Culture and organizational structure.
o Motivating across cultures.
o Culture and conflict. Conflict management.

Negotiations.Appropriate communication across cultures. Verbal

and non-verbal business communication.

Culture and planning.

International staffing policy. Intercultural team-work.

Expatriates culture shock and methods of cultural adjustment.

Multicultural business- Regional specific.

References:
1. The Blackwell handbook of cross-cultural management. (2002) Gannon,
M.& Newman, K. L. (eds.) Oxford, UK: Blackwell.
2. Earley, P. C. & Gibson, C. B. (2002). Multinational work teams: A new
perspective. Mahwah, NJ: Lawrence Erlbaum.
3. Hall, E. T. Beyond culture. Garden City: Anchor Press. Doubleday.
1981.
4. Hofstede, G. (2003) Cultures and organizations: Intercultural cooperation
and its importance for survival. London. Profile books.
5. Manab Thakur, Gene E Burton, B N Srivastava. (2001) International
management. Concepts and cases. New Dehli: Tata McGraw-Hill
Publishing Company.
55

6.
7.

Marx, E. (1999) Breaking though culture shock: what you need to

succeed in international business. Cambridge university press.
Mead, R. (2001) International management. Cross-cultural dimensions.
nd
(2 ed.) Oxford: Blackwell.

MS5490 MANAGEMENT OF CHANGE AND TRANSFORMATION

(4-0-0-2)
Objectives:
To enable the participants

Understand the forces of change in organizations

The need for effective management of change process

Develop knowledge and skills to design and implement change processes

in organizations
Contents:
Unit 1:
Environmental context of organizations
Forces of change
Unit 2:
Need for effective management of change
Process steps in the management of change
Unit 3:
Frameworks for organizational analysis
Organizational growth stages
Unit 4:
Appreciative inquiry in facilitating change
Designing and implementing change
Unit 5:
Behavioural dimensions of change process
Understanding and managing resistance to change

Unit 5:
Role, types and competencies of facilitators of change
Seminal works of change management Participants will take up an
assignment on a seminal book/concept relating to management of change

MS 5500

PERFORMANCE MANAGEMENT

(4-0-0-2)

Objectives:

Develop skills for managing performance of employees i.e. appraising,

Compensating & developing employees

Appreciate Reward & Performance management in the context of the

organizational Objectives
56

At the end of this course, the students should have a greater understanding of
basics of RPM and its applications at the work site
Contents:

Performance Management Definition, concerns. Scope and its

linkage with other HRM Systems

Elements of Performance Management

Defining Performance, Facilitating Performance and Encouraging
Performance
Setting Goals & Targets
Responsibilities before, during, after Performance & Development
Planning
Individual, team and organizational performance linkages

Designing PMS- {MBO, BSC. Policy Deployment}

Monitoring and Appraising Performance (Performance Appraisal)

o What is Performance Appraisal
o The Performance Appraisal system
o Performance Appraisal Methods
o
Errors and Biases in Performance Appraisal
o
Reducing biases / errors
o
Features of an effective system
o Performance Counselling
(What is it, What to do, what not to do)

Compensating Performance Reward Management

o Performance management and compensation strategies
o What is compensation
o Designing compensation systems
o Compensation and dimensions
o Legislation and compensation
o Job analysis, Job description, Job evaluation techniques
o Compensation surveys, Compensation policies
o Designing pay structures
o (Pay policy line, Pay grades, broad banding)
o
Pay for performance / Pay for knowledge Seniority / Merit
o Incentives and benefits.

57

Text books:
1.
2.

Performance Management, Herman Aguinis, Pearson Education, 2007.

The Talent Management Hand Book, Lance A. Berger & Dorothy
R. Berger, Tata Mc-Graw Hill.

References:
1.
2.
3.
4.
5.

Appraising & Developing Managerial Performance-.T. V. Rao, Excel Books

360 degree feedback & assessment & development Centres, Volume I, II
and III, TV Rao,et al., Excel Books
Performance Management, Dixit Varsha, Ist edition, Vrinda Publications
Ltd.
Performance Management, Michael Armstrong and Angela Baran, Jaico
Publication
A handbook of Remuneration Strategy and practices - Michael Armstrong,
Hallen Muntis,Kogan Page .

MS 7460

CORPORATE SOCIAL RESPONSIBILITY

AND MANAGERIAL ETHICS

(4-0-0-2)

Objectives:

To help students understand the impact of business on society, politics

and ecological environment.

To sensitize students on the importance of socially responsible business

practices for sustained business performance.

To help students understand the basic concepts in business ethics and

thus recognize the ethical implications of their business decision in future.

Help students aware of ethical dilemmas they might encounter in their

future career and to understand the role of their personal values in
resolving those dilemmas.
Contents:

The social context of business

Corporations and their impact on the social, political, ecological

environment

Corporate Social Responsibility and Organizational Performance

Theoretical approaches to Corporate Social Responsibility

The stake holders approach to business

Business ethics and Management

Personal and organizational ethics

Morality, personal values in the work place

Factors affecting ethical decision making

Understanding and resolving ethical dilemmas

Mechanisms to improve business ethics in organizations

58

References:
1.

2.
3.
4.

Archie B. C and Buchholtz A. K., (2009). Business and Society Ethics

th
and Stakeholder Management 7 edition, South Western- Cengage
Learning.
Fisher C. and Lovell A., (2006). Business Ethics and Values - Individual,
nd
Corporate and International Perspectives 2 edition. Prentice Hall
Pies I, and Koslowski P., (2011). Corporate Citizenship and New
Governance - The Political Role of Corporations. Springer
Duska. R.,(2007). Contemporary Reflections on Business Ethics. Springer

59

OPERATIONS MANAGEMENT ELECTIVES

MS 5510 LOGISTICS AND DISTRIBUTION MANAGEMENT

(4-0-0-2)

Objectives: The purpose of this course is to provide an understanding of the

issues in modeling logistics and distribution in industry.
Contents:
The factors governing the location of Distribution Centers: Qualitative and
quantitative factors in the context of strategic, tactical and operational issues.
Modelling of Distribution Centre (DC) Location: Optimization of DC locations
using mixed integer programming; heuristic methods.
Vehicle Routing, Minimum Spanning and Travelling salesman problems:
Optimization algorithms and heuristic methods.
Strategic, Tactical and Operational Analysis of Distribution Networks in
Supply Chains: Framework, optimization and heuristic approaches.
Analysis of Logistics Management: Qualitative factors in logistics
management by road, sea and air in the national and international arena.
References:
1.
2.

Heragu, Sundaresh, Facilities Design, 1997, PWS Publishing Company,

Boston.
Shapiro, Jeramy. Modeling the Supply Chain, 2001, Duxbury Thomson
Learning, Pacific Grove, California, USA.

MS 5520

SIMULATION MODELING AND ANALYSIS

(4-0-0-2)

Objectives:
By the end of the course, students will be able to: Define and describe
simulation systems; Interpret and infer from simulation systems; Build
simulations models for optimization.
Contents:

Systems and Modelling: Systems, sub-systems, parameters, variables,

measures of performance, and types of models.
Introduction to simulation: Qualitative and quantitative simulation

60

Introduction to sampling: Sampling from historical data, empirical

distributions and statistical distributions

Applications of simulation: Study of inventory system, project network,

replacement model, production and operations scheduling, supply chain,
and queuing system; development of business games.

Design of simulation experiments: Analysis of transient and steady states,

and run length; variance reduction techniques; use of statistical tests for
output data analysis.

Use of simulation software.

References:
1.
Ross Sheldon (2005), Simulation, Third Edition, Elsevier
Publications India Pvt Ltd
2.
Law Averill and Kelton David W (1991), Simulation Modeling and
Analysis, Second Edition, McGraw Hill Inc, New York, USA
3.
Gosawi Abhiji, (2010), Simulation-based Optimization, Kluwer
Academic Publishers, Norwell, Massachusetts, USA

MS 5540 MANUFACTURING SYSTEMS MANAGEMENT

(4-0-0-2)

Objectives:
This course aims at introducing concepts in Manufacturing Systems
Management through examples, problems and case studies. The emphasis is
more on recent trends and thinking in the design and operations of
manufacturing systems such as Cellular Manufacturing, Flexible Manufacturing
and Synchronous Manufacturing. The emphasis will be more on applying the
concepts rather on the theory behind these concepts. The topics to be covered
are:
Contents:

Types of Manufacturing Systems

Cellular Manufacturing Systems Issues in Design

Production Flow Analysis

Quantitative Algorithms for cellular manufacturing systems

Operator Allocation and planning issues

Product Ownership based design

Flexible Manufacturing systems Design issues and algorithms

Synchronous Manufacturing Concepts

Synchronous Manufacturing Applications and extensions

Agile Manufacturing
61

References:

1.

Burbidge J.L. (1971) Production Flow Analysis, Production Engineer, Vol

50, 139-152.
2. Mahadevan B, the New Manufacturing Architecture, Tata McGraw Hill
Publishing Company, New Delhi, 1999.
3. SA Irani (Editor), Handbook of Cellular Manufacturing, Wiley International,
1998.
4. Black J T (1991), The Design of the Factory with a Future, McGraw-Hill
Series in Industrial Engineering and Management Science, McGraw-Hill
Companies, USA .
5. Goldratt, E and Cox Jeff (1992), The Goal: A Process of On-going
Improvement, second revised edition, North River Press, USA.
6. Rouf A. and Ahmed S.I. (Editors) (1985), Flexible Manufacturing Systems:
Recent Developments in FMS, Robotics, CAD/CAM, CIM, Elsevier
Science Publisher, B.V. Amsterdam.
7. Goldmann, S.L., Nagel, R.N., and Priess, J., Agile Competitors and Virtual
Organizations, Van Nostrand Reinhold, New York, 1995.
8. Goldratt, E. and Cox, J., The Goal: A Process of Ongoing improvement,
Revised Edition, North River Press, New York, 1987.
9. Wemerlov, U. and Hyer, N.L., Cellular Manufacturing in the U.S. Industry:
A Survey of users, International Journal of Production Research, Vol. 27,
1511-1530, 1989.
10. Wemmerlov, U. and Johnson, D. J., Cellular manufacturing at 46 User
Plants: Implementation Experiences and Performance Improvements,
International Journal of Production Research, Vol.35, 29-50, 1997.

MS5550

OPERATIONS RESEARCH APPLICATIONS

(4-0-0-2)

Objectives:
This course introduces the students to selected applications and recent tools of
Operations Research. The applications of Operations Research are varied,
ranging from Manufacturing to Services and the Social Sciences. Important
applications are chosen from the various management, functional areas and
are discussed. For each application, the various tools and techniques used, the
relevant literature, the different variants of the problem are discussed. The
stress will be on the adaptation of the tools and techniques of Operations
Research for the application, more than understanding the functional area.
Where relevant, cases and computer solutions will be discussed pertaining to
the application.
Contents:
A suggested set of applications is given below. The applications can change
based on recent developments from time to time.
62

Job Shop Scheduling - O.R. models in scheduling - Dispatching rules for

various situations - Application of Shifting Bottleneck Heuristic - Case
study on application of genetic Algorithms and dispatching Rules.

Vehicle routing problem - Applications in Distribution and Logistics Types of VRP - Exact Solutions using TSP and heuristics using savings
method - Case Study and Application.

Bin packing problem - 1d, 2d and 3d problems, Algorithms and

algorithms, Applications.

Resource Constrained Project Scheduling - Formulations and heuristics,

Applications

Portfolio Optimization
Multipliers.

Quadratic

Programming

Lagrangean

Conjoint Analysis - Applications in Marketing - Linear Programming

models for preference estimation.
Data Envelopment Analysis - Linear Programming models - Applications
in Health care industry
Crew Scheduling and Rostering - Linear and Integer Programming Applications in Airline Industry - Case study and Real-life application.

References:
1.
2.
3.
4.
5.

6.

7.
8.

9.

Wayne Winston. Operations Research: Volume 2 Introduction to Probability

Models. Thomson Books, 2004.
Micheal Pinedo, Scheduling -Theory, Algorithms and Systems, Prentice
Hall Inc, 1995.
Adams J, Balas E and Zawack , (1988) The Shifting Bottleneck Procedure
for Job shop , Scheduling, Management Science, Vol 34, No.3 391-401.
Bodin LC (1990) Twenty years of Routing and Scheduling, Operations
Research, Vol38,No.4, 571-579.
Andrea Lodi, Silvano Martello, Michele Monaci,(2002) Two dimensional
Parking Problems: A survey, European Journal of Operational Research,
Vol 141, NO. 2, 241- 252.
Brucker P, Drexl A, Mohring R, Neumann K, Pesch E (1999), ResourceConstrained Project Scheduling: Notation, Classification, Models and
Methods, European Journal of Operational Research, 1999, Volume 112,
3-41.
Amenc N and Le Sourd V. Portfolio Theory and Performance Analysis,
Wiley NJ, 2003.
Srinivasan V and Shoker AD (1973) Linear Programming Techniques for
Multidimensional Analysis of Preferences, Psychometrica, Vol 38, No. 3,
337-369.
Charnes, A; Cooper, W . W .; Rhodes, E (1981) Evaluating
program and managerial efficiency: an application of data
63

envelopment analysis to program follow through.

Management
Science, Vol. 27 No. 6, 668-697,
10. Balaji Gopalakrishnan, Ellis. L. Johnson (2005) Airline Crew Scheduling:
tate-of-the-Art. Annals of Operations Research. Vol. 140, No. 1; p. 305.

MS 5560

SERVICE OPERATIONS MANAGEMENT

(4-0-0-2)

Objectives:
This course discusses the various issues in the strategic, tactical and
operational aspects of Service Management. Of late, with distribution and
logistics gaining importance and third party service providers being available
for all activities, service operations management is gaining importance in the
overall success of any business.
Contents:
Nature of services
Focus of Service Management
Globalization of services
Service strategy
Technology and Impact on services
Locating facilities
Managing demand and supply in services
Service Quality
Service Productivity
Tools for service management
The course will involve case discussions, assignments, internet exercises and
student presentations.
Reference:
Haksever C, Render B, Russell RA and Murdick RG (2000) Service
Management and Operations, Prentice Hall International, USA.

MS 5570

HEURISTICS FOR DECISION MAKING

(4-0-0-2)

Objectives: This course provides insights on various heuristics and its

applications in different functional areas of management.
Contents:
Introduction to conventional search techniques: Random search, simple
dimensional search, steepest ascent/descent search, and greedy search.
64

Introduction to meta heuristics: Simulated annealing, tabu search, genetic

algorithm, artificial neural network and ant-colony algorithm.
Applications of heuristics to

Production Management: plant location and layout, demand

forecasting, aggregate production planning, and production
scheduling.

Operations Management: study of issues in supply chains, involving

location and capacity determination of suppliers, manufacturing plant,
distribution centers and retail points.

Financial Management: capital budgeting, forecasting share prices

and valuation of securities.

Manpower Planning.
References:
1.

2.

Tversky, Amos; Kahneman, Daniel (1982), "Judgment under uncertainty:

heuristics and biases", in Kahneman, Daniel; Slovic, Paul; Tversky, Amos,
Judgment under uncertainty: heuristics and biases, Cambridge University
Press, pp. 320, ISBN 9780521284141
Baron, Jonathan (2000), Thinking and deciding (3rd ed.), New York:
Cambridge University Press, ISBN 0521650305, OCLC 316403966

MS 6230

STRATEGIC SOURCING

(4-0-0-2)

Objectives:
This course describes and offers insights on the transformation from functional
sourcing or purchasing to strategic sourcing. It will be useful for students to
understand:
Dramatic change of purchasing into world class supply management
Various strategic decisions for outsourcing, supplier selection, evaluation
and development.
The role of communications, electronic exchanges, global markets and
Internet in sourcing process design
Contents:

World class supply management - Imperatives, evolution of

strategic sourcing; Supply chains and networks; Supply
managements role in business and its impact on bottom line;
Strategic supply management alliances.
Total Cost of Ownership (TCO) and strategic cost management Components of TCO; Price and cost analysis; Discounts and contract
compensation arrangements.
65

e-Commerce: negotiation and bidding - e-Commerce as an

enabler: EDI and ERP; B2B exchanges; Online negotiations and
reverse auctions.
Outsourcing and managing suppliers - Make or buy decisions;
Strategic issues in outsourcing; Supplier selection (bidding and
negotiation); Supplier evaluation and development; Single sourcing
versus multiple sourcing; Supply base reduction.
Supplier relationship management and Global supply
management - Supplier relationship and contract management,
incentives, innovation and supply risks; Supply channels and global
trade Intermediaries; Currency and payment issues.
Analytical models - Supplier selection; Supplier evaluation; Supply
base optimization; Supplier performance index; Supply contracts.

Text books:
1.

2.
3.

Burt, D. N., Dobler, D. W. and Starling, S. L. (2008), World Class Supply

th
Management: The key to Supply Chain Management, 7 Edition, Tata
McGraw Hill, New Delhi.
Monczka R., Trent, R. and Handfield, R. (2008), Purchasing and Supply
rd
Chain Management, 3 Edition, Thomson South Western, New Delhi.
Seshadri, S. (2005), Sourcing Strategy: Principles, Policy and Designs,
st
1 Edition, Springer, New York.

MS6030 ADVANCED DATA ANALYTICS FOR MANAGEMENT

(4-0-0-2)
Objectives:
To develop strong data analytic skills using a case based approach to apply
data mining and advanced statistical techniques to business problems.
Examples from finance, marketing, operations management and HR will be
discussed.
Prerequisites: First course in Basic Statistics.
Pedagogy: A mixture of analysis based on cases and examples.
Contents:

Data Visualization Understanding business scenarios by analyzing

patterns in data. Would cover linear patterns, curved patterns, Normal
models, linear models and nonlinear models. Visualizing higher
dimensional data.
66

Decision Trees and Value of information: Review concepts from probability

and discuss construction of decision trees. Applications include use of
decision trees to evaluate options,
Classification: General approach to solve a classification problem.
Evaluating performance of a classifier. Rule based classification, nearestneighbor classifiers and Bayes classifiers. Applications include Anomaly
detection, fraud detection in credit card etc.
Maximum Likelihood estimation and application to management.
Dimensionality Reduction: Principal component analysis, Singular Value
Decomposition, Factor Analysis, Multidimensional scaling and cluster
analysis
Multiple Regressions: Multivariate Linear Regression and Statistical
Inference in multiple regressions.

References:

1.
2.
3.

Pang-Ning Tan, Michael Steinbach and Vipin Kumar (2009), Introduction

to Data Mining, Pearson Education Inc.
Dean Foster, Robert Stine and Richard Waterman (1998), Business
Analysis using Regression, Springer Verlag.
Dimitris Bertsimas and Robert M. Freund (2004), Data, Models and
Decisions: The Fundamentals of Management Science, Dynamic Ideas
LLC.

MS 7200 GAME THEORY I

(4-0-0-2)

Objectives:
Introduction to formal treatment of games. This should help us appreciate the
importance of information in decision-making, Emphasis of applications of
game theoretic principles to model various problems.
Prerequisites: No formal prerequisites required. Aptitude for logic would be
very helpful.
Contents:

Introduction what is a game? different forms of games, history

Terms and definitions extensive and normal form of games, strategies

(pure and mixed), dominance, rationalizability, Nash equilibrium

Static games with perfect information Cournot competition, Bertrand

duopoly model, Pareto optimality, Proof of existence of Nash equilibrium

67

Dynamic games with perfect information multi-stage games, sub-game

perfection, backward induction principle and its applications (advertising
and competition), Chain-store paradox, repeated games (reputation
games), Folk theorem

Static games with incomplete information Bayesian games, perfect

Bayesian equilibrium, Contracting risk and incentives, Job market
signaling and schools

Text Book:
Drew Fudenberg and Jean Tirole (2005), Game Theory, First Indian Reprint,
Ane Books, New Delhi.
References:

1.
2.

Joel Watson (2004), Strategy Introduction to Game Theory, South

Asian Edition, W.W. Norton and Company
rd
Hal Varian (1992),Microeconomic Analysis, 3 Edition, W.W. Norton and
Company.

MS 8200 GAME THEORY II

(4-0-0-2)

Objectives:
Emphasis would be on the theoretical basis for game theory. Also, advanced
topics and applications of game theoretic principles shall be discussed.
At the end of the course, the student is expected to know important theoretical
results in the area and also will able to apply the theorems in practical
applications.
Contents:

Static games with incomplete information -- mechanism design, auctions,

efficiency theorems

Dynamic games with incomplete information game trees, sequential

equilibrium, perfect Bayesian equilibrium for repeated games

Sequential bargaining under incomplete information price discrimination,

price offers from informed player

Games of asymmetric information moral hazard, optimal contracts,

efficiency wages, adverse selection

Signaling games
68

Text book:
Drew Fudenberg and Jean Tirole (2005), Game Theory, First Indian Reprint,
Ane Books New Delhi.
References:

1.
2.

Joel Watson (2004), Strategy Introduction to Game Theory, South

Asian Edition, W.W. Norton and Company
rd
Hal Varian (1992),Microeconomic Analysis, 3 Edition, W.W. Norton and
Company.

MS 8500 STOCHASTIC MODELING AND APPLICATIONS I

(4-0-0-2)
Objectives:
This is a first course in stochastic processes and their applications. Through
this course, we hope to explore: Building blocks of stochastic processes;
Modeling problems from various areas (specifically operations and finance)
using stochastic processes.
Contents:

Random variables, Conditional probability and Conditional expectation

Review of probability basics; Bayes theorem; Computing probabilities and
expectations by conditioning; Applications and examples

Markov chains
State definition, transition probabilities; Chapman-Kolmogorov equation;
Steady state probabilities Applications and examples

Continuous time Markov chains

Birth-death processes; Limiting probabilities; Applications and examples

Renewal reward theory

Renewal reward processes; Insurance ruin problem; other applications
and examples
Brownian motion process and financial option pricing
Hitting times; Gamblers ruin problem; Geometric Brownian motion
process; Pricing stock options

Text Book
th

S.M Ross (2006), Introduction to Probability Models, 9 Edition, Academic

Press, ISBN # 978-0125980623.
69

References:
1.
2.

Karlin, S. and H. M Taylor (1975), A First course in Stochastic

Processes, Second Edition, Academic Press, ISBN # 978-0123985521.
Luenberger, D.G (1997), Investment Science, Oxford University Press,
USA, ISBN # 978-0195108095.

MS 8510 STOCHASTIC MODELING AND APPLICATIONS II

(4-0-0-2)
Objectives:
By the end of this course, students will be able to: Define building blocks of a
financial model using theory of stochastic processes; Evaluate a given financial
model using stochastic calculus; Design and develop stochastic models
Contents:
Queuing models
Exponential models; Queuing networks; Priority queues; Multi-server
queues; Applications and examples
Stochastic processes in finance
Arbitrage pricing; Capital asset pricing
Martingales
Definition, Sub- SuperApplications to finance

Martingales,

Optional

Sampling

Theorem,

Stochastic Dynamic Programming

Review of deterministic DP, Value iteration, Policy iteration, Applications in
operations management
Text book:
Karlin, S. and H. M Taylor (1975), A First Course in Stochastic Processes,
Second Edition, Academic Press, ISBN # 978-0123985521.
References:
1.

2.

Buzacott J.A. and J. George Shanthikumar (1993), Stochastic Models for

Manufacturing Systems, Prentice Hall Englewood Cliff, NJ ISBN # 978
0138 475673
Bertsekas D.P. (2005), Dynamic Programming and Optimal Control:
Volume 1, Athena Scientific, ISBN # 978 1886 529 267

70

FINANCE ELECTIVES
MS5610 SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
(4-0-0-2)
Objectives:
The course introduces security research technique as well as security valuation
methods. The lectures, projects and cases require use of computer based
technical tools.
Contents:

Money market securities CDs CPs Eurodollars REPO bankers

acceptances government bills.

Corporate bonds types characteristics determinants of discount

rates.

Shares types characteristics determination of issue price.

Security market indexes.

Risk and factors influencing security risk short positions hedging

abridge.

Bond portfolio management bond values durations yield spreads

bond portfolio immunization.

Portfolio management share valuation earnings approach valve vs

price technical analysis fundamental analysis portfolio return
efficient frontiers optimum portfolio.

Portfolio performance evaluation mutual funds Sharpes performance

measure Treynors performance measure Jensens performance
measure comparison of performance measures.

References:
1. Fisher, Donald, and Ronald Jordon, Security analysis and Portfolio
Management, John Wiley, New York, 1990.
2. Francis, J.C., and W.Taylor, Theory and Problems of Investments,
McGraw Hill, New York, 1992.
3. Jones, Charles P., Investments: Analysis and Management, John Wiley,
New York, 1990.
4. Francis, J.C., and Stephen H.Archer, Portfolio Analysis, Prentice Hall, New
Jersey, 1990.
5. Reilly, Frank., and Keith C. Brown, Investment Analysis and Portfolio
Management, Harcount College Publsihers, 1999.
6. Cottle, Sidney, et.al, Security Analysis, McGraw Hill, New York, 1988.
71

MS 5611 STRATEGIC FINANCIAL DECISION MAKING

(4-0-0-2)

Objectives:
The objective of this course is to help the student understand the
interrelationships between different financial decisions and the impact that such
decisions have on firm value. The course would help the student to gain
insights into the interrelationships among financing, capital budgeting, liquidity
management, accounting, capital restructuring, and actual production and
capacity decisions. This course would also internalize the learning from the
st
fundamental finance and other courses taught during the 1 year of the MBA
program by moving away from a problem solving approach to real world
decision making situations.
Contents:
The course would use a multiple period decision making simulation setting in
which students would make a variety of financial decisions. The key aspects of
decision making would be:

Establishing a management plan

Developing Pro Forma financial statements
Cash and liquidity management
Capital budgeting analysis
Capital structure decisions
Dividend polity
Discount on receivables
Pricing strategy
Production and advertising decisions
Integrating the set of decisions

TEXT BOOKS:

1.
2.

Brooks, L. D. (2008). FinGame Online, Mc Graw Hill.

Ross, S. A., Westerfield, R. W., and Jaffe, J. (2005). Corporate Finance,
Mc Graw Hill.

References:
1. Mian, S. I. and C. Smith, 1994. Extending trade credit and financing
receivables, Journal of Applied Corporate Finance, Spring Issue.
2. Myers, S. C. , 1984, The capital structure puzzle, Journal of Finance, July
issue.
3. Miller, M. and Modigliani, F., 1961. Dividend policy, growth, and the
valuation of shares. Journal of Business, October issue.

72

MS 5612 REAL OPTIONS VALUATION FOR STRATEGIC (4-0-0-2)

INVESTMENTS AND DECISIONS
Objectives:
The objective of this course is to expose the students to the use of techniques
that are used in options valuation in real world business decisions. This course
would provide the students exposure to analytical skills that help in analyzing
capital investment decisions using an options framework. In addition, the
course would also introduce the students to look at stocks and bonds as
options, and use options techniques in valuation of corporate financing
instruments such as warrants, convertible debt, etc.
Contents:

Introduction to real options analysis: Traditional options analysis,

drawbacks in using traditional valuation methodologies, the basics and
fundamental essence of real options, the importance of real options, and
comparing traditional approaches with real options
Application of financial options concepts: Essential option concepts,
applying financial option concepts to real options, Black-Scholes and
binomial valuation models
Different real options models: Option to abandon, option to expand,
option to contract, option to switch, option to activate, option to choose,
simultaneous compound options, and sequential compound option, use of
case studies and situations to illustrate the various option models
Valuation process: Monte Carlo simulation, binomial lattice, volatility
estimates, optimization techniques, introduction to software tools for real
options
Use of options to value financial instruments and structures: Firm
expressed as put and call options, warrants and convertible instruments,
Pricing and valuation of convertible bonds

Text books:
1.
2.

Mun, J.(2006). Real options analysis Tools and techniques for valuing
strategic investments and decisions, John Wiley and Sons, New Jersey.
Howell, S., Stark, A., Newton, D., Paxson, D., Cavus, M., Pereira, J., and
Patel, K. (2001). Real options Evaluating corporate investment
opportunities in a dynamic world, Prentice Hall, London

References:
73

1.
2.

3.

Copeland, T. and Tufano, P. (2004). A real world way to manage real

options. Harvard Business Review, March issue, pp. 90 99
Hevert, K. T. (2001). Real options primer: a practical synthesis of concepts
and valuation approaches, Journal of Applied Corporate Finance, 14(2),
pp. 2540
McDonald, R. L. (2006). The Role of Real Options in Capital Budgeting:
Theory and Practice, Journal of Applied Corporate Finance, 18(2),pp. 28
39

MS 5613

CORPORATE HEDGING STRATEGIES (4-0-0-2)

Objectives:
This course intends to introduce students to identify and measure business
risk. The focus is on the methods used by firms to hedge risk and strategies for
transfer and control of business risk. The students will be prepared to select
appropriate risk management tools, issues involved in implementation of the
selected strategies and monitor the hedge outcome to ensure value creation in
business.
Contents:

Corporate risk operating risk financial risk systems risk event risk
market risk; hedging business risk benefits of hedging cost of hedging;
hedging tools strategic plan market instruments, active hedging
passive hedging Value creation for corporate.

Security hedge business portfolio hedge Tailing the hedge - Measuring

performance of hedged portfolio - Risk mitigation.

Hedging in commodity markets risk reducing strategies using commodity

futures spread positions cross hedging option strategies - commodity
swaps energy swap contracts trading strategies in carbon credits.

Measuring interest rate risk exposure - Hedging interest rate risk

Synthetic agreements - Hedging transaction exposure Hedging
translation exposure - Trading strategies using interest rate forwards,
futures, options and swaps Trading in exotic currency options.

Quantification and evaluation of VaR - Delta hedging, Gamma hedging,

Vega hedging, Theta hedging, Rho hedging and hedging a combination of
risks - Hedge accounting Implication of tax on hedge.
TEXT BOOKS:
Koziol Joseph D., 1990, hedging: principles, practices and strategies for
financial markets, John Wiley & Sons, New York.
References:
74

1.
2.
3.
4.
5.
6.
7.

Beaver W., and G.Parker (eds.)., 1995, Risk management: Problems and
Solutions, McGraw-Hill, New York.
Brown G.W. and D.H. Chew, 1999, Corporate risk, Risk Books, London.
Energy Security Analysis Inc., 1998, Crude oil hedging, Risk Books,
London.
Hull John, 2011, Options, futures and other derivatives, Prentice Hall, New
Jersey.
Kasper Walet and Cyriel de Jong, 2004, A guide to emissions trading, Risk
Books, London.
Leautier Thomas Olivier, 2007, Corporate Risk Management and Value
Creation, Risk Books, London.
Smith C.W. Jr., and C.W. Smithson (eds.) 1990, The handbook of financial
engineering, Harper Business Books, New York.

MS 5614

COMMODITY MARKET

(2-0-0-1)

Objectives:
The purpose of this course is to provide an understanding of the characteristics
of commodity market, trading in commodity exchanges and pricing and
valuation of commodity futures, and overview of various commodity derivatives
market
Contents:

Commodity Market Characteristics

Indian Commodity Market and Global Commodity Market-Indian and
Global Commodity Exchanges - Regulation of Commodity Spot MarketRegulation of Commodity Futures Market- Indian and Global View-- Role
of Government, subsidies, Minimum Support Price, betting, Government
Inventory and International Effect- Commodity Index.
Trading in commodity Spot and Futures Market
Participants-Spot Trading Platform- Design of Commodity Spot ContractsTypes of Commodities traded in Indian and Global Commodity
Exchanges-Instruments available for Trading-- Basics of Trading-Clearing,
Settlement and Risk Management- Pricing and Valuation.
Commodity Derivatives Market
Commodity derivatives- crude oil derivatives, agricultural, forest and
livestock derivatives, metal derivatives Power derivatives, Weather
derivatives, Carbon derivatives, Derivatives on freight, water, Property and
payroll - Commodity Spread, Options, SWAPs and Futures- ETFs.

References:
75

1.
2.
3.

4.
5.
6.

Neil C Schofield, 2013. Commodity Derivatives: Markets and

Applications, Wiley Finance, New Delhi.
Prabina Rajib, 2014. Commodity Derivatives and Risk Management, PHI
Learning Pvt. Ltd, New Delhi.
HelyetteGeman, 2009. Commodities and Commodity Derivatives,
Modeling and Pricing for Agriculturals, Metals and Energy, John Wiley
and Sons, New Delhi.
Indian Institute of Banking and Finance 2009. Commodity Derivatives,
Macmillan Publishers, New Delhi.
Scott Paul Frush, 2008. Commodity Demystified, Tata McGraw Hill
Publication, New Delhi.
Tom Taulli, 2011. All about Commodities, Tata McGraw Hill Publication,
New Delhi.

MS 5615

TREASURY MANAGEMENT

(4-0-0-2)

Objectives:
The aim of this course is to introduce the basics of treasury management in
corporate and banking sector. The scope includes managing cash, how to
use treasury instruments for mitigating financial risk, banking regulations and
payments processes in treasury operations.
Contents:
Module A: Basics of Treasury management function

Role of Financial Markets and Financial Regulatory Environment

Treasury /market risk fundamentals :Treasury risk-market risk-credit

risk Liquidity risk

Scope and functions of treasury management : Treasury and its

relationship to the organizational finance function- Positioning treasury in
the organizational structure - Treasury controls & centralization Treasury outsourcing
Module B:Cash management: Forecasting Cash and liquidity management

Cash Transfer methods: Check payments - Automated clearing house

(ACH) payments - Cash payments - Cash transfer: Types, controls &
procedures.

Cash Forecasting: Models, sources & accuracy of cash forecasting

automation of cash forecasting Cash forecasting controls, Policies &
Procedures Cash budgeting- Zero based budgeting.

Liquidity Management : Rationalities for holding liquidity-Accounting

ratios in liquidity management -Focal areas of banks in liquidity
management Dimensions of liquidity risk Dynamics vs. static liquidity
management

76

Asset liability management: ALM system defined functions of ALCO

structural liquidity time bucketing dynamic short term liquidity
statement.

Module C: Financial risk management: Using treasury instruments beyond

the ambit of Proprietary Positions

Financial risk: Techniques to measure it Hedging speculation

arbitrage -Roles of the treasury department in managing financial risk.

Derivative Instruments: Forward- futures- options swaps

Foreign Exchange Risk Management in Treasury: Foreign Exchange

(FX) rates- Foreign Exchange (FX) exposure commercial banks and
currency risk dimension -Currency derivatives.

Interest Rate Exposure and Risk Management: Fixed rates & Floating
rates Net interest income (NII) Net interest margin (NIM) - Earnings at
risk (EAR)-Interest rate forward-Interest rate futures Interest rate
options-interest swaps.

Equity price risk commodity price risk: Forms of equity risk - focus
areas of equity risk - RBI guidelines -commodity from risk angle defined
Module D:Payment systems practice & issues:

Types of payment systems: Cash Payments Systems-Paper Systems

Electronic systems

Processes
in
Payment
process:
Payment Clearing Process The Settlement Process SWIFT Electronic payment security- cross
currency payments

Payment
system
risk:
Global Banking Systems and Practices Identification
of
Bank
accounts
- Anti
Money Laundering and Its Impact on Payments Continuous
Linked
Settlement
(CLS)
-StraightThroughProcessing
(STP)
ISO 20022 Global Standards
Module E: Regulations, Supervision and Compliance of Treasury
Operations

Internal audit system for treasury/market risk management: Internal audit

objective scope- outsourcing internal audit Internal audit Vs Internal
check

Capital adequacy Requirements: Capital fund Tier 1 & Tier 2 capital

Risk weight control mechanism

Operational risk: Operational risk events-Ten Principles Operational risk

policy.

Regulatory capital charge for market risk exposure : Regulatory guidelines

on capital charge framework for measurement of capital charges for
interest rate risk related instruments in trade book ,interest rate derivatives
,equities in trade book ,foreign exchange and gold positions
Readings:
77

1.
2.
3.

Basics of Basel accord in risk management

Master Circular on Prudential Norms on Capital Adequacy
FEDAI guidelines.

Books
1. Steven M. Bragg, 2010. Treasury Management: The Practitioner's Guide,
Wiley publications.
2. S.K.Bagchi, 2008. Treasury risk management, Jaico books. New Delhi
References:
1. Indian Institute of Banking and Finance, Treasury Management (CAIIB
2010) Macmillan publications.
2. Essentials for Treasury Management, 4th Edition material prepared by
Certified Treasury Professional (CTP)

MS5620

FINANCIAL SERVICES

(4-0-0-2)

Objectives:
This course provides an understanding of the various financial services that are
available, the regulatory framework governing them, the procedures involved
and the current and future scenario in the Indian environment.
Contents:

Financial services fund based fee based services regulatory

framework RBI guidelines SEBI guidelines.
Merchant banking services capital issue management pricing of issue
marketing of issues.
Non-banking financial companies functions
Lease financing, hire purchase finance, consumer credit.
Factoring and forfeiting, bills discounting, debt securitisation.
Housing finance, insurance services, venture capital financing.
Mutual funds, types, fund management.
Stock broking, credit rating.

References:

1.
2.
3.
4.

Machiraju, H.R., Merchant Banking, Wheeler Publishing, 1995.

Verma J.C., Guide to Mutual Fund Portfolio Law, Practice and
Procedures, Bharat Law House, 1992.
Kothari V., Lease Financing, Hire Purchase including Consumer Credit,
Wadhera and Co., 1991.
Khan M.Y., Financial Services, Tata McGraw Hill, New Delhi, 1997.
78

5.
6.

Verma J.C., Venture Capital financing in India., Sage, New Delhi, 1997.
Sadhale H., Mutual Funds in India, Sage, New Delhi, 1997.

MS 5630

INVESTMENT AND COMMERCIAL BANKING (4-0-0-2)

Objectives:
The course intends to introduce the students to the recent developments in the
banking sector and equip them to perform the key managerial functions
effectively.
Contents:

Liberalization in Banking Sector Banking Services Risk Management

Bank Norms

Investment banking activities potential for investment banking in India Stock broking.

Development banking financial appraisal technical, economic appraisal

Social cost-benefit analysis guidelines for financing supervision
system.

Commercial banking characteristics functions - credit creation capital

adequacy norms credit appraisal deposits assets investments
NPAs and profitability cash management Asset Liability Management Debt recovery Tribunal and civil suits alternate dispute resolution
methods.

Electronic banking ATM Online banking Work Technology

Bank Marketing Positioning Competition.

Bank Supervisions and bank audit Accounting Standards. Banks foray

into insurance agency contracts
References:
1. William, J. Peter, the Investment Banking Handbook, John Wiley, 1988.
2. Marshall, J. F., M. E. Ellis, Investment Banking and Brokerage: The new
rules of the game, Probus Pub., 1993.
3. Joshi, Vasant C. and Vinay V. Joshi, Managing Indian Banks: The
Challenges Ahead, Response books, 1998.
4. Nanda, K.C., Credit and Banking, Response books, 1999.
5. Sundaram and Varshney, Commercial Banking, Sultan Chand & Sons,
New Delhi, 1990.

MS5640

MERGERS AND ACQUISITIONS

Objectives:
79

(4-0-0-2)

Mergers and Acquisitions is a powerful tool to build new generation companies

to compete successfully on a global basis. This course describes how Mergers
and Acquisitions and other forms of corporate restructuring are used in the
business world.
Contents:

Mergers and Acquisitions Divestitures reorganization, joint ventures

leveraged buyouts corporate restructuring.

Economic, legal and corporate finance considerations of Mergers and

Acquisitions.

Financial valuations of public and private companies for Mergers and

Acquisitions Guidelines Impact of valuation on capital structure.

Strategic factors arising during the course of restructuring.

Offensive and defensive practices for hostile takeovers.

Accounting for Mergers and Acquisitions.

References:

1.
2.
3.
4.
5.
6.
7.
8.
9.

Clement, M.N. and D.S. Granspan, Winning at Mergers and Acquisitions,

Business Book Press, 1998.
Galpin, Timothy and Mark Herndon, Managing Successful Mergers and
Acquisitions, Watson Wyatt Worldwide,
Scharf, Charles A., et.al., Acquisitions, Mergers, Sales, Buyouts and
Takeovers: A Handbook with forms., AFP, 1995.
Sherman, Andrew J., Mergers and Acquisitions from A to Z, AFP, 1995.
Burnsteed, William W and G.D Abraham, Buying and Selling Business,
John Wiley & Sons, 1998.
Shiva Ramu, S., Corporate Growth through Merger and Acquisition, Sage
Publications, New Delhi, 1998.
West, T.L., and J.D.Johnes, Mergers & Acquisitions handbook in small
and big size companies, John Wiley & Sons, 1997.
Gaughon, P.A., Mergers, Acquisitions and Corporate Restructuring,
Business Book Press, 1990.
Webb Kimbely A., J.Garrett Rolls Jr., Mastering the Chaos of Mergers and
Acquisitions, Emory, 1999.

MS5660

STRATEGIC COST MANAGEMENT

(4-0-0-2)

Objectives:
The course helps students to understand the real costs and profit drivers of a
business so that they can identify and implement cost management strategies
in all situations.
80

Contents:
1. Strategy and Cost Management Strategy Formulation and Cost System
Design Alternate Strategies.
2. Objectives of cost management system Causes and symptoms of
broken cost systems - remedies cost of quality and longterm profitability
Activity based costing principles Activity based management - target
costing and continuous improvement Competing cost philosophies.
3. Cost management for manufacturing and service industries Cost drivers
Multi objective cost system Industry experiences in new cost
systems.
4. Integration of cost systems with shop-floor systems Cost accounting
functions in an integrated systems environment.
5. Managing change International considerations.
References:
1.
2.
3.
4.
5.

Yasutino, Monden, Japanese Cost Management, University of Tsukubo,

2000.
Bruns, William J., Activity Accounting Another way to measure costs,
Harward Business School, 1993.
Brinker, Barry J., Handbook of Cost Management, Ed., Warren, Gorham &
Lament, 2000.
Shark, John K., Cases in Cost Management: A Strategic Emphasis, SouthWestern, 2000.
Wayne, J Morse, Management Accounting: A Strategic Approach, SouthWestern, 2000.

MS 5670

FINANCIAL INSTITUTIONS AND MARKETS

(4-0-0-2)

Objectives:
The aim of the course is to familiarize the students with the different
components of financial markets and the role and functions of select financial
intermediaries.
Contents:

Indian Financial system introduction structure finance commission

financial administration receipts of the Government Expenditures of the
Government.

Central banking RBI instruments of monetary control secondary debt

market REPOs.

Money market introduction features instruments secondary market

for money market instruments money market regulations.

Foreign Exchange market exchange control fixation of exchange rate

exchange control in India FEMA foreign exchange transactions of
81

commercial banks in India currency convertibility currency forwards,

futures and options trading in foreign exchange market relationship
between money market and foreign exchange market..

Capital markets primary market instruments legal issues and

regulations - secondary market stock exchanges brokers trading in
stock exchanges forward trading stock index depositories regulations.

International capital markets instruments Guidelines foreign

investment in India and its regulations.

References:

1.
2.

Machiraju, H.R., Indian Financial System, Vikas Publishing House, New

Delhi, 1998.
Hubbard, R.Glenn, Money: The Financial System and the Economy,
Atlantic, 1990.

MS 5680 INTERNATIONAL FINANCE

(4-0-0-2)

Objectives:
The aim of this course is to provide an understanding of the fundamental
concepts and managerial issues pertaining to international finance.
Contents:

International
Finance

overviewInternational
Financial
Institutions/Development Banks World Bank IBRD IDA IFC MIGA
International Monetary Fund Special Drawing Rights Asian
Development Bank Internationlisation process

The Foreign Exchange Market SWIFT Arbitrage Spot market

Forward market Cross rates of exchange Bid Ask spreads Balance
of payments Foreign exchange rates Theories of Foreign Exchange
Rate.

Foreign exchange exposure and management Management of

translation exposure Methods Management of transaction exposure
Management of economic exposure - Methods Strategies.

Financial Management of the Multinational Firm Foreign direct

investment Cost of capital and capital structure of the multinational firm
Multinational capital budgeting Multinational cash management
Country Risk Analysis International Taxation.
82

Financing Foreign Operations Eurocurrency markets Instruments

Interest rate swaps Currency swaps and its pricing Depository receipts
GDR and ADR Euro and its implications for India.

References:

1.
2.
3.
4.
5.
6.
7.

Buckley, A., Multinational Finance, Prentice Hall, New Jersy, 1992.

Levich., R.M., International Financial Markets: Prices and Policies,
McGraw Hill, Newyork, 2001.
Vij, M., Multinational Financial Management, Excel Books, New Delhi,
2001.
Shapiro, A.C., Multinational Financial Management, Prentice hall of India,
New Delhi, 1996.
Apte, P.G., International Financial Management, Tata McGraw Hill
Publishing Company Ltd., New Delhi, 1999.
Jain, P.K., et.al, International Financial Management, Macmillan, New
Delhi, 1998.
Eun, C.s. and Resnick, B.G., International Financial Management, Irwin
Mcgraw Hill, Singapore, 2001.

MS 5690

COMPUTATIONAL FINANCE

(4-0-0-2)

Objective:
The purpose of this course is to provide a basic understanding of the tools in
computational finance and their applications to specific situation in finance.
Content:

Computational finance Scope Applications Overview of tools and

techniques.

Multiple Regression Models Autocorrelation, ARIMA, Cross Correlation,

Multicollinearity, SEM Application

Heteroscedascity testing for Heteroscedascity ARCH & GARCH

Models & their extensions application

Stochastic Modeling Geometric Brownian motion Stock Price Model

Black Scholes Option Pricing, Markov Process, Stochastic Interest Rate
Models.

Risk Management & VaR

Application of neutral network, genetic Algorithm, expert system to finance

Financial modeling through use of Matlab, SPSS

83

References:
1. Winston Wayne.L. Operations Research, Duxdury Press, 3 rd edition.
2. DeLurgio, Stephen.A., Forecasting Principles and Applications, Irwin
McGraw Hill, Boston, 1998.
3. Methods of Mathematics of finance, Springer Verlag, New York, 1998.,
Karatzas, Ioannis & Shreve, Steven E.
4. Stammpfil, Joseph and Goodman, Victor, The Mathematics of Finance
Modeling and Hedging, Brooks/Cole, Thomson Learning, Pacific Groove,
2001.
5. Alexander, Carol (ed.)., Risk Management and Analysis (Vol.1): Measuring
and Modeling Financial Risk, John Wlley and Sons, 1998.
6. Greene, William.H., Basic Econometrics, McGrawHill Inc. New York, 2000
7. Day, Alastair L. Mastering financial modeling: A Practioners Guide to
Applied Corporate Finance, prentice Hall, 2001
8. Benninga, Simon, Financial Modeling, 1997

MS 5700

DERIVATIVES AND RISK MANAGEMENT

(4-0-0-2)

Objectives:
This course aims at introducing the fundamentals of derivatives and the
application of a few sophisticated techniques and models.
Content:

Theory of derivatives products and markets random behaviour of

assets BlackScholes model binomial model

Interest rate derivatives internal rate modeling futures stock index,

currency, forwarding futures swaps.

Options barrier options path-dependent options Asian options look

back options.

Defects in BlackScholes model discrete hedging transaction costs

stochastic volatility - speculating with options hedging.

Portfolio management value at risk credit risk credit derivatives risk

metrics, credit metrics and crash metrics.

Pricing derivative securities.

References:

1.

Wilmott, Paul, Derivatives: The Theory and Practice of Financial

Engineering, John Wiley & Sonj, 1998.
84

2.
3.
4.
5.
6.
7.
8.

Hull, John., Options, Futures and other Derivatives, Prentice Hall, New
Jersey, 1999.
The Bridge Handbook of World Stock, Derivative and Commodity
Exchange 2000, Monde visions, 2000.
Redhead, Keith, Financial Derivatives, Prentice Hall, New Jersey, 1998.
Konishi, Atsuo and Ravi Dattatreya, Frontiers in Derivatives: State of the
Art Model, Valuation Strategies and Products, ed., McGraw Hill, New
York, 1996.
Winstone D., Financial Derivatives, Chapman and Hall, 1995.
Chance, D.M., An Introduction to Options and Futures, Dryden, 1989.
Eales, B.A., Financial Risk Management, McGraw Hill, New York, 1995.

MS662

INFRASTRUCTURE FINANCE

(4-0-0-2)

Objectives:
This course introduces the students to the uniqueness of infrastructure
financing and explains how to minimize risk and maximize return in such
projects.
Contents:

Infrastructure financing in India.

Financial instruments market access, dealing with risk, incentives and

approvals, environment and tax issues.

Infrastructure project evaluation techniques bidding process.

Infrastructure finances ratings and credit services.

Utilities- Electric, Gas, Water.

Transport Projects -- BOLT.

Power and Energy Projects.

Telecommunication Projects, Housing Projects.

References:
1. Mudge, Richard R. and Susan Jakubiok, Financing Infrastructure:
Innovations at the local level, National League of Cities, 1988.
2. McDowell, Bruce D., Future of Infrastructure Finance, CETS, 1996.
3. India Power Projects Regulation and Policy and Finance Vol. 1&2,
Asia Law and Practice.
4. Project Finance Practical case studies, CMS.
5. Project and Infrastructure Finance in Asia, Asia Law and Practice.
6. Bhattacharya, K. P., Affordable Housing and Infrastructure in India, Ed.,
Vedams Academic Books, 1998.

85

MS 6640 VENTURE CAPITAL AND ENTREPRENEURSHIP

FINANCING
(4-0-0-2)
Objectives:
This course will cover the elements of entrepreneurial finance, specifically the
venture capital industry, its functioning and relevance. The course will cover a
diverse set of start-up ventures (technology based, low technology, services)
and the early stages of company development. The course would try and
address key questions that challenge entrepreneurs and venture capitalists
alike: how much money can and should be raised; what is a reasonable
valuation of the company; and how should the funding be structured.
The focus of this course will be on analyzing the unique financial issues which
face entrepreneurial firms and to develop a set of skills that have wide
applications for such situations. This course aims to develop financial and
managerial skills that are important for students who might be interested in
financing startups in a venture capital setting, becoming an entrepreneur,
providing services to entrepreneurs and venture capitalists, purchasing a
business, or pursuing a career in an entrepreneurial setting.
Contents:

Understanding the various sources of capital for entrepreneurial firms

Overview of Venture capital and private equity funds

Relevance of Venture capital

o Factors that make it difficult for the types of firms backed by
venture capital investors to meet their financing needs through
traditional mechanisms
o How venture capital addresses these challenges

Identification of opportunity
o Models of entrepreneurship

Evaluating entrepreneurial business opportunities

o Developing a framework to qualitatively and quantitatively assess
markets and opportunities
o Financial analysis
o Due diligence issues

Valuation techniques
o Real options in entrepreneurial firms

Financial structuring and contracts

Monitoring investments

Venture capital exits

o IPO
86

Acquisitions

References :
1.

2.
3.
4.

George Fenn, Nellie Liang, and Steven Prowse (1997) The Private
Equity Industry: An Overview, (Financial Markets, Institutions and
Instruments Series, Volume 6, Number 4), Blackwell Publishers.
Boston.
Paul Gompers and Josh Lerner (1999), The Venture Capital Cycle,
MIT Press, Cambridge.
Robert D. Hisrich and Michael P. Peters (2002), Entrepreneurship,
Tata McGraw Hill Publishing, New Delhi.
William Bygrave and Jeffry Timmons (1992), Venture Capital at the
Crossroads, Harvard Business School Press, Boston.

MS 6670

ADVANCED CORPORATE FINANCE

(4-0-0-2)

Objectives:
This is an advanced corporate finance course and is appropriate for students
seeking to deepen their understanding of core finance principles. It will build on
the concepts learnt in the basic financial management course. It will provide a
strong conceptual foundation in capital budgeting, capital structure and
financing decisions. The course will expose the students to the complexities of
board-room financial decision making.
Contents:

Overview and Introduction

Theory of corporate finance; Classical theory of investments and finance;
Theory of the Firm; Theory of contracts; Agency theory and transaction
costs

Capital structure and financing

Revisiting MM propositions; Moral hazard and adverse selection
principles; Concept of optimal capital structure; Incentive issues caused by
high leverage; Relationship between capital structure and capital costs;
Financial engineering in Corporate Finance

Options and their Valuation, and Corporate Liabilities

Call and Put options; Option valuation; Black Scholes formula,
Applications of option pricing; Hybrid securities such as warrants and
convertibles; Real options

Dividends review
87

The dividend puzzle; Agency cost explanations of dividends

Financial Strategies for Value Creation

New valuation techniques - including equity cash flows, Cross-border
valuation; Interaction between a firm's financial and business strategies

Financial Planning
Approaches to financial planning; Short term financial planning; Credit and
cash management; Leasing; Types of leases; Financial lease; Valuing
financial leases

Text books:

1.
2.
3.
4.
5.

Jensen, M.C. and Smith, C.W. (Eds.) The Modern Theory of Corporate
Finance. New York: McGraw Hill (1984).
th
Brealey, R.A. and Myers, S.C. Principles of Corporate Finance. 4 Edition.
New Delhi: Tata McGraw Hill Publishing Company (1996).
Martha A. and Kulatilaka, N. Real Options: Managing Strategic Investment
in an Uncertain World. Boston: Harvard Business School Press (1999).
Schallheim, J.S. Lease or Buy. Boston, Mass: Harvard Business School
Press (1994).
th
Hull, J.C. Options, Futures, and Other Derivatives. 4 Edition. Upper
Saddle River, NJ: Prentice Hall. (1999).

References:
1.
2.
3.
4.
5.

Myers, S.C. (1974). Interactions of corporate financing and investment

decisions: Implications for capital budgeting, Journal of Finance, 29: 1-25
Smith, C.W. et al, (1990). Managing financial risk, Journal of Applied
Corporate Finance, pp 370-391
Finnerty, J.D. (1988). Financial engineering in corporate finance: An
overview, Financial Management, pp 14-33
Barclay, M.J. et al (1995). The determinants of corporate leverage and
dividend policies, Journal of Applied Corporate Finance, 7 (4), pp 4-19
Fama, E.F. and French, K.R. (2001). Disappearing dividends: Changing
firm characteristics or lower propensity to pay? Journal of Financial
Economics, April issue.

Journals: Journal of Applied Corporate Finance, Financial Management,

Euromoney, Risk

MS 6680 FIXED INCOME SECURITIES: STRUCTURE AND

TRADING
(4-0-0-2)
Objectives:
88

The aim of this course is to impart knowledge and skills required in fixed
income/debt market operations.

Contents:

Fixed Income Securities Market

Market Segments, Participants, Instrument Features, Trading Mechanism in
NSE and Emerging Debt Markets, Bond market indices and benchmarks.

Regulatory and Procedural Aspects

Public Debt Act, 1944, SEBI (Guidelines for Disclosure and Investor Protection),
2000- Market Practices and Procedures

Government Securities market

Bonds Issuance Process, T-Bill Auction, G-Sec Market Trends, Secondary
Market Trading Process, Settlement of Trades, Role of Clearing Corporations of
India Limited (CCIL), Liquidity Adjustment Facility (LAF)

Repo Market
Structure and Pricing, Trading Patterns, Settlement of Repo Transactions, Repo
Market in India.

Valuation of Bonds
Yield Curve and Term structure of Interest Rates, Bootstrapping, Alternative
Methods to Estimate Yield Curve, Theories of Term Structure of Interest Rates

Price, Yield and Interest Rate Risk

Duration, Modified Duration, Portfolio Duration, Hedging Strategy and Duration,
Analysis of Bonds with Embedded Options

Securitisation and Mortgage Backed Security (MBS)

Fixed Rate and Adjustable Rate Mortgages, Measures of Prepayment, Creation
of MBS, Valuation, Mortgage Derivatives

Fixed Income Portfolio Management

Matched Funding, Horizon Matching, Indexation, Portfolio Insurance

Fixed Income derivatives

Mechanism of FRA, IRF and IRS
References:
1.

Sundaresan, Suresh. Fixed Income Markets and their Derivatives,

Thomson: South-Western, Singapore, 2002.
89

2.
3.

4.
5.
6.

Choudhry, Moorad, The Bond and Money Markets, Strategy, Trading,

Analysis, Butterworth-Heinemann, Oxford, 2003.
Thai , Christopher, Quantitative Analysis, Trading Strategies, and Risk
Management for Fixed-Income Markets, World Scientific Publishing, New
Jersey, 2004.
The Handbook of Fixed Income Securities, Irwin, Boston, 2004.
th
Fabozzi, Frank J., The Handbook of Fixed Income Securities, 6 Edition,
McGraw-Hill, New York, 2000.
Questa, Giorgio S., Fixed Income Analysis for the Global Financial
Market: Money Market, Foreign Exchange, Securities, and Derivatives,
Wiley, New Jersey, 1999.

Journals: Journal of Finance, Journal of Financial and Quantitative Analysis,

Journal of Fixed Income, Applied Financial Economics.

MS6690

WORKING CAPITAL MANAGEMENT

(4-0-0-2)

Objectives:
The purpose of this course is to provide an understanding of the concepts and
mechanics of working capital management. The course will use case studies in
all units.
Contents:

Working capital management determinants and estimation of

working capital requirements.
Accounts receivables management; factoring.
Inventory management
Cash management
Working capital finance: trade credit, bank finance, commercial
papers Current asset current liability management.

References:
1.

Brealey, Richard A and Myers Stewart E., Principles of Corporate

Finance., McGraw Hill Inc., New Delhi, 1990.

2.

Smith, K.V., Readings in Short term Financial Management, West

Publishing Co., 1988.

3.

Prindl, A., Currency Management, John Wiley, New York, 1978.

4.

Hill, Ned C., and William L. Satoris, Short Term Financial Management
Text & Cases, Macmillan, New York, 1992.

5.

Kallberg, Jarl G., and Kenneth L. Parkinson, Corporate Liquidity and

Measurement, Richard D.Irwin, Homewood, Illinois, 1993.
90

6.

Vander, Weide James and Steven F. Maier, Managing Corporate Liquidity,

John Wiley, New York, 1985.

MS 6700 MARKET MICROSTRUCTURE

(4-0-0-2)

Objectives:
The course provides understanding about the price formation process across
various market structures. The interlinkages between information, prices and
volume facilitate to develop trading strategies.
Contents:

Markets and Market Making

o Nature of Markets
o Market structures
o Prices and Markets
o Trading Industry
Inventory Models
o Order driven Markets
o Order arrival and market making
o Prices and Inventories in Competitive markets
o Inventory models and Market Maker behavior
Information based models
o Informed and Uninformed Traders
o Trade quantities and price behavior
o Glosten-Milgrom Model
o Sequential Trade Models and Price Behavior
Strategic Trader Models
o Price behavior and multiple informed traders: Trading
Mechanism
o Strategic behavior and uninformed traders
Information and Price process
o Information and sequence of prices
o The Volume Critique
o The Role of time in Price Adjustment
Market Liquidity and Viability
o Nature of Liquidity
o Liquidity and Market performance
o Liquidity and Transaction Cost Measurement
o
Bid-Ask Spread
91

o
Impact Cost
Market Volatility and Stability
o Performance Evaluation and Prediction
Issues in Market Structures
o Competition
o Insider Trading
o Bubbles, Crashes , Circuit Breakers
o Market Transparency and Trader Anonymity
o Policy Issues in Market Structures

References:
1.
2.
1.

Maureen OHara,,(1997), Market Microstructure Theory, Blackwell

Publishers
Larry Harris (2007), Trading and Exchanges :Market Microstructure for
Practitioners, Oxford University Press
Llija I.Zovko(1999), Topics in Micro Structure, Amsterdam University Press

Journals
1.
2.

Financial markets, Institutions and Instruments

Journal of quantitative Finance

MS 6710

FINANCIAL RISK MANAGEMENT

(4-0-0-2)

Objectives:
Risk Management has evolved over the past decade as an indispensable
function of business organizations. This course covers the basic concepts of
modeling, measuring and managing financial risks. This course will examine a
number of notorious cases and help you to design risk management reports
and systems.
Contents:

Risk in Perspective
o Risk and Randomness and Examples of financial disasters
o Measurement and Management
o Aggregate Risk: Capital allocation
Sources of Risk :
o Currency Risk : Volatility, Correlations, Cross Rate Volatility and
Devaluation Risk
o Fixed Income Risk: Interest rates and Credit spread Risk
92

o Equity Risk
o Commodity Risks
Modeling Risk Factors :
o Risk simplification: Diagonal model and Factor models
o Optimal Hedging
o Implied Distributions

Credit Risk Modeling

o Measuring Default Risk from market prices
o Credit Exposure
o Credit Metrics and Credit analytics
o Off balance sheet financing and lessons on credit risk
management

Market Risk Management: VAR methods, Risk budgeting, Volatility risk

and implied volatility, Liquidity Risk and Leverage, Hedge funds and their
measures

Operational Risk management: Identifying, Assessing and managing

operational risk

Enterprise Risk Management

o Framework
o Concepts and Elements
o Processes
o Risk management policy

Regulatory framework: Basel Accord

References:

1.
2.

Philippe Jorion, Financial Risk Manager Handbook + Test Bank: FRM Part
I / Part II (Wiley Finance and Global Association of Risk Professionals) ,
2010, Wiley Finance, New Jersey , US
Alexander J. Alexander J. McNeil, Rudiger Frey and Paul Embrechts ,
Quantitative Risk Management concepts, Techniques, Tools by ,2005
Princeton series in Finance

93

MARKETING ELECTIVES
MS 5710

CONSUMER BEHAVIOUR

(4-0-0-2)

Objectives:
The course stresses on understanding the concepts of consumer behaviour,
how they are used in business practice and how they relate to one another.
Contents:

Consumer behaviour introduction outcomes

Motivation, ability and opportunity; exposure, attention and perception

Categorizing and comprehending information

Attitude formation and change memory and retrieval

Process of decision making post-decision processes

The consumers culture reference groups psychographics

Consumer behaviour outcomes consumer welfare

References:

1.
2.

Hoyer W.D., and Deborah J.Maclnnis, Consumer Behaviour, Houghton

Millin Co., New York, 1999.
Schiffman L.G., Kanuk L.L., Consumer Behaviour, Prentice Hall, New
Delhi, 1998.

MS 5720

ADVERTISING AND PUBLICITY

(4-0-0-2)

Objectives:
The Objective of the course is to provide an approach to the management of
advertising that is sophisticated, practical and relevant to planning, decisionmaking and control.
Contents:

Advertising management
perspectives on advertising

Advertising planning and decision-making situation analysis marketing

program segmentation strategies social and legal factors budget
decision

Advertising objectives image and competitive position attitude and

market structure behavioural objectives

Communications persuasion and market processes copy decisions

copy testing

advertiser

94

facilitating

institutions

Media decisions media research

Economic, social and legal constraints

References:

1.
2.
3.

Aaker, David A., and John G.Myers, Advertising Management, PrenticeHall of India, New Delhi, 1989.
Martin, Claude R., Jr., Ed., Current Issues and Research in Advertising,
Ann Arbor Michigan, University of Michigan, 1983.
Wilkie, William L., Consumer Research and Corrective Advertising,
Cambridge, Mass Marketing Science Institute, 1973.

MS 5730

INTERNATIONAL MARKETING

(4-0-0-2)

Objectives:
The purpose of the course is to educate future managers to meet international
challenges. The course provides foundations that are useful for explanation,
prediction and control of international business activities.
Contents:

Process of international marketing, domestic vs. international marketing characteristics of MNCs benefits of international marketing

World market environment political legal culture

Marketing research and information system market analysis and foreign

market entry strategies consumer behaviour in the international context

International marketing decisions; product strategies product planning

branding and packaging distribution strategies channels physical
distribution and documentation; promotion strategies personal selling
publicity, sales promotion advertising internet marketing; pricing
strategies

Trade distortions and marketing barriers, legal protection

References:
1. Onkvisit, Sak., and John J.Shaw., International Marketing, Prentice Hall of
India, New Delhi, 1997.
2. Ashok Korwar, Creating Markets across the Globe, Tata McGraw Hill, New
Delhi, 1997.

95

MS574 PLANNING AND MANAGING RETAIL BUSINESS

(4-0-0-2)

Objectives:
The objectives of this Course are to provide students with a basic & better
understanding of Marketing Concepts as applied to Retailing, the different
formats in retailing, the conceptual issues as applied to retailing and Current
and future developments in India and elsewhere.
Contents:

Overview of Retailing
Theories of Retailing
Location & Site selection Decisions
Store Design, Layout and Visual Merchandising
Pricing & Promotion Decisions
Decisions on Stock keeping units
Understanding segmentation & Positioning
National/Regional Brands Vs Store Brands
Internet & Electronic Retailing
Role of Technology in Retailing
Future trends & Innovation in Retailing
Strategic Concerns

References:
1.
2.
3.

Michael Levy & Barton A. Weitz, Retail Management, Irwin/McGraw Hill

(1998)
Berry Berman & Joel R. Evass, Retail Management A Strategic
Approach.
David Gilbert, Retail Marketing Management Financial Times Prentice
Hall (1999)
www.stir.ac.uk/departments/management/marketing/irs/sites.htm
(A comprehensive junction providing links to academic & Commercial
sites)

MS575 BRAND MANAGEMENT

(4-0-0-2)

Objectives:
o
o

To examine and understand the processes of building, Designing,

measuring and maintaining brand equity
To discuss actual applications of Brand Management Strategies and
methodologies presented in class, together with cases and exercises.

96

Contents:

Module 1 All brand related definitions and basic concepts, diverse

interpretations, and the emerging concepts like brands as a Central
force in business.

Module 2 Brand Promise, Brand Vision, Brand Architecture and

different approaches to Brand Building, with a major focus on Brand
Awareness strategies.

Module 3 Converting a commodity into a Brand; the Indian

experience

Module 4 - Brand Audit, Brand Valuation methods and approaches.

Module 5 Brand Building and the web.

References:
1.
2.
3.
4.
5.

Kevin Lane Keller, Strategic Brand Management : Building, Measuring

and managing Brand Equity, Prentice Hall(1998)
David A. Aaker & Erich Joachimsthaler, Brand Leadership: Building
Assets in the Information Society, Free Press (2000)
Duane Knapp, The Brand Mindset: Five Essential Strategies for Building
Brand Advantage Throughout your Company, McGraw Hill (1999)
Geoffrey A. Moore, Crossing the Chasm, Harpen Business Publishing
Co.,(1999)
Deidre Breakenridge, Cyberbranding Prentice Hall (2001)
Track the website www.interbrand.com

MS576 MARKETING ON THE INTERNET

(4-0-0-2)

Objectives:
To give students a framework for understanding and implementing marketing
on the Internet
To understand not only how successful net marketing operates, but how
existing Organisations should combine the Internet with their traditional market
approaches.
Contents:

Economic opportunities created by the net

Net marketing themes such as information based marketing, online quality

enhancement, personalization, Community building, real time marketing
and on-line customer management.
97

Building traffic to a site, methods of acquiring & retaining visitors

Ways to combine the Net with the existing operations. Key issues like
Channel conflict, supply chain Management and Pricing.

References:

1.
2.
3.
4.

Jim Sterne, World Wide Web Marketing: Integrating the Web into your
Marketing Strategy, John Wiley & Sons, Inc.
John Hagel III and John Seely Brown, Out of the Box: Strategies for
Achieving Profits Today & Growth Tomorrow Through Web Servies,
Harvard Business School Press (2002)
Allan Afuah & Christopher L.Tucci, Internet Business Models and
Strategies: Text and Cases, McGraw Hill/Irwin (2000)
Kenneth C.Laudon and Grol Guericio Traver, E-Commerce: Business,
Technology, Society, Addison-Wesley Publishing Company (2002)

MS 5770

STRATEGIC MARKETING

(4-0-0-2)

Objectives:
The primary concern of any organization is to understand and appreciate the
following question What Products? and What Markets?. This course will try
to answer these concerns through conceptual, analytic and practical inputs.
Contents:

Module 1 Difference between Strategic Marketing & Marketing Strategy,

Limits to Market share, Driving Forces, Price Wars, Strategies to attack
and defend, Share increase strategies, Organisational culture, Strategic
Windows Adding Value to the customer, ways to predict the behaviour of
competition.

Module 2 Analysing Market opportunity and assessing company

Capability, Cost Dynamics: Scale and Experience Effects.

Module 3 Analytical Tools and methods, Portfolio Analysis, Market

Attractiveness Business Position Assessment, PIMS (Profit Impact of
Marketing Strategy) learnings and their relevance to Indian environment.
Establishing the Strategic Marketing Plan with reference to Multi
Product/Multi Market organizations and also for Single product
Organisations. Issues in Implementation.

98

References:

1.
2.
3.
4.
5.

Derek F. Abell & John S. Hammord STRATEGIC MARKET PLANNING:

Problems and Analytical Approaches, Prentice Hall (1979)
Derek F. Abell Managing with Dual Strategies Marketing the present :
Pre emptying the Future, Fre Press (1993)
Henry Mintzberg, The Rise and Fall of Strategic Planning: Reconcerning
Roles for Planning, Plans, Planners Free Press (1993)
Michael Hammer, The Agenda: What every business must do to dominate
the decade, Crown Publishing (2001)
Roger A.Kerin Robert A.Peterson, Strategic Marketing Problems: cases
and comments, Prentice Hall (2001)
Website: www.mckinseyquartely.com

MS 5780

E-BUSINESS STRATEGIES

(4-0-0-2)

Objectives:
This course focuses on new business models emerging in e-commerce, in
functional areas such as e-marketing, e-support/service and e-procurement.
The course objectives are:

To give students a framework for understanding and implementing

business strategy on the web, including marketing strategy, customer
service strategy and procurement operations.
To understand not only how successful net marketing operates, but
how existing operations should combine the Internet with traditional
operations and marketing channels.

Contents:

Defining e-business strategy and e-business evolution

E-business models: direct to customer, full-service provider, whole of

enterprise, portals, agents, auctions, aggregators, shared
infrastructure, virtual community, value net integrator, content
provider, etc.

Integrated strategy approaches in e-business models: How firms

develop and integrate new technology, new business innovations, and
policy in their e-business models to sustain competitive advantage

Focused Topics:
o

Economic opportunities created by the net

99

o
o
o
o
o
o
o
o
o
o
o
o

E-marketing strategies, including personalization and community

building
Ways to combine the net with existing operations issues like
channel conflict, supply chain management and pricing
Building traffic to a site. Acquiring and retaining visitors.
E-support and service strategies
Branding Strategy and Domain Names
E-business design
Innovation and Business Method Patents in the Models
Information Value and the economics of information
Customer Relationship Management over the internet
Mobile E-Commerce
Ethics in the digital age
E-Government

References:
1.
2.
3.
4.
5.

Ravi Kalakota and Marcia Robinson, E-Business, Roadmap for success,

,Addison Wesley & Pearson Education Asia, 2000
Jim Sterne, World Wide Web marketing: Integrating the web into your
marketing strategy, John Wiley and Sons, 2001
P. Weill and M. Vitale, Place to Space: Migrating to e-Business Models,
Harvard Business School Press, April 2001, ISBN: 1-57851-245-X., 2001
Carl Shapiro and Hal Varian, Information Rules: A Strategic Guide to the
Network Economy, Harvard Business School Press, 1998
Garth Saloner and Michael Spence, Creating and Capturing Value:
Perspectives and Cases on Electronic Commerce, 2001

MS 6580 SALES AND DISTRIBUTION MANAGEMENT

(4-0-0-2)

Objectives:
This course covers the theories, concepts, techniques, and practices related to
Sales and Distribution Management.
Contents:

Importance of developing an analytical approach towards Sales Management.

Practical aspects of Sales Management; forecasting, field supervision, territory
management, and quota setting.
Human relations aspects in Sales Management and the importance of the
Sales Managers role in getting the best out of his people.
Channel selection, design, and implementation.
100

Differences between intensive, selective, and exclusive channels, different

formats of channels, when to choose what, and why.
Elements and principles of managing channel conflict.

Text books:

Ingram LaForge-Avila-Schwepker Jr- Williams, Sales Management Analysis

and Decision Making, (Thomson) Cengage VI Edition.

Spiro, Stanton and Rich, Management of Sales Force, Tata McGraw Hill
Edition

MS 6590 CUSTOMER RELATIONSHIP MARKETING

(4-0-0-2)

Objectives:
To introduce students to the underlying philosophy, concepts and tools of
Customer Relationship Marketing and to help them understand the economics
of customer loyalty. The intention is to facilitate the development of practical
insight among students that will help them in identifying profitable vs.
unprofitable customers, and enable them to analyze and design relational
programs and strategies.
Contents:

Introduction Transaction vs. Relationship marketing paradigm shift in

Marketing, Evolution.

Terms, definitions and models Customer satisfaction, trust and

commitment, loyalty types and models of customer loyalty, relational
bonds, loyalty ladder.

Customer database management Developing customer databases,

customer profitability analysis, selection and targeting, CLV.

Customer based value metrics - Primary and popular metrics - share of

category requirement, size of wallet, share of wallet, Strategic metric
RFM.

Relationship marketing process - Designing, implementing and optimizing

loyalty programs; industry cases.

Functional vs. emotional needs, handling complaints, customer service,

brand communities, online marketing and CRM.

Text books:
1.

Kumar, V. and Werner J. Reinartz (2006) Customer Relationship

Management: A Database Approach, Wiley India.
101

2.

Baron, Steve, Tony Conway, and Gary Warnaby (2010) Relationship

Marketing: A Consumer Experience Approach, New Delhi: Sage
Publications.

References:
1.
2.

Kumar, V. (2008) Managing Customers for Profit: Strategies to Increase

Profits and Build Loyalty Wharton School Publishing, Pearson India.
Sheth, Jagdish N. and Atul Parvatiyar (2000) Handbook of Relationship
Marketing, New Delhi: Sage Publications.

MS 6720 INDUSTRIAL AND SERVICES MARKETING

(4-0-0-2)

Objectives:
This course explores the role of marketing for industrial and services
organisations. The marketing variable's distinctive impact on industrial and
service organizations are also discussed with practical implications.
Contents:
1. Industrial marketing - Strategic variables - market selection and product
planning, pricing strategy, distribution strategy - Buyer seller relations,
organisational buyer behaviour models.
2.

Role and importance of services marketing, strategic variables - price,

promotion strategies

References:
1.
2.
3.
4.
5.
6.
7.

Kotler, Philip; Marketing Management, Prentice Hall of India, New Delhi,

2000.
Armstrong, Gary and Philip Kotler; Principles of Marketing, Prentice Hall,
New Delhi, 1992.
Stanton, William; Fundamentals of Marketing, McGraw Hill, New Delhi,
1990.
Hill, Alexander and Cross-; Industrial Marketing, AITBS, New Delhi, 1988.
Corey E Raymond; Industrial Marketing - Cases and Concepts, Prentice
Hall, New Jersey, 1988.
Lovelock, Christopher H.; Services Marketing, Prentice Hall, New Jersey,
1996.
Ramaswamy, V. S., and S. Namakumari; Marketing Management - The
Indian Context, Tata McGraw Hill, New Delhi, 1990.

102

INFORMATION SYSTEMS ELECTIVES

MS 5810

DECISION SUPPORT SYSTEMS

(4-0-0-2)

Objectives:
Provide a broad overview of analytic Decision Support Systems (DSS) in the
industry. This course introduces various decision support methodologies,
including deterministic and stochastic models. Deterministic models include
mathematical programming formulations, with a special focus on supporting
logistic and location decisions. Stochastic models include the analysis of
queuing systems, marketing models and financial spreadsheet models, with
applications in services management, marketing research and options pricing.
Extensive examples will be provided of real-life decision support systems from
Airline operations, the Public Sector and Marketing decision support.
Emphasis will be placed on developing analytic thinking and model-building
skills.
Contents:

Introduction to the formulation and classification of Mathematical

Programming problems.

Sensitivity analysis and duality.

Formulation of network models.

Formulation of integer programming models.

Location models.

Vehicle routing models.

Random variables and probability distributions.

Introduction to queuing models.

Marketing decision support logit and probit models for consumer

choice behavior.

Marketing decision support use of brand scanner data.

Marketing decision support sales force optimization.

Financial spreadsheet models options pricing.

Financial spreadsheet models bond portfolio immunization.

Architecture of DSS.

Overview of DSS software and applications.

Databases for DSS.

Executive Information Systems (EIS).

Information and Decision Support Systems a comparison.

References:

1.

Hillier, Frederick S., and Gerald J. Lieberman; Introduction to Operations

Research; Seventh Edition, Tata McGraw-Hill, New Delhi, 2001.
(Required text)
103

2.
3.
4.

Camm, Jeffrey D., and James R. Evans; Management Science and

Decision Technology; South-Western College Publishing, Cincinnati,
2000.
Bradley, Stephen P., Arnoldo C. Hax, and Thomas L. Magnanti; Applied
Mathematical Programming; Addison-Wesley, Reading, Massachusetts,
1977.
Thierauf, Robert J.; Decision Support Systems for Effective Planing and
Control A case study approach; Prentice-Hall, Englewood Cliffs, 1982.

MS 5820 SOFTWARE ENGINEERING AND PROJECT (4-0-0-2)

MANAGEMENT
Objectives:
The increasing use of information technology in organizational operations, the
dramatic developments in hardware and software, the complexity of
organizational processes and their automation, and the demands of
competition in the marketplace, all of these have contributed to the need for
engineering software and managing software projects.
This requires
discipline among the stakeholders participating in the entire software life cycle
beginning with identifying user requirements and apparently (but, never) ending
with implementation and maintenance.
This course introduces students to the elementary concepts and techniques of
Software Engineering and Project Management, with a focus on applications to
business organizations and their software development efforts.
Contents:

Software Product and Process aspects.

The Software Development Life Cycle (SDLC), and Process Models.
User Requirements and Software Requirements specification.
The Physical System Analysis and Modelling approaches.
Software Design Concepts and Principles.
Quality and testing issues.
Process and Project Metrics.
Software Project Management concepts.
Software Project Planning and Risk Analysis.
Software Project Implementation Scheduling, Monitoring and Control.

References:

1.

Pressman, Roger S., Software Engineering A Practitioners Approach

(Fifth Edition), McGraw-Hill, Singapore, 2001.
104

2.
3.
4.
5.
6.

Behforooz Ali and Frederick J. Hudson, Software Engineering

Fundamentals, Oxford University Press, New York, 1996.
Fairley, Richard, Software Engineering Concepts, Tata McGraw-Hill, New
Delhi, 1997.
Gillies, Alan C., and Peter Smith, Managing Software Engineering CASE studies and solutions, Chapman & Hall, London, 1994.
Royce, Walker, Software Project Management - A unified framework,
Addison-Wesley, New Delhi, 2000.
Hughes, Bob and Mike Cotterell, Software Project Management (Second
Edition), Tata McGraw-Hill, New Delhi, 1999.

MS 5830 BUSINESS ANALYSIS FOR IT SOLUTIONS

(4-0-0-2)

Objective:
The Course seeks to address the Business/IT interface in architecting business
solutions. It will lay theoretical foundations and provide a conceptual framework
for solving business problems by leveraging IT tools and techniques.
Contents:

Evolution of the IT industry; IT Leaders Big Decisions; Social Trends and

IT; Economic Trends and IT; Business Trends and IT; Indian IT industry.
Analysts View Points; Key Parameters in the IT Industry; Enterprise
Architecture (EA) and Strategy; EA a holistic View; Software Stack.
Strategy; Adaptive Fit View of the Strategy; Solution Development Cycle;
Role of a Business Analyst.
Strategic Level Metrics; Tactical Level Metrics; Gaps in Metrics; Needs
and Requirements; Effective Requirements Definition; Key Knowledge
Areas.
Enterprise Analysis; Requirements Planning and Management;
Requirements Elicitation; Requirements Analysis and Documentation;
Requirements Communication; Solution Assessment and Validation.
Business Rules; Business Case Design.
Case Study; Aerofirma Inc.; EA, Requirements and Zachman Framework.
Business Process Management (BPM) and Business Process Reengineering (BPR); Business Technology Convergence; BPM Enabling
Tools.
Preview of convergence of BPM, UML and Database Design; Selection of
BPM Tools; Business Process Analysis; Scenarios of Focus.
Gartner Business Value Model; Key Principles of Real Time Enterprise;
Routes to Strategic Business Improvements; Provision for spillovers.

105

References:
1.

International Institute of Business Analysis (2006) Business Analysis

Body of Knowledge. Version 1.6, http://www.theiiba.org.

Additional reading materials will be given prior to the beginning of the course.

MS 5840 IT CONSULTING

(4-0-0-2)

Pre requisites:
a. Basic knowledge of Computer Hardware, Networks and Software
Concepts.
b. Basic knowledge of the Software Development Life Cycle (SDLC).
Objectives:
This course introduces framework for IT consulting across the entire spectrum
of services from Blueprint to Building Blocks, Enterprise Architecture Definition,
Application Design, Program Management for Implementation & Roll-out,
Product & Partner Evaluations, Outsourcing Options, Benchmarking Processes
& Quality, Metrics & Measurement and IT Governance Models.
Contents:

Introduction to IT Consulting
Scope and Definitions
Current state and Future trends
Consulting frameworks
How to Choose a Consultant

IT Consulting Methodology
Engagement Model
Engagement Methodology
Engagement Team
Engagement Pricing

Enterprise Business Plans

Understand Business drivers
Identification of Technology drivers
Mapping of Business & Technology drivers

IT Blueprint / Road map

Study of AS IS State
Recommendations on TO BE State
GAP Analysis & Strategies for bridging
106

Evaluation of Technology Stack

Features of Technology Stack
Future proofing of Technology Stack

Governance Models
Identification of Stakeholders
Understanding Interfaces
Defining Governance Models

Product / Partner Selection

Evaluation Methodology
Evaluation Criteria
Outsourcing Options
In-sourcing, Co-sourcing, Outsourcing

Benchmarking Process / Quality

Benchmarking current levels
Industry Accreditations CMM approaches
Metrics & Measurements
Identifying Metrics
Defining Measurement Frameworks
Assimilation of Baseline data

References:
1.
2.
3.

Freedman , Rick; The IT Consultant A Commonsense Framework for

Managing the Client Relationship; John Wiley; New York, 2000.
Cope, Mick; Seven Cs of Consulting The Definitive Guide to the
Consulting Process; 2nd Edition; Pearson Education; London, 2003.
Purba, Sanjiv and Bob Delaney; IT Consulting; Osborne / McGraw Hill;
New York, 2003.

MS5850 OBJECT-ORIENTED ANALYSIS AND DESIGN

(4-0-0-2)

Objectives:
The Object-Oriented paradigm is a systematic and structured way, of
perceiving, Understanding, modeling, analyzing and designing systems.
Although its applications have mostly related to computing and information
systems, the basic concepts and techniques have a much wider scope for
applications in other areas including organizational systems and processes.
This methodology's conceptual relationship with the more general knowledge
area of Systems Thinking enables its application for achieving improved
organizational efficiency. The methodology is also a powerful means for
general problem-solving.
107

This course provides students with an introduction to the basic concepts and
techniques of Object-Oriented Analysis and Design, with a focus on
applications to business organizations.
Contents:
* Introduction to the Object-Oriented paradigm
- The need,
- Examples,
- Basic notations and conventions,
* Object-Oriented Modeling Concepts
- Objects,
- Classes,
- Relationships,
- Encapsulation,
- Message sending,
- Generalization/Specialization Hierarchies and Inheritance
- Polymorphism, Reuse
* Models and the Unified Modeling Language
- Types of models
- Use-case diagrams
- Class diagrams
- Object diagrams
- Sequence diagrams
- Collaboration diagrams
- State-chart diagrams
- Activity diagrams
- Component diagrams
- Deployment diagrams
* Introduction to Design Patterns
References:
1.

2.
3.
4.
5.

Satzinger, John W., and Tore U. Orvik; The Object-Oriented Approach

Concepts, System Development and Modeling with UML; Second Edition,
Course Technology, Singapore, 2002.
Weisfeld, Maft; The Object-Oriented Thought Process; Techmedia, New
Delhi, 2000.
Rumbaugh, James et al., Object-Oriented Modeling and Design; PrenticeHall of India, New Delhi, 1991.
Priestley, Mark; Practical Object-Oriented Design with UML; McGraw Hill,
London,2000.
Coad, Peter and Edward Yourdon; Object-Oriented Analysis; Second
Edition, Pearson Education, New Delhi, 2001.
108

6.

7.

Brown, David William; An lntroduction to Object-Oriented Analysis Objects and UML in Plain English; Second Edition, John Wiley, New York,
2002.
Gamma, Erich et al, Design Patterns - Elements of Reusable ObjectOriented Soflware; Pearson Education, New Delhi, 2001.

MS5860

INTRODUCTION TO DATABASE SYSTEMS

(4-0-0-2)

Objectives:
Databases are ubiquitous in contemporary computing systems. From a purely
strategic point of view, databases have served the interests of business
intelligence, both internal and external, to organizations. From the operations
point of view, databases are considered to be vital resources in several
organizations. The difference between successful, competitive organizations
and those that struggle for survival can be traced back to their respective
databases in many cases, and especially their design, organization, contents
and security systems.
This course provides students with an introduction to the basic concepts and
techniques related to the conception, design, implementation and use of
Database Systems, with a focus on applications to business functions.
Contents:
Data and Databases
The need,
Examples, File Systems, DBS - Types and
Architectures,
Uses of DBS
Data Modelling
Types of Data Models, Entity-Relationship Modeling, Relational Data
Models
Database System Design
Database Organization, Normalization, Performance Tuning, Database
System Implementation, Schemas, Domains, Tables and Views, Editing,
Access issues , Use of SQL
Overview of Advanced Concepts
Transaction Management, Distributed Databases, Data Warehousing,
OLAP, and Data Mining, Multimedia Databases, Management
Considerations
Case Studies
References:

1.

Rob, Peter and Carlos Coronel; Database Systems Design,

implementation & Management, Fourth Edition, Course Technology,
Singapore, 2001.
109

2.
3.
4.

Teorey, Toby; Database MooWing & Design; Third Edition, Harcourt Asia,
Singapore, 2000.
Harrington, Jan L.; Relational Database Design; Harcourt India, New
Delhi, 2001.
Elmasri, Ramez and Shamkant B. Navathe; Fundamentals of Database
Systems; Second Edition, Addison-Wesley, Singapore, 1999.

MS 5870 INTRODUCTION TO KNOWLEDGE MANAGEMENT

(4-0-0-2)
Objectives:
This course is designed to introduce the fundamentals of knowledge
management to MBA students, and enable them to appreciate its critical role in
enhancing organizational performance and competitiveness.
Contents:
The rise of Knowledge Management

Traditional Methods

Factors of Productivity

The Learning Organization

The Role of Information Technology

Implications to Leadership and Competitiveness

Concepts of Knowledge

Definitions

Attributes

A Classification Framework
* Forms
* Types
* Organizational Levels
* Structure
* States
* Domains

Knowledge and Organizational Strategy

Elements of Organizational Strategy

Knowledge for Strategy Formulation and Implementation

Knowledge and Organizational Leadership

Knowledge and Organizational Processes

Elements of Organizational Processes
Knowledge for Process Effectiveness and Efficiency
Knowledge Environment and Infrastructure
* Structure
* Climate and Culture
* Technology and Systems
110

Knowledge Management Processes and Practices

Knowledge Creation and Acquisition
Knowledge Documentation and Retrieval
Knowledge Sharing and Application

References:

1.
2.
3.
4.
5.
6.
7.

Bukowitz, Wendi R., and Ruth Williams, The Knowledge Management

Fieldbook, Prentice-Hall, New York. 1999.
Despres, C., and Daniele Chauvel (eds.), Knowledge Horizons: The
Present and the Promise of Knowledge Management, ButterworthHeinemann, New Delhi. 2001.
Gamble, Paul R., and John Blackwell; Knowledge Management A state
of the art guide; Kogan Page, London. 2001.
Morey, D., Mark Maybury, and Bhavani Thuraisingham (eds.),
Knowledge Management:
Classic and Contemporary Works,
Universities Press, Hyderabad. 2001.
Nonaka, I., and H. Takeuchi; The Knowledge Creating Company: How
Japanese companies create the dynamics of innovation; Oxford
University Press, New York. 1995.
Prusak L., and T. Davenport; How Organizations Manage What They
Know; Harvard Business School Press, Boston. 1998.
Tiwana, A.; The Knowledge Management Toolkit; Prentice-Hall, New
Jersey. 2000.

MS5880 INTRODUCTION TO COMPUTER NETWORKING (4-0-0-2)

Objectives:
This is a general introductory course on Networking, Network Structures,
Forms, Types and Technologies, Communication Protocols, Network Security,
and related topics within the context of business applications and management
issues. This should enable students to develop a basic understanding of this
subject and also appreciate its relationships with other subjects within the
professional specialization of Information Systems and Technology offered in a
masters level business programme.
Contents:

Introduction to Networking Concepts, Protocol, OSI

(Repeater, Bridge, Router, Gateway, etc. Datalink Layer

111

Layer

HDLC, PPP

Ethernet -Introduction to ATM (Asynchronous Transfer Mode),

Introduction to Internet, Principle, architecture, addressing (IP
Address),Network Layer

IP protocol, routing, Subnet, Supernet -Transport Layer,TCP,

Sliding window, UDP, ports/sockets

Network Management System (SNMP)

Security -System level security,Network level security (Firewall,

proxy, etc), NAT,Transaction Security (Private key encryption, Public
key encryption)

Advanced Topics VLAN, VPN, VoIP, IPv6, ADSL

Networking
Practice
&
Experience
implementation and maintenance of a network)

(analysis,

design,

References:

1.
2.
3.
4.
5.

Tannenbaum, Andrew S.; Computer Networks (4th Edition), Pearson,

New Delhi, 2003.
Stallings, William;
Business Data Communications (2nd Edition),
Pearson, New Delhi, 2003.
Stallings, William; Local Area Networks (3rd Edition), Macmillan 1990.
Panko, Raymond R.; Business Data Networks and Telecommunications
(4th Edition), Prentice-Hall of India, New Delhi, 2002.
Comer, D. E., Internetworking with TCP/IP, Vol. 1, (3rd Edition),
Prentice-Hall, Englewood Cliffs, 2001.

MS5890

IT SYSTEMS MANAGEMENT

(4-0-0-2)

Objectives:
Todays Managers face the challenge of deploying and managing Information
Technology (IT) solutions in their organizations. While the conceptualization
selection building of an information technology solution is an important aspect
of a managers life, there is an urgent need to understand the fundamentals of
IT Systems Management form a business perspective.
This course introduces a framework for IT Systems Management across the
entire life cycle. This includes building of a business case, defining and
managing the change process, selecting and deploying a specific hardware,
network storage and software solution, operating the solution, managing
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security, performance and business continuity, supporting the resolution of

problems and exceptions, and measuring the impact on the business.
Contents:

Introduction of IT Systems Management

o Scope and definitions
o Current and future Technology hardware, software, storage,
networks
o Systems Management frameworks
Change Management Processes

Identifying the need for change

Making a business case and measuring return on investment
Managing change people, tools processes

Configuration Management Process

o Current and Target Architecture Definitions
o Vendor Selection
o Solution Deployment

Operations Management Process

o Application Management
o Performance Management
o Capacity Planning
o Business Continuity and Disaster Recovery

References:
1. Schiesser, Rich; It Systems Management. Prentice-Hall of India, New Delhi,
2002.
2. Frenzel, Carrol W.; Management of Information Technology, Boyd & Fraser,
Boston, 1992.
3. Davenport, Thomas H,; Information Ecology Mastering the information and
knowledge environment, Oxford University Press, New York, 1997.
Additional Reading :
1. Phillips, Joseph; IT Project Management On track from start to finish, Tata
McGraw-Hill, New Delhi, 2002.
2. Williams, Brian K., Stacey C. Sawyer, and Sarah E. Hutchinson; Using
Information Technology A practical introduction to computers and
communications, 3rd edition, Tata McGraw-Hill, New Delhi, 1999.
3. Turban, Efraim., Rainer, R. Kelly, and Potter, Richard E,; Introduction to
Information Technology, John Wiley, 2003.
113

MS6810

SOFTWARE DEVELOPMENT OUTSOURCING

(4-0-0-2)

Objectives:
Software development outsourcing is the practice of developing software by
another company. Offshore outsourcing involves software development in another
country, and it has become a major source of revenue for many software companies
in India.
This course will discuss business practices in software development outsourcing and
their limitations. It will emphasize the issues and risks in such outsourcing, and
methods to manage these risks.
Contents:

Software development outsourcing objectives

Various types of outsourcing relationships with vendors
Short term and long term implications of outsourcing
Risks in outsourcing and methods to manage risks
Selective outsourcing
Offshore software development outsourcing
Risks in offshore outsourcing and methods to manage risks
Selective offshore outsourcing

References:
Books
1.
2.
3.

L.P. Willcocks, and Lacity, M.C. (1997), Strategic Sourcing of Information

Systems: Perspectives and Practices, John Wiley & Sons, New York.
M.C. Lacity, and Willcocks, L.P. (2000), Global Information Technology
Outsourcing: In Search of Business Advantage, John Wiley & Sons, New York.
L.M. Applegate, F.W. McFarlan, J.L. McKenney, (1999) Corporate Information
Systems Management, Irwin McGraw-Hill, New York.

MS6830 INFORMATION SYSTEMS AUDITING AND CONTROL (4-0-0-2)

Objectives:
In recent years, the subject of information technology controls and auditing has
gained significant attention among public and private firms as well as regulatory
bodies because:
a)
b)

More and more of the business processes, especially those involving financial
transactions, are automated using IT,
Security of Information has become more important because of the connected
nature of modern enterprises enabled by IT,
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c)

Audit of computer-based transactions requires a radically different approach

that that used traditionally for manual transactions based systems.

Consequently, computer-assisted audit tools have been developed to verify the

adequacy of organizations internal controls and to audit these controls.
This course is devoted to an indepth study of control and audit of information
systems in business organizations. IT controls and their evaluation, computerbased auditing techniques, and security aspects will be dealt with in the course.
Recent developments in IT such as client-server systems and Internet and their
impact on auditing, control, and security will also be explore in the course.
Contents:

Conducting as IS Audit
What is an audit?
Traditional auditing techniques
Effect of computers on the auditing process

Principles of IT Controls

Management Controls
General and Systems Development Controls
Programming and Data management Controls
Security Management Controls
Operations Management Controls
Quality Assurance Management Controls

Specific IT Controls
Boundary and Input Controls
Processing and Database Controls
Output and Communication Controls

IS Auditing
Evidence Collection: Computer Assisted Auditing Techniques
Auditing Code
Auditing Use Acceptance Tests
Concurrent Auditing Techniques
Control Flow Charts and other Tools

Evidence Evaluation Techniques

IT Security
Security Design Methods: Implications for IS Development
Technology-specific issues in IT Auditing

References:
115

1.
2.
3.
4.

Ron Weber, Information Systems Control and Audit, Third Edition, Prentice
Hall, Upper Saddle Rivver, NJ, USA, 1998
Donald Watne and Peter Turney, Auditing EDP Systems, Second Edition,
Prentice-Hall Publishers, Upper Saddle River NJ, USA, 1990.
Donald Warren, Lynn Edelson, and Xenia Parket, Handbook of IT Auditing,
Warren, Gorham, and Lamont Publishers, Boston, MA, USA, 1997.
James Hickman, Practical IT Auditing, Warren, Gorham, and Lamont
Publishers, Boston, MA, USA, 1997.

MS 6840

DATA WAREHOUSING AND DATA MINING

(4-0-0-2)

Objectives:
This course provides a broad overview of data warehousing and data mining, with
specific focus on applications to Customer Relationship Management (CRM). At
the end of this course, students should be familiar with the Customer Management
Lifecycle and the use of data mining techniques in customer acquisition and
management. The course reviews data mining techniques such as Market Basket
Analysis. Decision Trees and Automatic Cluster Detection, besides traditional
statistical classification models such as Logistic Regression and Discriminant
Analysis. Emphasis will be placed on applying these methodologies to realistic
business situations.

Contents:
Introduction to Data Warehousing, Data Mining and the Customer Management
Lifecycle. Examples from the credit card industry, insurance, airlines and
banking.
Overview of basic statistics concepts and methods.
Introduction to Data Warehousing The business dimensional lifecycle.
Data Warehousing Project planning for managing a data warehouse Project.
Data Warehousing Requirements gathering.
Data Warehousing examples from the Healthcare industry.
Online Analytic Processing (OLAP).
Automatic Cluster Detection.
Link Analysis.
Neural Networks & Genetic Algorithms.
Data Mining in customer acquisitions, e.g. credit card acquisition campaigns.
Use of Logistic Regression models.
Data Mining in customer acquisitions Discriminant Analysis models.
Data Mining in customer acquisitions Measuring Customer Lifetime Value.
Customer Management managing a credit card customer base.
Introduction to decision tree modeling.
Setting customer management policy effect of management policies on
customer spending and credit losses.
116

Management of customer attrition and collections efforts.

Overview of CRM products and companies.
Market Basket Analysis.
Web mining applications in e-marketing.
Web mining applications in e-marketing-click-through rates and conversion rates
for Banner ads. Placement of banner advertisements.
Designing E-loyalty programs.
Text mining and knowledge management systems.
Spatial data mining.
Data Visualization.

References:
1)
2)
3)
4)

Han, Jiawei and Micheline Kamber, Data Mining: Concepts and Techniques,
Academic Press, New Delhi, 2001.
Michael J. A. Berry and Gordon Linoff, Data Mining Techniques for Marketing,
Sales and Customer Support, John Wiley, New York, 2000.
Ralph Kimball, Laura Reeves, Margy Ross and Warren Thornthwaite, The Data
Warehouse Lifecycle Toolkit, John Wiley, New York, 2000.
Sholom M. Weiss, Nitin Inturkhya, Predictive Data Mining, Morgan Kaufmann,
New York, 2001.

MS 6850

SOFTWARE ESTIMATION METHODS AND MODELS

(4-0-0-2)

Objectives: The aim of this course is to provide an exposure to various models and
procedures in the software development.
Contents:

Software Development Life Cycle (SDLC) models

Measurement of software development
Terminologies, Different Phases in estimation
Software estimation dimensions
Size, Effort, Cost, Schedule
Estimation methods and their features
Lines of Coe, LOC models (COCOMO, Putnam, SLIM), Function/Feature
Points Analysis, Wideband Delphi
Calibration of models for organizational implementation
Software estimation tools
Work Breakdown Structures, Statistical Regression, Neural Networks
Packages (e.g., Check Point)
Causes for inaccurate software estimation and remedies
117

 Estimation methods for other SDLC models.

References:
1.

2.
3.
4.

Rick Freedman, The IT Consultant A Commonsense Framework for

Managing the Client Relationship, ossey-Bass/Preiffer, New York, 200. ISBN:
0787951730
Garmus, Dravid and David Herron, Function Point Analysis Measurement
Practices for Successful Software Projects, Addision-Wesley, New York 2000.
Capers Jones, Estimating Software Costs, McGraw-Hill, New York. ISBN 0-07913-941.
Boehm, Barry et al., (2000) Software Development Cost Estimation
Approaches A Survey, Annals of Software Engineering, Vol.10, pp. 177-205.

MS 6860

ENTERPRISE RESOURCE PLANNING

(4-0-0-2)

Objectives:
Students will be exposed to the scope of Enterprise Resource Planning (ERP)
systems, the motivating factors for implementing ERP systems in corporations and
the enabling role of ERP systems in improving the performance of corporate
functions. Students will comprehend the challenges associated with implementing
large-scale ERP systems and the impact of these systems on key business
processes (especially, Human Resource Management). Students will gain an
understanding of business process integration achieved through successful
adoption of an ERP system by a firm. Students will explore the features of
PeopleSoft software (installed in the HR Lab) through hands-on experience and
ERP-based projects related to HRM practices will also be undertaken.
Contents:

Overview of ERP: What is ERP Why ERP - Evolution of ERP Major

Players in ERP Generic solution vs. Industry-specific solution.
Choosing the right ERP System: Building a Business case - Business
Models available In-house ERP vs. ASP vs. Outsourced model Selection of
a business model Product vendor evaluation Evaluation of Implementation
Partner.
ERP Services: Types of services Implementation, Global Rollouts and
Consolidations, ASM, Upgrade Services, Hybrid services like ERP Testing
Design and Implementation Challenges: Designing and implementing ERP
systems - Approaches - Implementation methodologies Business Process
Re-Engineering - Preparing Organization for Change.
Impact of ERP on Human Resource Management: Challenges pertaining to
Human Capital Management and the role of ERP in enhancing HR value
proposition.
118

Process Integration using ERP: Financials SCM CRM Business

Analytics.
Future of ERP: Current Business scenario, Impact of Web 2.0 on ERP.

Text books:

1.
2.
3.

Vinod Kumar Garg and N. K. Venkitakrishnan, Enterprise Resource Planning:

Concepts and Practice, Prentice Hall of India, New Delhi, 2006.
Mary Sumner, Enterprise Resource Planning, Prentice Hall, New York, 2004.
Graeme Shanks, Peter Seddon, Leslie Willcocks (Editors), Second-Wave
Enterprise Resource Planning Systems: Implementing for Effectiveness,
Cambridge University Press, Cambridge 2003.

References:

1.
2.
3.

Sock Hwa Chung and Charles A. Snyder (2000), ERP adoption: a

technological evolution approach, International Journal of Agile Management
Systems, Vol.2, No.1, pp.24-32.
Christopher P. Holland and Ben Light (1999), A Critical Success Factors Model
For ERP Implementation, IEEE Software, Vol.16, Issue 3, pp.30-36.
Thomas Davenport (1998), Putting the enterprise into the enterprise system,
Harvard Business Review, Vol. 76, Issue 4, pp.121-131.

MS 6870

IT SERVICES AND OUTSOURCING

(4-0-0-2)

Objectives:
The course outlines sourcing models in IT services and theories that support
outsourcing of IT and Services. It enables students to understand the rationale
behind IT outsourcing decisions and the dynamics of decision processes while
analyzing global services delivery in IT services from both client and service
provider perspectives.
Contents:

Drivers for global sourcing of services, sourcing models in IT, offshore and
onshore, economics of outsourcing, economics of offshore outsourcing,
transaction cost economics, costs benefits and business case for
outsourcing, comparative advantage in outsourcing, politics of outsourcing.

Strategic decision process in outsourcing, core competence, resource

based view, multi-vendor and selective sourcing, offshore strategy and
governance, country selection, vendor-location decision.
119

Contracts in IT outsourcing, transition management, performance

management and SLAs, relationship management, client risks in offshore
IT outsourcing, vendor perspective in IT outsourcing, IT services portfolio,
offshore software development, Remote Infrastructure Management,
Quality Standards, beyond offshoring.

Text books:
1.
2.

3.

Lacity, M. and Rottman, J.W. (2008) Offshore outsourcing of IT work, Client

and Supplier Perspectives, Palgrave Macmillan, New York.
Carmel E. & Tjia P. (2005), Offshoring Information Technology, Sourcing and
Outsourcing to a Global Workforce, Cambirdge University Press; Cambridge,
UK
Robinson, M., Kalakota, R. and Sharma, S. (2005) Global Outsourcing,
Executing an Offshore Nearshore or Offshore Strategy, Mivar Press: GA, USA

References:
1.
2.

3.

4.

Kobayashi-Hillar, M. (2005) Outsourcing to India: The offshore advantage,

Springer: London
Oshri, I. Kotlarsky, J. and Willcocks, L.P. (2007) Managing Disperse Expertise
in IT Offshore Outsourcing: Lessons from Tata Consultancy Services, MISQ
Executive, Vol.6, No.2, pp. 53-65.
Aundhe, M.D. and Mathew, S.K. (2009) Risk Mitigation in Offshore IT
outsourcing contracts: A Service provider Perspective, European Management
Journal, Vol.27, No.6, pp. 418-428.
Nohria N. (2005) Feed R & D or farm it out ? Harvard Business Review, Vol.83,
No. 7/8, pp. 17-21.

Case Study: Strategic Outsourcing at Bharti Airtel Limited, HBS 9-107-003

120

INTEGRATIVE MANAGEMENT ELECTIVES

MS 5370

TOTAL QUALITY MANAGEMENT

(4-0-0-2)

Objectives:
By the end of the course, students will be able to: Recognize and generalize
the basic philosophies of quality management; apply the basic techniques and
tools of quality management; determine the effectiveness of the quality
management principles
Contents:
Evolution of Quality as Strategy Defining Quality Philosophies of
Quality Gurus and Experts.
Measures of Quality Product and Quality Process: The traditional model of
Cost-of-Quality and the emerging Cost-of -Quality model.

The Process of Continuous Improvement

a.

Basic Tools: Analysis of data using simple statistical techniques,

graphical tools and diagrams.

b.

Statistical Process Control: Control charts for attributes and

variables, and the use of probability distributions.

c.

Advanced Tools: Enhancing the seven-step method, Process

Capability and Six-Sigma Quality, Taguchis Loss Function and the
Design of Experiments, and Case Study.

Quality Function Deployment (QFD) QFD and the House of Quality,

Research Methodology and issues, and Case Study.
Benchmarking - Competitive, Process and Strategic Benchmarking.
An Introduction to TQM in Service Quality - Defining Service Quality,
Service Paradox, and Customer Perception of Service Quality.
Empirical Studies - Empirical Studies and Models of TQM in Manufacturing
and Service Industries.

References:
1. Rao, A., L. P. Carr, I. Dambolena, R. J. Kopp, J. Martin, F. Rafii, and P. F.
Schlesinger; Total Quality Management: A CrossFunctional Perspective,
John Wiley, New York, 1996.
2. Dale, B.G.; (Editor), Managing Quality, Prentice Hall, New York, 1994.
3. Bank, J.; the Essence of Total Quality Management, Prentice Hall of India,
New Delhi, 1998.
4. Berk, Joseph and S. Berk; Total Quality Management, First Indian Edition,
Excel Books, New Delhi, 1995.
121

MS5910 BUSINESS STRATEGY: ANALYSIS AND FORMULATION

(4-0-0-2)
Objectives:
To provide an understanding of how specific strategies can be formulated.
Contents:

Strategies Different Alternatives Choice of Strategies Scenario Analysis &

Strategic Audit

Mergers & Corporate restructuring Framework for Analysis, Comparative

Patterns, Types of restructuring

Portfolio restructuring, Conglomerate Restructuring, Financial restructuring,

Organisational restructuring

Globalization strategies Types Theories Factors influencing strategies of

global players.

Strategic Alliances,
strategies

Value Based

Management

Strategies,

e-business

References:

1.
2.
3.
4.
5.
6.

Shiva Ramu, S., Restructuring & Break-ups, Sage Publications, New Delhi,
1999.
Xavier M.J., Strategic Marketing: A Guide for Developing Sustainable
Competitive Advantage, Sage Publications, New Delhi, 1999.
Hunger, David.J., Wheeler, Thomas L., Strategic Management, Addison
Weekly Longmann Inc., New York, 1999.
Nohra, Kewel K., Painless Transformation: A Case Study & Crompton Greaves
Turnaround Macmillan India, 1999.
Mattos P.K., Corporate Restructuring: An In Perspective, Macmillan India, New
Delhi, 1998.
Weston, Fred J.Chang, Kwang S, Hong, Swan E., Mergers, Restructuring &
Corporate Control, Prentice Hall of India, New Delhi, 1996.

MS5920

CREATIVITY AND INNOVATION

(4-0-0-2)

Objectives:
'Creativity' and 'Innovation' are vital for human progress. There are two dimensions
of human progress:
a)

Reactive progress - through solving existing problems, and

122

b)

Proactive progress - through breaking new ground or going beyond existing

frontiers (probably leading to newer problems).

The extent of our progress on both dimensions is dependent on our ability to be

creative and innovative.
In different contexts, 'Creativity' commonly connotes our manifested capability to
bring forth new ideas. 'Creativity' is the cause and essence of all what we observe
as out of the ordinary, yet attractive, useful, relevant, insightful, and spiritually
elevating.
In a contemporary sense, 'Innovation' refers to the whole process of developing and
spreading the use of a product (a physical entity) or an idea (a conceptual entity)
across space and time through a variety of activities - scientific, technological,
business and organizational. 'Innovation 'hinges on 'Creativity'.
The subjects of 'Creativity' and 'Innovation' have received and intense attention
from scholars and practitioners from various Knowledge of 'Creativity' and
'Innovation', and their application should be invaluable to all students.
Contents:
Introduction to 'Creativity' and 'Innovation' - The need
o Examples,
o Basic mental processes.
Concepts and Methods
o Types of thinking,
o Idea-generation frameworks and methods,
o Idea-evaluation frameworks and methods,
o Idea-implementation frameworks and methods.
References:
1.

Lumsdaine, Edward and Monika Lumsdaine; Creative Problem Solving Thinldng skills for a changing world; McGraw-Hill; New York. 1995.
2. De Bono, Edward; Serious Creativity - Using the power of lateral thinking to
create new ideas; HarperCollins, New Delhi. 1992.
3. De Bono, Edward; Lateral Thinking for Management; Penguin; London. 1990.
4. De Bono, Edward; Parallel Thinking - From Socratic to de Bono thinking;
Penguin; London. i 995.
5 . Harrison, Allen F., and Robert M. Branson; The Art of Thinking; Berkley books;
New York. 1984.
6 . Perkins, David; The Eureka Effect - The art and logic of breakthrough thinking;
W.W.Norton; New York. 2000.
7. Ray, Michael and Rochelle Myers; Creativity in Business; Doubleday; New
York. 1986.
123

MS 5990

TECHNOLOGY MANAGEMENT

(4-0-0-2)

Objectives:
The aim of this course is to provide an exposure to impart the skills in
Technology Management, ability to appreciate, evaluate/assess, and control the
use of technology in business and assess the impact of technology from the
economic, societal, environmental and legal points of view.
Contents:
Technology An Introduction
o Definitions: Classifications;
o Brief history of development in agriculture, food, construction, energy,
manufacturing, transport, communications, health-care, and information
technologies;
o Global/macro-issues;
o Organisational / micro-issues.
Technological Change
o Technology characteristics:
o Functional capabilities and change indicators;
o Theories, Models and Measurement of technological change;
o Technology life-cycles;
o Time scales of technology development;
o Innovation, substitution and diffusion models.
Technology Forecasting (TF)
o Importance;
o Overview and classification of forecasting methodologies;
o Exploratory and Normative TF;
o Technology generations and inter-generational interactions.
Technology assessment (TA) and impact Analysis
o Assessment objectives and types;
o Components and conduct of technology assessment;
o Macro and micro-level economic, social and environmental impacts;
o Techniques of impact analysis;
o Impact evaluation.
Trade in Technology
o Technology evaluation and pricing;
o Technology transfer by diffusion and through contracts;
o Technology Marketing;
o Institutional arrangements and legal issues;
o Patents, Transfer Rights, and Controls.
124

Strategic Management of Technology

o Technology strategy macro and micro levels;
o Technology Planning, choice and adaptation;
o Technology considerations in business strategy Manufacturing and
Information Technologies;
o Use of TF;
o Technology alliances.
References:
Forbers, Naushad and David Wield; From Followers to Leaders Managing
technology and innovation; Routledge, London, 2002.
2. Harrison, Norma and Danny Samson; Technology Management; McGraw Hill,
New York, 2002.
3. Ford, David and Michel Sare; Managing and Marketing Technology; Thomson
Learning, Singapore, 2001.
4. Khalil, Tarek M,; Management of Technology The Key to competitiveness
and Wealth creation; - McGraw Hill, Singapore, 2000.
5. Burgelman, Robert A., et al; Strategic management of Technology and
Innovation; Second Edition, Irwin, Change, 1996.
6. Gaynor, Gerard H,; Hand book of Technology Management; McGraw Hill, New
York, 1996.
7. Betz, Frederick; Strategic Technology Management; McGraw Hill, Singapore,
1994.
8. Steele, Lowell W.; Managing Technology The Strategic view; McGraw Hill,
New York, 1989.
9. Porter, Allan L., et al.; A Guidebook for Technology Assessment and
Environmental Impact Analysis; Elsevier, New York, 1980.
10. Hawthrone, Edward P.; The Management of Technology; McGraw Hill,
Maidenhead, 1978.
1.

MS6070 QUALITY ASSURANCE MANAGEMENT

(4-0-0-2)

Objectives:
This course will introduce the students to the fundamental concepts of and the
statistical tools and techniques for Quality Assurance Management. It will
enable them to plan, organize, implement and control Quality Assurance
Systems; participate in process/business related design, kaizen/six-sigma
projects.
Contents:

Statistical Applications
o Introduction to 7 QC Tools
o Pareto diagrams
o X and R control charts
125

o
o
o
o
o
o

P-charts for attributes

Control chart variations analysis and interpretation
SPC measurement, analysis and implementation
Patterns of variation
Process capability analysis
Sampling Plans and OC Curves

Design of Experiments (DOE)

o Statistical design of experiments
o Types of experiments
o Full/Fractional factorial experiments, Latin squares, Randomized
block plans
o Interactions among factors
o One-way/Two way ANOVA Three factor, three level experiments
o Case studies
o Taguchi methods (Loss functions, Signal/Noise factors)

Overview of Reliability and Risk Management

o Reliability and Systems reliability
o Failure modes and mechanisms
o Failure rate, MTBF, Maintainability, Availability
o FMEA, Fault-tree analysis
o Product safety and liability

References:
1. Bedi, Kanishka (2006) Quality Management, OUP, New Delhi.
2. Ott, Ellis R., E.G. Schilling and D.V. Neaubauer (2005) Process Quality
Control, ASQC Press, NY.
3. Anderson, Mark J., and P.J. Whitcomb (2007) DOE Simplified, ASQC
Press, NY
4. Juran, J.M. (1988) Quality Control Handbook, McGraw-Hill, NY
5. Doty, Leonard A. (1989) Reliability for Technologies, Industrial Press, NY

MS 6170

PROJECT MANAGEMENT

(4 -0-0-2)

Objectives:
This course intends to develop human resources with basic competence in and
sound understanding of the theory and practice of project management. More
specifically: introduce students to the purpose, principles, problems and
challenges, concepts, techniques, and practice of Project Management and its
various facets; impart skills in project planning, execution and control methods;
introduce students to Project Management software and applications.
Contents:

The nature of projects

Types of projects
126

Project identification
Project evaluation and selection
Project planning
Project implementation/execution
Project monitoring and control
Project review
Project management software

References:
1. Harvey Maylor, Project Management (Second Edition);. Pitman, London,
1999.
2. P. Gopalakrishnan and V. E. Ramamoorthy, Textbook of Project
Management (Reprinted Edition); Macmillan India, New Delhi, 1998.
3. David I. Cleland, Project Management - Strategic Design and
Implementation; McGraw-Hill, Singapore, 1995.
4. Harold Kerzner, Project Management - A Systems Approach to Planning,
Scheduling and Controlling; CBS Publishers, New Delhi, 1987.
5. Adedeji B. Badiru, Project Management Tools for Engineering and
Management Professionals; Institute of Industrial Engineers, Norcross, 1991.
6. W. Alan Randolph and Barry Z. Posner, Effective Project Planning and
Management; Prentice-Hall of India, New Delhi, 1988.
7. Joseph J. Moder, Cecil R. Phillips,
Edward W. Davis, Project
Management with CPM, PERT and Precedence Diagramming (Third Edition);
CBS Publishers, New Delhi, 1986.
8. Bruce T. Barkley and James H. Saylor Customer-Driven Project
Management; McGraw-Hill, Singapore, 1994

MS 6220 COMPETITIVE INTELLIGENCE AND STRATEGIES (4-0-0-2)

Objectives:
The objective of the course is to provide insights into competitive strategies, design
and implementation of Competitive Intelligence (CI) mechanisms as well as
development of early warning systems in corporations. Inputs on CI needs of
business firms and ways to protect a companys secrets or intellectual assets will
be provided. Students will be exposed to tools and techniques related to compiling
and packaging of competitive intelligence information with due emphasis on ethical
imperatives.
Contents:

Competitive Advantage and Strategies: Sources of competitive advantage

(Economies of Scale, Supply-side and Demand-side perspectives) Assessing
127

competitive advantage Co-Creation of Value and Experience Innovation

Analytical tools and frameworks Cooperation Pricing strategies.

Competitor Analysis: Competitive benchmarking techniques Capabilities

and competencies Activity/Value chain Technology strategy Resources
and assets Organizational infrastructure Alliances and relationships
Culture.

Competitive Intelligence (CI) Mechanisms: Origins of industrial espionage

Crisis management Ethical imperatives National, industrial, and firm
perspectives Major CI sources and channels Global case studies.

Design and Implementation Challenges: CI Code of Ethics Organizing the

CI team CI processes Gathering internal and external information
Roadmap for implementation Integration of CI systems with information
systems.

Early Warning Systems: Business risk assessment Business blind spots

Guarding companys secrets and intellectual assets Design and development
of early warning systems Case studies and examples.

Text books:
1.
2.

Tyson, Kirk W.M.; The Complete Guide To Competitive Intelligence, Leading

Edge, Chicago, 2002.
Prescott, John E., and Stephen H. Miller; Proven Strategies in Competitive
Intelligence, John Wiley, New York, 2001.

References:
1.
2.
3.
4.
5.
6.

7.

Greenwald, Bruce and Judd Kahn; Competition Demystified, Portfolio,

New York, 2005.
Prahalad, C. K., Venkat Ramaswamy; The Future of Competition, Harvard
Business School Press, Boston, 2004.
Gilad, Benjamin; Early Warning, American Management Association, New
York, 2004.
McAfee, Peterson;
Competitive Solutions: The Strategists Toolkit,
Princeton University Press, Princeton, 2002.
Fahey, Liam;
Competitors: Outwitting, Outmaneuvering and
Outperforming, John Wiley, New York, 1999.
Boncella, Robert J.;
Competitive intelligence and the web,
Communications of the Association for Information Systems, Vol. 12, pp.
327-340, 2003.
Fitzpatrick, William M., and Donald R. Burke; Competitive intelligence,
corporate security and the virtual organization, Advances in
Competitiveness Research, Vol.1, No.1, pp. 20-45, 2003.
128

8.

Nodoushani, Omid and Patricia A Noudoushani; Industrial espionage: the

dark side of the 'digital age', Competitiveness Review, Vol. 12, Issue 2,
pp.96-101, 2002.

MS 6320

FUNDAMENTALS OF EXPERIMENTATION
FOR MANAGEMENT

(4-0-0-2)

Objectives:
This course introduces the principles and practice of experimentation in a
management context. The first phase of the course will provide a qualitative
understanding of experimentation as a decision-making tool and its use in driving
innovation within organizations. The second phase of the course will introduce
students to various practical techniques and tools to conduct experiments.
Contents:

Foundation: Experimental thinking Branches of Epistemology: Empiricism

versus Rationalism - Differences between experimentation for management
and engineering/ science - Experimentation as a tool for driving innovation Experimentation for decision making - Examples in Marketing, Advertising,
Public Policy, Operations, and Finance.
Basics of an Experimental design:

Basic single variable experiments: The one sample t-test, two sample
t-test, paired t-test, and Permutation test

Design of Experiments (DOE)

Concepts of Randomization, Replication, Repetition, Blocking,

Confounding, and Interactions.
Traditional DOE methods for quantitative and qualitative variables:

Basic full factorial, fractional factorial, and screening designs

Methods of analysis: ANOVA, multiple regressions

Contemporary topics and methods in experimental design:

Taguchi Methods

EVOP

Response Surface Methodology

Optimal Learning

Reinforcement Learning

Algorithmic approaches to Experimentation

Text book:
Montgomery, D. C., (1984). Design and analysis of experiments (Vol. 5). New
York: Wiley.
References:
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1.
2.
3.

Sims, P. (2011). Little bets: How breakthrough ideas emerge from small
discoveries. Random House.
Harford, T. (2011). Adapt: Why success always starts with failure. Macmillan.
Schmidt, S. R., & Launsby, R. G. (1989).Understanding industrial designed
experiments. Air Academy Press.

MS 6470 SIX-SIGMA AND LEAN WORK

(4-0-0-2)

Objectives:
This course is offered to enable students understand the importance and use
of Six-Sigma, Lean Work and Lean Six-Sigma in business and industry. It will
also enable them to initiate and participate in work place business
improvement projects.
Contents:

Six Sigma
Six Sigma Basics and Business metrics
Plan of a project/portfolio
The DMAIC Method (all Phases in detail)
Design for Six Sigma (DFSS)
The DMADV model (all Phases in detail)

Lean Work Principles, Concepts and Practices

Eight types of waste
TRIZ
Lean Practices Examples and Case Studies

Lean Six Sigma

Integration of Lean and Six-Sigma
Lean Six Sigma tools
Deployment principles and Success stories

References:
1.
2.
3.
4.
5.

Womack, James P., and David T Jones (2003) Lean Thinking, Free
Press, New York.
Pyzdok, Thomas (2003) The Six-Sigma Guide for GB, BB and Managers
at all levels, McGraw Hill, New York.
Waldo, William W., and Tim Jones (2006) Team Leaders Guide to Lean
Kaizen Events, Breakthrough Performance Press, Colarado.
George, Michael L., David Rowland, Mark Price, and John Maxey (2006)
Lean Six-Sigma Tools Book, McGraw Hill, New York.
Bruce, Greg and Rod Howes (2006) Six-Sigma in 36-hours, McGraw Hill,
New York.
130

MS 6910

GLOBAL BUSINESS MANAGEMENT

(4-0-0-2)

Objectives:
The purpose of this course is to provide students with a basic understanding of
how companies become global and manage a global business.
This
knowledge is necessary in the current context of globalization, the attendant
business models and socio-economic scenarios.
Contents:

International Business becoming a global company process

transnational corporation / MNC Characterization.
Theories of Global Trade and Integration Trade Theories FDI Indian
experience WTO and Global Business Trade Blocs and Integration
between Countries.
International Business environment Political, Economic, Technological
and Cultural Environment.
MNCs Organization structure - International regulations, Taxations
sovereign risk.
Global organization strategy, production strategy, marketing strategy,
financing strategy and HRM strategy.

References:
1.
2.
3.
4.
5.
6.
7.
8.

Aswathappa K, (2003), International Business, Tata McGraw-Hill, New

Delhi.
Rugman, Alan M and Richard M. Hodgetts, (1995), International Business:
A Strategic Management Approach, McGraw-Hill, New York.
Daniels John D, et.al., (1996), International Business: Environment and
Operations, Addison-Wesley.
Ball & McCulloch, (1996), International Business The Challenge of
th
Global Competition, 7 edition, Irwin McGraw-Hill.
Griffin & Pustay, (1999), International Business A Managerial
Perspective, Addision-Wesley.
th
Czinkota et. (1996), International Marketing, 4 edition, Dryden.
Cherunilam, Francis, (1998), International Business, Wheeler.
Shiva Ramu S, (1994), International Business - Governance structure,
Wheeler.

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GENERAL ELECTIVE
MS 6990

MANAGEMENT RESEARCH PROJECT

(2)

Objectives:
This project-based course would be offered to second year MBA students. This
course has three objectives. First, it encourages MBA students to do
independent work under the guidance of a faculty supervisor in an area / topic
of their interest, where elective courses are currently not being offered.
Second, it provides interested students with an opportunity to develop a deeper
and a more critical understanding of specialized interdisciplinary topics in
management, beyond the coverage provided in coursework. Third, it permits
MBA students to do further work on their term papers, which they submit as a
part of their coursework.
Contents:
Project topics would encompass all areas of management including:

Commodity Markets
Globalization Strategies of Indian Companies
Strategies in Outsourcing/Multi-sourcing
Corporate Performance Management (Economic Value Added)
Corporate Governance
Business Ethics
Management Wisdom
Corporate Social Responsibility
Business Innovation
Organizations of the Future
Bottom-of-the-Pyramid Markets
Networked Innovation Systems

References:
Would be decided by the student and faculty supervisor based on project topic and
scope.

132