MBA Syllabus 2019

SATHYABAMA INSTITUTE OF SCIENCE AND TECHNOLOGY SCHOOL OF MANAGEMENT STUDIES
REGULATIONS 2019
CHOICE BASED CREDIT SYSTEM
Regulations – 2019 is applicable to the students admitted to the Degree of Master of Business
Administration (M.B.A.), (Four Semesters) effective from the academic year 2019-2020.
1. NOMENCLATURE
 Programme : Refers to the Master of Business Administration stream that a student has chosen
for study.
 Course : Refers to the course (Subject) that a student would have to undergo during the
study in the Institution
 Batch : Refers to the Starting and Completion year of a Programme of study. Eg. Batch of
2019–2021 refers to students belonging to a 2 year Degree programme admitted in
2019 and completing in 2021.
 School : Each Programme and Department of the Institution is grouped under various
Schools. Eg. School of Management Studies consists of Department of Commerce,
and Management Studies. This School offers various Undergraduate and
Postgraduate Programmes in Arts like B.B.A., B.Com., and M.B.A..
 School Dean : Refers to the Head of a School.
 HoD : Refers to the Head of a Department (HoD) offering various UG and PG

programmes. He / She will be the Head of all staff members and Students
belonging to the Department
2. STRUCTURE OF PROGRAMME
2.1 Every Programme will have a curriculum with syllabi consisting of theory and practical such as:
i. Foundation courses comprising courses like Mathematics.
ii. Core courses belonging to the Major Programme of study.
iii. Electives offered by the Department related to the Major programme of study.
iv. Dual Elective System has been followed and the List of Electives which can be chosen by any student
of any stream.
v. Laboratory courses.
vi. Professional Training Courses during the semester.
vii. Project Work during the pre final semester and the final semester.
2.2 Each semester curriculum shall normally have a blend of lecture courses and practical courses.
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2.3 Each course is normally assigned certain number of credits as follows:
 Lecture Hours (Theory) : 1 credit per lecture hour per week.
 Laboratory Hours : 1 credit for 2 Practical hours.
 Mini Project Work : 5 credits for 10 hours of mini project work per week.
 Project Work : 10 credits for 30 hours of final project work per week.
2.4 The medium of instruction, examinations and project report will be in English Language throughout the
Programme.
2.5 For the award of the degree, a student has to earn the total number of credits as specified in the curriculum
of the relevant branch of study.
3. DURATION OF THE PROGRAMME
A student is normally expected to complete the M.B.A. Programme in 4 semesters but in any case not more than
8 consecutive semesters from the time of commencement of the course. The Head of the Department shall
ensure that every teacher imparts instruction as per the number of hours specified in the syllabus and that the
teacher teaches the full content of the specified syllabus for the course being taught.
4. REQUIREMENTS FOR COMPLETION OF A SEMESTER
A candidate who has fulfilled the following conditions shall be deemed to have satisfied the requirement for
completion of a semester.
4.1 He / She shall secure not less than 90% of overall attendance in that semester.
4.2 Candidates who do not have the requisite attendance for the semester will not be permitted to write the
semester Examinations.
5. SCHOOL DEAN
Each School is headed by a School Dean which comprises of many departments and courses offered by them.
The School Dean is responsible for all activities taking place inside the School in coordination with all department
heads and all staff members belonging to the school. The School Dean will be appointed by the institution on
rotational basis. The School Dean shall act as a linkage between the HoD’s, faculty members and the students.
The School Dean makes a review of all the academic activities of staff, students and research on a regular time
interval and takes steps to improve the morale of all staff and students.
6. HEAD OF THE DEPARTMENT
Each department offering various UG and PG programmes is headed by a Head (HoD). The head of the
department (HoD) is responsible for allotting courses to each staff member uniformly in consultation with other
HoD’s and School Deans. The HoD is responsible for streamlined teaching of courses to students, improvement
and assessment of teaching quality within the department on a continuous basis, assessment of staff members,
M.B.A. - Regular ii REGULATIONS 2019

transparent conduct of continuous assessment examinations, interacting with parents, ensuring that all academic
and non-academic activities of staff and students are monitored and steps taken for their improvement.
7. YEAR COORDINATOR
The Head of the Department shall appoint a Year Coordinator for each batch of students admitted in to a
programme, throughout their period of study. The Year Coordinator shall act as a linkage between the HoD,
faculty members and the students. The Year Coordinator gets information about the syllabus coverage by the
staff members, requirements of the students academically and otherwise, attendance and progress of the
students from the respective class counselors. The Year Coordinator also informs the students about the
academic schedule including the dates of assessments and syllabus coverage for each assessment, weightage
for each assessment, their continuous assessment marks and attendance percentage details before the
commencement of end semester examinations.
8. CLASS COUNSELOR
There shall be a Class Counselor for each class/section. The Class Counselor will be one among the teachers of
the department. He / She will be appointed by the Head of the respective department. The responsibilities for the
class counselor shall be:
 To act as the channel of communication between the HoD, School Dean, Year Coordinator, Course
Coordinator, Staff and Students of the respective class.
 To collect and maintain various statistical details of students.
 To help the Year Coordinator in planning and conduct of the classes.
 To monitor the academic performance of the students including attendance and to inform the Year
Coordinator.
 To take care of the students’ welfare activities like industrial visits, seminars, awards etc.
9. COURSE COORDINATOR FOR EACH COURSE
Each theory course offered to more than one class or branch or group of branches, shall have a Course
Coordinator. The Course Coordinator will be nominated by the school dean in consultation with respective head
of the department. The Course Coordinator will be normally senior staff who is one among the teachers teaching
the course.
The Course Coordinator shall meet the teachers handling the course, as often as possible and ensure
 A common teaching methodology is followed for the course.
 The study materials are prepared by the staff members and communicated to the students
periodically.
 The involvement of students in course based projects and assignments.
 To prepare common question paper for continuous assessment exam.
 For uniform evaluation of continuous assessments answer sheets by arriving at a common scheme
of evaluation. The course coordinator is responsible for evaluating the performance of the students
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in the continuous assessments and end semester examinations and analyse them to find suitable
methodologies for improvement in the performance. The analysis should be submitted to the HoD
and School Dean for suitable action.
10. EXAMINATIONS
There will be a Continuous Assessment Examination and End Semester Examination for both theory and
practical courses of all programmes.
(i) Theory courses

Continuous Assessment : 50 Marks
End Semester Exams : 50 Marks
(ii) Practical courses
Continuous Assessment : 50 Marks
End Semester Exams : 50 Marks
10.1 CONTINUOUS ASSESSMENT EXAMS
(a) Theory Courses
 There will be a minimum of two continuous assessment exams, for each theory course. Each
assessment exam will be conducted for a maximum of 50 Marks. The total marks secured in the
two assessment exams out of 100, will be converted to 40 Marks. The percentage of attendance
secured by the candidate in a course in a semester will carry a weightage of 10 Marks, which will
be added to the continuous assessment marks for each course.
 The continuous assessment marks obtained by the candidate in the first appearance shall be
retained, considered and valid for all subsequent attempts, till the candidate secures a pass.
(b) Practical Courses
 For practical courses, the student will be evaluated on a continuous basis for 25 Marks (which will
include performing all experiments, submitting observation and record note book in scheduled
format and time), 20 marks for model exam at the end of the semester and 5 marks for attendance
in the course.
 For practical courses, if a student has been absent for some practical classes or has performed
poorly, then the student will have to get permission from the lab incharge and year coordinator to
do the experiments, so that he/she meets all the requirements for the course and thereby allowed
to appear for model and end semester exams.
 If a student has not done all the experiments assigned for that lab, before the scheduled date or
has attendance percentage less than 90%, the student will not be allowed to appear for the model
and end semester practical exam. Such students will have to redo the course again by doing all the
experiments in the next semester when the course is offered.
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10.2 END SEMESTER EXAMINATIONS
 The end semester examinations shall normally be conducted between October and December during
the odd semesters and between March and May during the even semesters for both theory and
practical courses of all programmes.
 End semester examinations will be conducted for a maximum of 100 marks. The marks secured in end
semester exams will be converted to 50 marks.
 End semester practical exams will be conducted for a maximum of 50 marks.
11. ELECTIVE COURSES
Every student has the option of choosing elective courses during the third semester of the study. The student
also has the choice of selecting the electives offered by departments within the school in that semester.
12. FINAL YEAR PROJECT WORK
 Project work has to be done by each student in the final year. The project work has been divided in to
two phases (Mini Project and Final Project). Project work has to be decided by the end of second
semester. Mini Project has to be done in the pre-final semester and Final Project Work during the final
semester.
 For project work, assessment is done on a continuous basis by 3 reviews for 50 marks and final viva
voce carries 50 Marks.
 There shall be three project reviews (conducted during the pre-final semester and final semester) to be
conducted by a review committee. The student shall make presentation on the progress made, before
the committee. The Head of the department shall constitute the review committee for each branch in
consultation with School Dean. The members of the review committee will evaluate the progress of the
project and award marks.
PROJECT REVIEWS FINAL PROJECT

1 2 3 VIVA VOCE
Max. Marks 5 15 30 50
 The total marks obtained in the three reviews, rounded to the nearest integer is the continuous
assessment marks out of 50. There shall be a final viva-voce examination at the end of final semester
conducted by one internal examiner, one external examiner and the supervisor concerned.
 A student is expected to attend all the project reviews conducted by the institution on the scheduled
dates. It is mandatory for every student to attend the reviews, even if they are working on a project in an
industry based outside Chennai city. It is their duty to inform the organization about the project reviews
and its importance, and get permission to attend the same. If a student does not attend any of the
project reviews, he / she shall not be allowed for the successive reviews and thereby not allowed to
appear for the final viva voce.
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 The final project viva-voce examination shall carry 50 marks. Marks are awarded to each student of the
project group based on the individual performance in the viva-voce examination. The external examiner
shall be appointed by the Controller of Examinations. The internal and external examiner will evaluate
the project for 20 Marks each. The project report shall carry a maximum of 10 marks.
 The candidate is expected to submit the project report as per the guidelines of the institution on or
before the last day of submission. If a candidate fails to submit the project report on or before the
specified deadline, he/she can be granted an extension of time up to a maximum limit of 5 days for the
submission of project work, by the Head of the department.
 If he/she fails to submit the project report, even beyond the extended time, then he/she is deemed to
have failed in the project work and shall register for the same in the subsequent semester and re-do the
project after obtaining permission from the HoD and school dean.
13. PASSING REQUIREMENTS
 A candidate should secure not less than 50% of total marks prescribed for the courses, subject to
securing a minimum of 30% marks out of maximum mark in end semester exams. Then he/she shall be
declared to have passed in the examination.
 If a candidate fails to secure a pass in a particular course, it is mandatory that he/she shall register and
reappear for the examination in that course during the next semester when examination is conducted in
that course. It is mandatory that he/she should continue to register and reappear for the examination till
he/she secures a pass.
14. AWARD OF DEGREE
All assessments of a course will be done on absolute marks basis. However, for the purpose of reporting the
performance of a candidate, letter grades, each carrying certain number of points, will be awarded as per the
range of total marks (out of 100) obtained by the candidate in each course as detailed below:
RANGE OF MARKS FOR GRADES

Range of Marks Grade Grade Points (GP)
90-100 A++ 10
80-89 A+ 9
70-79 B++ 8
60-69 B+ 7
50-59 C 6
00-49 (Reappear) RA 0
ABSENT AAA 0
Withdrawal W 0
Authorised Break of Study ABS 0
M.B.A. - Regular vi REGULATIONS 2019

CUMULATIVE GRADE POINT AVERAGE CALCULATION
The CGPA calculation on a 10 Point scale is used to describe the overall performance of a student in all courses
from first semester to the last semester. RA, AAA and W grades will be excluded for calculating GPA and CGPA.
n n
i Ci GPi i Ci GPi
GPA  i=1 CGPA  i=1
i Cii Ci
Where Ci - Credits for the course

GPi - Grade Point for the course
i - Sum of all courses successfully cleared during all the semesters
n - Number of all courses successfully cleared during the particular semester in the
case of GPA and during all the semesters in the case of CGPA
Final Degree is awarded based on the following:
CGPA ≥ 9.0 - First Class - Exemplary

CGPA ≥ 7.50 < 9.0 - First Class with Distinction
CGPA ≥ 6.00 < 7.50 - First Class
CGPA ≥ 5.00 < 6.00 - Second Class
Minimum requirements for award of Degree: A student should have obtained a minimum of 5.0 CGPA.
15. GRADE SHEET
After revaluation results are declared in each semester, Grade Sheets will be issued to each student. At the end
of programme a consolidated grade sheet also will be issued to each student. The grade sheet and consolidated
grade sheet will contain the following details:
 Name of the candidate with date of birth and photograph.

 The programme and degree in which the candidate has studied
 The list of courses enrolled during the semester, marks and the grade secured
 The Grade Point Average (GPA) for the semester.
16. ELIGIBILITY FOR THE AWARD OF DEGREE
A student shall be declared to be eligible for the award of the M.B.A. degree, provided the student has
successfully completed all the requirements of the programme, and has passed all the prescribed examinations
in all the 4 semesters within the maximum period specified in clause 3.
i) Successfully gained the required number of total credits as specified in the curriculum corresponding to
his/her programme within the stipulated time.
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ii) Successfully completed the programme requirements and has passed all the courses prescribed in all
the semesters within a maximum period of 2 years reckoned from the commencement of the first
semester to which the candidate was admitted.
iii) Successfully completed any additional courses prescribed by the Institution.
iv) No disciplinary action pending against the student.
v) The award of Degree must have been approved by the Board of Management of the Institution.
17. CLASSIFICATION OF DEGREE AWARDED
1. A candidate who qualifies for the award of the Degree having passed the examination in all the courses
of all the 4 semesters in his / her first appearance within a maximum of 4 consecutive semesters
securing a overall CGPA of not less than 9.0 (Calculated from 1st semester) shall be declared to have
passed the examination in First Class - EXEMPLARY. Authorized Break of Study vide Clause 19, will
be considered as an Appearance for Examinations, for award of First Class – Exemplary. Withdrawal
from a course shall not be considered as an appearance for deciding the eligibility of a candidate for
First Class – Exemplary
of all the 4 semesters in his/her first appearance within a maximum of 4 consecutive semesters
(maximum of 6 semesters for Lateral entry students who join the course in the third semester) securing
a overall CGPA of not less than 7.5 (Calculated from 1st semester) shall be declared to have passed
the examination in First Class with Distinction. Authorized Break of Study vide Clause 19, will be
considered as an Appearance for Examinations, for award of First Class with Distinction. Withdrawal
shall not be considered as an appearance for deciding the eligibility of a candidate for First Class with
Distinction.
of all the 4 semesters within a maximum period of 4 consecutive semesters after his/her
commencement of study securing a overall CGPA of not less than 6.0 (Calculated from 1st semester),
shall be declared to have passed the examination in First Class. Authorized break of study vide
Clause 19 (if availed of) or prevention from writing End semester examination due to lack of attendance
will not be considered as Appearance in Examinations. For award of First class, the extra number of
semesters than can be provided (in addition to two years for M.B.A. will be equal to the Number of
semesters availed for Authorized Break of Study or Lack of Attendance. Withdrawal shall not be
considered as an appearance for deciding the eligibility of a candidate for First Class.
4. All other candidates who qualify for the award of the Degree having passed the examination in all the
courses of all the 4 semesters within a maximum period of 8 consecutive semesters after his/her
commencement of study securing a overall CGPA of not less than 5.0, (Calculated from 1 st semester)
shall be declared to have passed the examination in Second Class.
5. A candidate who is absent in semester examination in a course/project work after having registered for
the same, shall be considered to have appeared in that examination for the purpose of classification.
M.B.A. - Regular viii REGULATIONS 2019

6. A candidate can apply for revaluation of his / her End semester examination answer paper in a theory
course, immediately after the declaration of results, on payment of a prescribed fee along with
application to the Controller of Examinations through the Head of the Department. The Controller of
Examination will arrange for the revaluation and the result will be intimated to the candidate concerned
through the Head of the Department. Revaluation is not permitted for practical courses and for project
work.
18. WITHDRAWAL FROM EXAMINATIONS
 A candidate may, for valid reasons, (medically unfit / unexpected family situations) be granted
permission to withdraw from appearing for the examination in any course or courses in any one of the
semester examination during the entire duration of the degree programme.
 Withdrawal application shall be valid only if the candidate is otherwise normally eligible (if he/she
satisfies Attendance requirements and should not be involved in Disciplinary issues or Malpractice in
Exams) to write the examination and if it is made within FIVE days before the commencement of the
examination in that course or courses and also recommended by the School Head through HOD.
 Notwithstanding the requirement of mandatory FIVE day notice, applications for withdrawal for special
cases under extraordinary conditions will be considered based on the merit of the case.
 Withdrawal shall not be considered as an appearance for deciding the eligibility of a candidate for First
Class – Exemplary, First Class with Distinction and First Class.
 Withdrawal is NOT permitted for arrears examinations of the previous semesters.
19. AUTHORIZED BREAK OF STUDY
 This shall be granted by the Institution, only once during the full duration of study, for valid reasons for a
maximum of one year during the entire period of study of the degree programme.
 A candidate is normally not permitted to temporarily break the period of study. However, if a candidate
would like to discontinue the programme temporarily in the middle of duration of study for valid reasons
(such as accident or hospitalization due to prolonged ill health), he / she shall apply through the School
Dean in advance (Not later than the Reopening day of that semester) through the Head of the
Department stating the reasons. He /She should also mention clearly, the Joining date and Semester for
Continuation of Studies after completion of break of Study. In such cases, he/she will attend classes
along with the Junior Batches. A student who availed break of study has to rejoin only in the same
semester from where he/she left.
 The authorized break of study will not be counted towards the duration specified for passing all the
courses for the purpose of classification only for First Class.
 The total period for completion of the programme shall not exceed more than 8 consecutive semesters
from the time of commencement of the course irrespective of the period of break of study in order that
he / she may be eligible for the award of the degree.
M.B.A. - Regular ix REGULATIONS 2019

 If any student is not allowed to appear for End Semester Examinations for not satisfying Academic
requirements and Disciplinary reasons, (Except due to Lack of Attendance), the period spent in that
semester shall NOT be considered as permitted ‘Break of Study’ and is NOT applicable for Authorized
Break of Study.
 In extraordinary situations, a candidate may apply for additional break of study not exceeding another
one Semester by paying prescribed fee for break of study. Such extended break of study shall be
counted for the purpose of classification of First Class Degree.
 If the candidate has not reported back to the department, even after the extended Break of Study, the
name of the candidate shall be deleted permanently from the institution enrolment. Such candidates are
not entitled to seek readmission under any circumstances.
20. PROFESSIONAL TRAINING
 Every student is required to undergo Industrial Visits during every semester of the Programme. HODs
shall take efforts to send the students to industrial visits in every semester.
 The students will have to undergo Professional training for a Minimum period of 4 weeks during the
semester Holidays.
 This could be internship in an industry approved by the School Dean or Professional Enrichment
courses (like attending Summer Schools, Winter Schools, Workshops) offered on Campus or in
Registered Off Campus recognised Training Centres approved by the School Dean for a minimum
period of 4 weeks.
 A report on Training undergone by the student, duly attested by the Coordinator concerned from the
industry / Organisation, in which the student has undergone training and the Head of the Department
concerned, shall be submitted after the completion of training. The evaluation of report and viva voce
examination can be computed as per norms for the End Semester examination.
 The evaluation of training will be made by a three member committee constituted by Head of the
Department in consultation with Year Coordinator and respective Training Coordinator. A presentation
should be made by the student before the Committee, based on the Industrial Training or Professional
Enrichment undergone.
21. NON CREDIT COURSES
Every student has the opportunity to enroll in any of the following Non Credit Courses, during the programme.
The student will have to register for the courses with the respective coordinator before the end of First Semester.
 National Cadet Corps (NCC)

 National Service Scheme (NSS)
 Youth Red Cross (YRC)
 SPORTS CONTRIBUTION: The student is involved in any sport and represents the institution in
Tournaments.
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 PROFESSIONAL CLUBS: Any student can also involve in any of the Professional Clubs available in the
Institution.
The above contribution should be completed by the end of Third Semester as per the requirements. The
Contribution and the Performance of the candidate, will be Printed in the Final Semester Grade sheet and
Consolidate Grade Sheet under the Category “NON CREDIT COURSES” indicated as SATISFACTORY or NOT
SATISFACTORY.
22. OPPORTUNITY TO GAIN EXPOSURE OUTSIDE THE INSTITUTION
 This is facilitated by the “Centre for Academic Partnership & International Relations” of Sathyabama
Institute of Science and Technology consisting of a team of experienced faculty members involved in
forging Partnerships with Leading Universities, Educational Institutions, Industrial and Research
establishments in India and Abroad.
 A student can be selected, to get Professional Exposure in his/her area of Expertise in any Reputed
Research Organization or Educational Institution or any University in India and abroad.
 This is possible only with the List of Research Organizations, Educational Institutions in India and
abroad approved by Sathyabama Institute of Science and Technology.
 A student should have got a minimum of 6 CGPA without any arrears at the time of applying and at the
time of undergoing such courses outside, to avail this opportunity.
 The student can have the option of spending not more than three to Six months in the Final year or Pre-
final year of his/her Degree. During this period, the student can do his/her Project work or register for
courses which will be approved by the Centre for Academic Partnerships (CAP), under the Guidance of
a Project Supervisor who is employed in the Organization and Co-guided by a staff member from
Sathyabama Institute of Science and Technology.
 Applications for the above should be submitted by the students to the Centre for Academic Partnerships
(CAP), in the required format, with complete details of University, Courses and Equivalence Details and
approved by the School Dean.
 The Centre will go through the applications and select the students based on their Academic
Performance and enthusiasm to undergo such courses. This will be communicated to the Universities
Concerned by the Centre.
 The performance of the student in the courses, registered in that Institute or University will be
communicated officially to “Centre for Academic Partnership and International Relations”.
 The students who undergo training outside the Institution (either in India or Abroad) are expected to
abide by all Rules and Regulations to be followed as per Indian and the respective Country Laws, and
also should take care of Financial, Travel and Accommodation expenses.
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23. DISCIPLINE
Every student is required to observe disciplined and decorous behaviour both inside and outside the Institution
and not to indulge in any activity which will tend to bring down the prestige of the Institution. If a student indulges
in malpractice in any of the end semester theory / practical examination, continuous assessment examinations
he/she shall be liable for disciplinary action as prescribed by the Institution from time to time.
24. REVISION OF REGULATIONS AND CURRICULUM
From time to time, the Institution may revise, amend or change the regulations, scheme of examinations and
syllabi if found necessary.
M.B.A. - Regular xii REGULATIONS 2019

PROGRAMME:
MASTER OF BUSINESS ADMINISTRATION (M.B.A.)
CURRICULUM
SEMESTER 1
Sl. Course Course Marks Page
Course Title L T P C
No. Type Code CAE ESE No.
1 Theory SBAA5101 Management Concepts 4 0 0 4 50 50 1

2 Theory SBAA5102 Dynamics of Organizational Behaviour 4 0 0 4 50 50 2
3 Theory SBAA5103 Accounting for Managers 4 0 0 4 50 50 3
4 Theory SBAA5104 Managerial Economics 4 0 0 4 50 50 4
5 Theory SBAA5105 Entrepreneurship and Business Venturing 4 0 0 4 50 50 5
6 Theory SBAA5106 Legal Aspects of Business 4 0 0 4 50 50 6
7 Theory SMTA5105 Statistics for Management 4 0 0 4 50 50 7
8 Practical SBAA6101 Tally – Lab 0 0 2 1 50 50 8
Total Credits for Semester 1 - 29
Total Marks for Semester 1 - 800
SEMESTER 2
1 Theory SBAA5201 Marketing for Managers 4 0 0 4 50 50 9
2 Theory SBAA5202 Management of Human Resources 4 0 0 4 50 50 10
3 Theory SBAA5203 Financial Management 4 0 0 4 50 50 11
4 Theory SBAA5204 Operations Management 4 0 0 4 50 50 12
5 Theory SBAA5205 Applied Operations Research 4 0 0 4 50 50 13
6 Theory SBAA5206 Research Methods in Management 4 0 0 4 50 50 14
7 Theory SBAA5207 Strategic Management 4 0 0 4 50 50 15
8 Practical SBAA6201 SPSS - Lab 0 0 2 1 50 50 16
Total Marks for Semester 2 – 800
L – LECTURE HOURS, T – TUTORIAL HOURS, P – PRACTICAL HOURS, C – CREDITS

CAE – CONTINUOUS ASSESSMENT EXAMINATION
ESE – END SEMESTER EXAMINATION
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SEMESTER 3
1 Theory SBAA5301 Global Business Management 4 0 0 4 50 50 17
2 Theory Specialization 1 / Elective 1 4 0 0 4 50 50
8 Practical SBAA6301 MS-Office 0 0 2 1 50 50 18
9 Practical S41APROJ1 Mini Project 0 0 0 5 50 50 19
SEMESTER 4
1 Practical S41APROJ2 Final Project 0 0 0 10 50 50 60

M.B.A. - Regular xiv REGULATIONS 2019

DEPARTMENT ELECTIVES FOR 3RD SEMESTER - FINANCE

1 Theory SBAA7001 Banking and Insurance Management 4 0 0 4 50 50 20
Investment Analysis and Portfolio
2 Theory SBAA7002 4 0 0 4 50 50 21
Management
3 Theory SBAA7003 Strategic Financial Management 4 0 0 4 50 50 22
4 Theory SBAA7004 Financial Institutions and Services 4 0 0 4 50 50 23
5 Theory SBAA7005 Rural and Microfinance 4 0 0 4 50 50 24
6 Theory SBAA7006 International Finance 4 0 0 4 50 50 25
7 Theory SBAA7007 Risk Management 4 0 0 4 50 50 26
8 Theory SBAA7008 Project Finance 4 0 0 4 50 50 27
DEPARTMENT ELECTIVES FOR 3RD SEMESTER - MARKETING

1 Theory SBAA7009 Consumer Behaviour 4 0 0 4 50 50 28
Advertising Management and Sales
2 Theory SBAA7010 4 0 0 4 50 50 29
Promotion
3 Theory SBAA7011 Strategic Marketing 4 0 0 4 50 50 30
4 Theory SBAA7012 Brand Management and Retailing 4 0 0 4 50 50 31
5 Theory SBAA7013 Services Marketing 4 0 0 4 50 50 32
6 Theory SBAA7014 Relationship Marketing 4 0 0 4 50 50 33
7 Theory SBAA7015 Business to Business Marketing 4 0 0 4 50 50 34
8 Theory SBAA7016 Rural Marketing 4 0 0 4 50 50 35

M.B.A. - Regular xv REGULATIONS 2019

DEPARTMENT ELECTIVES FOR 3rd SEMESTER – HUMAN RESOURCE

1 Theory SBAA7017 Advanced Labour Laws 4 0 0 4 50 50 36
2 Theory SBAA7018 Human Capital Management 4 0 0 4 50 50 37
3 Theory SBAA7019 Strategic Human Resource Management 4 0 0 4 50 50 38
International Human Resource
4 Theory SBAA7020 4 0 0 4 50 50 39
Management
5 Theory SBAA7021 Organisational Change and Development 4 0 0 4 50 50 40
6 Theory SBAA7022 Leadership, Power and Politics 4 0 0 4 50 50 41
7 Theory SBAA7023 Conflict Management and Negotiation 4 0 0 4 50 50 42
Performance and Compensation
8 Theory SBAA7024 4 0 0 4 50 50 43
Management
DEPARTMENT ELECTIVES FOR 3rd SEMESTER – OPERATIONS

1 Theory SBAA7025 Logistics Management 4 0 0 4 50 50 44
2 Theory SBAA7026 Supply Chain Management 4 0 0 4 50 50 45

3 Theory SBAA7027 Operations Strategy 4 0 0 4 50 50 46
4 Theory SBAA7028 Service Operations Management 4 0 0 4 50 50 47

5 Theory SBAA7029 Quality Management 4 0 0 4 50 50 48
6 Theory SBAA7030 Lean Management 4 0 0 4 50 50 49
7 Theory SBAA7031 Environment and Safety Management 4 0 0 4 50 50 50
8 Theory SBAA7032 Warehouse and Inventory Management 4 0 0 4 50 50 51

M.B.A. - Regular xvi REGULATIONS 2019

DEPARTMENT ELECTIVES FOR 3RD SEMESTER – SYSTEMS

1 Theory SBAA7033 Managing E-Business 4 0 0 4 50 50 52
2 Theory SBAA7034 Information System Management 4 0 0 4 50 50 53
3 Theory SBAA7035 Database Management System 4 0 0 4 50 50 54
4 Theory SBAA7036 Data Mining and Business Analytics 4 0 0 4 50 50 55
5 Theory SBAA7037 Internet of Things 4 0 0 4 50 50 56
6 Theory SBAA7038 Software Project Management 4 0 0 4 50 50 57
7 Theory SBAA7039 Knowledge Management 4 0 0 4 50 50 58
8 Theory SBAA7040 System Analysis and Design 4 0 0 4 50 50 59

Theory courses (including elective courses) Practical Courses (including PT and project)
Semester
Total no. Total Credits Total Marks Total no. Total Credits Total Marks
1 7 28 700 1 1 100
2 7 28 700 1 1 100
3 7 28 700 2 6 200
4 - - - 1 10 100
Overall
21 84 2100 5 18 500
Total
Overall Total Credits for M.B.A. 102
Overall Total Marks for M.B.A. 2600
M.B.A. - Regular xvii REGULATIONS 2019

L T P Credits Total Marks

SBAA5101 MANAGEMENT CONCEPTS
4 0 0 4 100
COURSE OBJECTIVES
 To understand the functions of management.
 To analyze the significance of management concepts.
 To incorporate management principles in decision making.
UNIT 1 INTRODUCTION TO MANAGEMENT 9 Hrs.

Management - Nature - Importance - Functions - Management Vs Administration - Management Skills - Levels of
Management, Characteristics of Quality Managers - Evolution of Management - Early contributions - Taylor and Scientific
Management - Fayol's Administrative Management - Hawthorne Experiments and Human Relations, Social System
Approach - Decision Theory Approach - Social Responsibility of Managers - Managerial Ethics.
UNIT 2 PLANNING AND ORGANIZING 9 Hrs.

Planning - Nature - Scope - Objectives and Significance of Planning - Types - Process of Planning - Barriers to Effective
Planning, Planning Premises - MBO - Decision Making - Modern approaches to decision making under uncertainty -
Organizing - Concept - Organization Theories - Forms of Organizational Structure - Departmentation - Span of Control -
Delegation of Authority - Authority and Responsibility - Organizational Structure and Design - Vertical and Horizontal
Dimensions.
UNIT 3 STAFFING AND DIRECTING 9 Hrs.

Staffing - Concept - System Approach - Manpower Planning - Job Analysis - Recruitment and Selection - Training and
Development - Performance Appraisal -Directing - Concept - Direction and Supervision.
UNIT 4 COORDINATION AND CONTROLLING 9 Hrs.

Coordination - Concept - Need and techniques - importance -Controlling - Objectives -Process of control - Devices of control
- controlling techniques - Budgeting - non budgetary control - Management by Exception.
UNIT 5 COMMUNICATION 9 Hrs.

Meaning, process, types, Channels, barriers in communication–Effective communication- Business Communication in the
Global Context - inter-cultural communication - Forms of Communication-Technology & Communication - Communication for
Organizational Effectiveness.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Identify the primary functions of management.
CO2 - Understand the planning process.
CO3 - Discuss principles and techniques for staffing and directing
CO4 - Describe staffing
CO5 - Evaluate control techniques.
CO6 - Design effective communication methods.
TEXT/ REFERENCE BOOKS

1. Andrew J. Dubrin, Essentials of Management, Thomson Southwestern, 9th Edition, 2012.
2. Samuel. Certo and TervisCerto, Modern Management: Concepts and Skills, Pearson, 15 th Edition, 2018.
3. Harold Koontz & Heinz Weihrich, Essentials of Management: An International & Leadership Perspective, Tata McGraw
Hill, 10th Edition, 2015.
4. Charles W.L Hill and Steven L McShane, Principles of Management, Tata McGraw Hill, Special Indian Edition, 2017.
5. L.M. Prasad, Principles and Practice of Management, Sultan Chand & Sons, 8th Edition, 2013.
6. JP Mahajan, Principles and Practice of Management, Vikas Publisher, 2017.
END SEMESTER EXAMINATION QUESTION PAPER PATTERN

Max. Marks: 100 Exam Duration:3 Hrs.
PART A: 5 Questions to be answered out of 8 Questions, each Question carrying 6 marks 30 Marks
PART B: 2 Questions from each unit of internal choice, each carrying 10 marks 50 Marks
PART C: 1 Compulsory - Question / Case Study, carrying 20 marks 20 Marks
M.B.A. - Regular 1 REGULATION 2019


SBAA5102 DYNAMICS OF ORGANIZATIONALBEHAVIOUR
4 0 0 4 100
COURSE OBJECTIVES
 To understand the behaviour of human beings as individuals and groups
 To interpret individual and group dimensions in organizational behaviour
 To comprehend the dynamics of complex work situations.
UNIT 1 CONCEPT OF ORGANIZATIONAL BEHAVIOUR 9 Hrs.

Definition - Nature - Characteristics - importance of organizational behaviour - models, -Cognitive Framework -
Behaviouristic Framework and Social Cognitive Framework of organizational behavior.
UNIT 2 INDIVIDUAL BEHAVIOUR 9 Hrs.

Perception - Concept - Nature - Process - Importance - Management and Behavioural Applications of Perception - Attitude -
Concept - Process and Importance - Attitude Measurement - Attitudes and Workforce Diversity - Personality - Concept,
Nature, Types and Theories of Personality - Learning - Concept and Theories of Learning.
UNIT 3 GROUP BEHAVIOUR 9 Hrs.

Motivation - Theories of Motivation - Early and Contemporary views - Motivating a Diverse Workforce - Leadership - Styles -
Traits - Theories of Leadership - Interpersonal Relationship - Group Dynamics - Stages of Group Development - Group
Cohesiveness - Formal and Informal Groups - Group Processes and Decision Making - Dysfunctional Groups.
UNIT 4 ORGANISATIONAL DYNAMICS 9 Hrs.

Organisational Power and Politics - Concept - Sources of Power - Distinction between Power - Authority and Influence -
Approaches to Power, Political Implications of Power - Dysfunctional Uses of Power- Conflict - Sources - Types -
Functionality and Dysfunctionality of Conflict - Resolution of Conflict.
UNIT 5 ORGANISATIONAL CHANGE 9 Hrs.

Change - Concept - Nature - Resistance to change - Managing resistance to change - Implementing Change - Kurt Lewin
Theory of Change - Grievance - Types - Process of Grievance Handling - Stress - Consequences - Causes of Stress -
Managing Stress - Organizational Culture - Characteristics - Elements - Implications of Organization culture, Process - Job
Satisfaction - Components - Significance - Influencing Factors.
Max. 45 Hrs.
COURSE OUTCOMES
On completion of the course, student will be able to
CO1 - Understand the basic elements of human behaviour.
CO2 - Discuss individual and group behaviour
CO3 - Examine important aspects of group/team processes.
CO4 - Demonstrate ability to manage, lead and work with other people in the organization.
CO5 - Analyze the significance of conflict, politics and change in organizations
CO6 - Design effective organizational dynamics.
TEXT/REFERENCE BOOKS
1. Newstrom John W., Organisational Behaviour: Human Behaviour at Work, Tata McGraw Hill, 12 th Edition, 2006.
2. Luthans Fred, Organisational Behaviour, Tata McGraw Hill, 12th Edition, 2013.
3. Sundar & Srinivasan, Elements of Organisational Behaviour, Vijay Nicole Imprints Pvt. Limited, 1st Edition, 2016.
4. Aswathappa. K., Organizational Behavior, HPH, Bombay, 12th Revised Edition, 2016.
5. S.S. Khanka, Organizational Behavior, Sultan Chand & Co, 2008.
6. Steven Mcshane and Mary Ann Von Glinow, Organizational Behaviour, Tata McGraw Hill, 6th Edition, 2015.

Max. Marks: 100 Exam Duration: 3 Hrs.


SBAA5103 ACCOUNTING FOR MANAGERS
4 0 0 4 100
COURSE OBJECTIVES
 To understand management accounting tools and techniques
 To analyze and interpret financial statements
 To recognize the roles of budgets variance as tools of planning and control.
UNIT 1 INTRODUCTION 9 Hrs.

Financial, Cost and Management Accounting - Generally accepted accounting principles, Conventions and Concepts - Final
Accounts - Preparation of profit and loss account and Balance sheet.
UNIT 2 ANALYSIS OF FINANCIAL STATEMENTS 9 Hrs.

Analysis of financial statements - Financial ratio analysis - importance - classification of ratios on the basis of liquidity -
solvency - activity and profitability and their interpretation.
UNIT 3 FUNDS FLOW AND CASH FLOW STATEMENT 9 Hrs.

Funds flow statement - Meaning -Funds from operations - statement of changes in working capital - Interpreting funds flow
statement - cash flow statement - Meaning - computation of cash from operation - Interpreting cash flow statement.
UNIT 4 MARGINAL COSTING 9 Hrs.

Marginal costing for decision making - Make or Buy - Key factor - Optimum production mix - Adding or discontinuing a
product - Activity based costing.
UNIT 5 VARIANCE ANALYSIS AND BUDGETING 9 Hrs.

Variance Analysis - Material - Labour - Overheads - Sales (Value and Margin Variances) - Budgetary control - functional
Budgets - Master Budgets - Zero based budgets.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Familiarize with overall accounting for managerial decision making.
CO2 - Judge the performance of a company through financial ratios.
CO3 - Prepare fund flow and cash flow statement.
CO4 - Improve means of managerial decision on product with help of marginal costing.
CO5 - Estimate Cost of a product.
CO6 - Interpret the financial statement.
TEXT / REFERENCE BOOKS

1. M.Y.Khan & P.K.Jain, Management Accounting, Tata McGraw Hill, 7th Edition, 2017.
2. R.Narayanaswamy, Financial Accounting : A Managerial Perspective, PHI Learning, New Delhi, 6 th Edition 2017.
3. C.T. Horngren, Gary L. Sundem, Jeff O. Schatzberg, and Dave Burgstahler, Introduction to Management Accounting,
Pearson, 16th Edition, 2013.
4. Stice&Stice, Financial Accounting Reporting and Analysis, Cengage Learning, 7th Edition, 2008.
5. R. Ramachandran and R. Srinivasan, Management Accounting, Sriram Publications 12th Edition, 2009.
6. Mohammed Hanif, Modern Cost and Management Accounting, Tata McGraw Hill, 1st Edition, 2013.
7. PankajBaag, Guari Shankar, Kavitha P, Management Accounting: Text and Cases, Staredu Solutions, 2018



SBAA5104 MANAGERIAL ECONOMICS
4 0 0 4 100
COURSE OBJECTIVES
 To understand macroeconomic concepts and latest trends in its application
 To implement economic policies for sustainable development
 To illustrate the application of economic theories in market analysis and business forecasting.

Definition of Managerial Economics - Nature and scope - Decision Making - Fundamental Concepts Affecting Business
Decisions - Incremental Concept - Marginalism - Equimarginal Concept - the Time Perspective - Discounting Principle -
Opportunity Cost Principle - Utility Analysis.
UNIT 2 DEMAND AND SUPPLY ANALYSIS 9 Hrs.

Demand - Meaning - Law of demand - Factors of demand - Elasticity of Demand - Types - Demand Forecasting - Methods
of demand forecasting - Supply - Meaning - Factors of Supply - Elasticity of Supply - Circular Flow of Income - Production
Possibility Curve.
UNIT 3 PRODUCTION AND COST ANALYSIS 9 Hrs.

Production - Meaning - The Production Function - Theories of Production - Law of Variable Proportions - Law of returns to
scale - Production Isoquants - Iso cost Lines Estimating Production Functions - Cost Concepts - Meaning - Types - Cost in
Short run and Long runcost -estimation of cost function - relationship between cost and production.
UNIT 4 MARKET STRUCTURE 9 Hrs.

Market Structure - Perfect and Imperfect Competition - Price determination under perfect competition -Price determination
under imperfect competition – Monopoly,Oligopoly, Duopoly,Monopolistic Competition - Price output determination under
perfect competition and imperfect competition –Monopoly, Monopolistic competition, oligopoly, Duoploy- Pricing - Meaning -
Types.
UNIT 5 MACRO ECONOMICS 9 Hrs.

National Income - concept - Methods of measurement - Consumption - Saving and Investment Function - Balance of
Payment - Fiscal and Monetary Policy - Inflation - Deflation - Multiplier and Accelerator - Business cycles - Phases of trade
cycle. Employment Determination - Classical theory, Keynesian theory, Neo - classical theory.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Define the concepts of Economics.
CO2 - Explain demand and supply.
CO3 - Examine types of costs.
CO4 - Discuss market structure.
CO5 - Analyze pricing strategies.
CO6 - Derive optimal decisions by integrating the concepts of micro & macro economics.

1. Dwivedi.D.N, Managerial Economics, Vikas publications, 8th Edition,2018.
2. Ahuja.H.L, Advanced Economic Theory, Sultan Chand & Sons, 2018
3. Maheswari.K.L, Managerial Economics, Sultan Chand & Sons, 2019.
4. Mehta.P.L, Managerial Economics, Analysis, Problems, Cases, 2019.
5. A.R.Aryasri, Managerial Economics and Financial Analysis, Tata McGraw Hill, 2nd Edition, 2018.
6. G Geetika and PiyaliGhosh, Managerial Economics, Tata McGraw Hill, 3rd Edition, 2017.



SBAA5105 ENTREPRENEURSHIP AND BUSINESS VENTURING
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concepts of entrepreneurship, enterprise and business venturing.
 To identify elements of a business plan.
 To prepare a project report and know the sources of finance.

Meaning of entrepreneur - Functions of an Entrepreneur - Types of Entrepreneur - Intrapreneur - an emerging class -
Concept of Entrepreneurship - Evolution of Entrepreneurship - Development of Entrepreneurship - Entrepreneurial Culture -
Stages in entrepreneurial process.
UNIT 2 BUSINESS PLANNING PROCESS 9 Hrs.

Meaning of business plan - Business plan process - Advantages of business planning - Marketing plan -
Production/operations plan - Organization plan - Financial plan - Final Project Report with Feasibility Study - preparing a
model project report for starting a new venture.
UNIT 3 CRAFTING BUSINESS MODELS AND LEAN START - UPS 9 Hrs.

Introduction to business models; Creating value propositions - conventional industry logic, value innovation logic- customer
focused innovation; building and analyzing business models; Business model canvas, Introduction to lean startups,
Business Pitching.
UNIT 4 BUSINESS VENTURING 9 Hrs.

Creating and organizing the venture - Product development - The founding team - Organizational, legal and ethical issues -
Operations management - Start - up costs - Financing the new venture - New venture marketing - Planning for growth.
UNIT 5 ENTREPRENEURSHIP DEVELOPMENT 9 Hrs.

A brief overview of financial institutions in India - Central level and state level institutions - SIDBI - NABARD - IDBI - SIDCO -
Indian Institute of Entrepreneurship - DIC - Single Window - Latest Industrial Policy of Government of India - Role of Central
Government and State Government in promoting Entrepreneurship - Women Entrepreneurs - Role, Problems and
Prospects.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Think critically about the entrepreneurial process in several contexts
CO2 - Analyze the milestones and related challenges in developing a new venture.
CO3 - Develop a new product.
CO4 - Discuss the key issues related to new venture creation.
CO5 - Apply concepts and techniques in a variety of settings for the entrepreneurial process.
CO6 - Design novel business models.

1. David. H. Holt, Entrepreneurship: New Venture Creation, Pearson Education, 2016.
2. Khanka. S.S, Entrepreneurial Development, Sultan Chand & Sons, New Delhi, 2012.
3. Vasant Desai, Dynamics of Entrepreneurial Development and Management, Himalaya Publications House, New Delhi, 6 th
Revised Edition 2018.
4. Yescombe E.R., Principles of Project Finance, Academic Press; 2nd Editions, 2013.



SBAA5106 LEGAL ASPECTS OF BUSINESS
4 0 0 4 100
COURSE OBJECTIVES
 To assist the students in understanding basic laws affecting the operations of a business enterprise.
 To identify the fundamental legal principles behind contractual agreements
 To acquire knowledge and skills related to business law
UNIT 1 THE COMPANIES ACT 2013 9 Hrs.

The Companies Act, 2013, Introduction, Characteristics, Lifting of Corporate Veil, Formation procedure, Doctrine of Indoor
Management, Doctrine of Constructive Notice, Classification of companies, Managerial personnel, Inclusion of CSR Act,
implications, CSR Audit, Oppression and Mismanagement, Meetings, Resolutions, Winding up, Partnership Act, 1932
UNIT 2 THE INDIAN CONTRACT ACT 1872 9 Hrs.

The Indian Contract Act 1872: Classification of Contracts, Essentials of a contract-Offer, Acceptance, Consideration,
Capacity to contract, Free Consent, Performance, Discharge of Contracts, Remedies for Breach of Contract.
UNIT 3 SALE OF GOODS ACT 1930 AND THE NEGOTIABLE INSTRUMENTS ACT 1881 9 Hrs.
Sale of Goods Act 1930: Contract of sale, Difference between Sale and Agreement to sell, Conditions and Warranties -
Transfer of Property, Performance of the Contract, Rights of an Unpaid Seller – The Negotiable Instruments Act 1881:
Features, Promissory Note, Bill of exchange, Cheque, Holder in Due course, Dishonour Procedures, Discharge of
Negotiable instruments.
UNIT 4 COMPETITION ACT, RTI AND IPR ACT 9 Hrs.

The Competition Act 2002- Prohibition of Certain Agreements, Abuse of Dominant Position and Regulation of combinations,
Competitive Commission of India, Penalties, Finance Accounts and Audit - Right to Information Act 2005 – Intellectual
Property Rights - WIPO, Copyright, Trade Marks, Patents, Designs.
UNIT 5 OTHER LAWS 9 Hrs.

Introduction to GST - The Information Technology Act 2000 - Consumer Protection Act 1986 - Law relating to Environment
Act 1986, Law of Insurance.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the statutory provisions that affect the business decisions.
CO2 - Familiarize with the legal frame work related to contract.
CO3 - Identify the legal implications of the general activities of a modern business organization.
CO4 - Explain the legal aspects regarding negotiable instruments.
CO5 - Discuss important commercial laws.
CO6 - Apply principles and rules governing legal regulations about the company.

1. Kapoor N.D, Elements of Mercantile Law, Sultan Chand & Sons, New Delhi, , 37th Edition., 2018.
2. K Ramachandra, B Chandrashekara, Chandrakant Kanakatte, Legal Aspects of Business – Text and Cases, Himalaya
Publishing House, 2nd Edition, 2016.
3. PPS Gogna, A Textbook of Company Law: As per the Companies Act, 2013, Sultan Chand & Sons, 11th Edition, 2016.
4. Maheshwari, S.N & Maheshwari, S.K, A Manual of Business Laws, Himalaya Publishers, 6th Edition, 2015.
5. Akhileshwarpathak, Legal Aspects of Business, Tata McGraw Hill, 7th Edition, 2018.



SMTA5105 STATISTICS FOR MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the basic statistical tools for analysis & interpretation of qualitative & quantitative data.
 To introduce basic concepts of Statistics and to provide statistical techniques for business data analysis.
UNIT 1 CORRELATION, REGRESSION AND CURVE FITTING 9 Hrs.

Correlation coefficient - Rank Correlation coefficient - regression coefficients - Regression lines - Fitting curves of the form y
= a + bx, y = a + bx + cx2, by the method of least squares.
UNIT 2 PROBABILITY AND DISTRIBUTIONS 9 Hrs.

Probability - Addition and Multiplication theorems - Conditional Probability - Bayes theorem (without proof) Theoretical
distributions (Mean, Variance and applications only); Binomial, Poisson and Normal (No derivations)
UNIT 3 PARAMETRIC TEST 9 Hrs.

Basic sampling concepts-Z test for single mean, two sample means single proportions, two sample proportions - Student’s t
test for single mean, two sample mean - Paired t test - F testANOVA(One way and Two way - applications problems only)
UNIT 4 NON PARAMETRIC TEST 9 Hrs.

Chi-Square test - Goodness of fit - Independence of Attributes - Non-parametric test - sign test - one sample run test,
Kruskal Wallis H test - Mann Whitney U test - Kolmogorov Smirnov (K-S) test.
UNIT 5 MULTIVARIATE ANALYSIS 9 Hrs.

Multivariate analysis (Theory only) - Partial and Multiple Correlations - Elementary concepts of Factor analysis - Multiple
Regression analysis - Discriminant analysis - Cluster analysis.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Evaluate correlation coefficient, Regression Equations. Explore the relationship between correlation and
regression. Fitting of straight line by least squares.
CO2 - Understand the basic concepts of probability and enable the students to apply Baye’s theorem using conditional
probability.
CO3 - Choose the appropriate tests of significance, Formulate the hypothesis for testing the significance of difference,
Identify the size of the sample, level of significance, degrees of freedom of the samples.
CO4 - Advantages of non-parametric tests Choose the appropriate tests and Evaluate the various methods of Non-
Parametric tests.
CO5 - Explain the basic concepts of partial and multiple correlations and cluster analysis.
CO6 - Explore the various problems involving probability. Explore the statistical methods designed to contribute to
making scientific judgments in the face of uncertainty and to design suitable models.

1. Levin and Rubin, Statistics for Management, Pearson, 7th Edition, 2012.
2. Veerarajan. T, Probability, Statistics and Random Process, Tata McGraw Hill, 3rd Edition, 2017.
3. Vittal P.R, Business Statistics, Margham Publications, 3rd Edition, 2001.
4. Beri G, Business Statistics, Tata McGraw Hill, 2009.
5. S C Gupta and Indra Gupta, Business Statistics, Himalaya Publisher, 2nd Edition, 2019



SBAA6101 TALLY LAB
0 0 2 1 100
COURSE OBJECTIVES
 To familiarize with the basic concepts, of Accounting
 To make the students proficient towards creating the accounting records and extract the financial statements
 To impart practical training on this software so that the students could apply its various aspect in their day to
day business/professional activities.
SUGGESTED LIST OF EXPERIMENTS
1. Introduction to Tally
2. Creation, Alteration and Deletion of Company
3. Creation/Alteration of Multiple Ledgers/Groups
4. Preparation of Trial Balance
5. Preparation of Profit And Loss Account and Balance sheet - Ledger Balances
6. Preparation of Profit And Loss Account and Balance sheet - Accounting Vouchers
7. Inventory Vouchers
8. Cost Category and Centres
9. Payroll Processing
COURSE OUTCOMES
CO1 - Understand basic Accounting concepts and principles
CO2 - Set up Company Configurations, Charts of Accounts and record financial transactions
CO3 - Generate Accounting and Inventory Masters, Vouchers and Basic Reports in Tally
CO4 - Explore Cost Centers and Categories
CO5 - Explain the Payroll Accounting and generate Payroll reports
CO6 - Acquire hands-on experience in the use ofTally accounting package.


SBAA5201 MARKETING FOR MANAGERS
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concept of marketing
 To impart knowledge on the marketing framework
 To familiarize with marketing strategy formulation and implementation

Marketing - Nature and Scope of Marketing, Philosophies of Marketing Management - Marketing Concepts - Customer
Value - Holistic Marketing - Marketing Environment - Environmental monitoring, Understanding the impact of Macro and
Micro environment on Marketing - Elements of Marketing Mix - Services Marketing.
UNIT 2 IDENTIFYING AND SELECTING MARKETS 9 Hrs.

Market Segmentation, Targeting and Positioning - Marketing Research and Market Information - Consumer Buying
Behavior, Understanding B2B Customers - Strategic Marketing Planning Process - Competitor analysis, Marketing Warfare
Strategies, Porter’s Strategies Framework.
UNIT 3 PRODUCTAND PRICE MANAGEMENT 9 Hrs.

Introduction to Product - Product Policy, Product line Decisions, Product Life Cycle and Marketing Strategies, Organizing for
New Products - Introduction to Brand Management and Crafting of Brand Elements - Introduction to Pricing and Revenue
Optimization (PRO),Special Pricing Techniques, Value Based Pricing, Yield Management,B2B Pricing.
UNIT 4 MARKETING CHANNELS 9 Hrs.

Marketing Channels, Designing Distribution Channels, Managing Conflicts and Controls in Channels - Retailing - types of
retailers, retail formats, store layout and design - Wholesaling and Logistics, E - Marketing Channels.
UNIT 5 MARKETING COMMUNICATION 9 Hrs.

Role of Promotion in Marketing, Integrated Marketing Communication - Promotional Mix, Advertising Objectives - DAGMAR,
Media Planning - Internet Marketing - Sales Promotion - Types, Economic theories of promotion; Public Relations - Personal
Selling, Managing Sales Force.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand marketing concepts
CO2 - Perform situation analysis to assess market opportunities
CO3 - Gather, analyze and draw conclusions from market and environmental data
CO4 - Develop marketing strategies to achieve company’s objectives
CO5 - Discuss the marketing elements needed for a successful product offering.
CO6 - Build an effective marketing plan to promote a company’s product and/or service.

1. Etzel, M.J., Bruce, J., W., Stanton, W.J., & Pandit, A. Marketing, Tata McGraw Hill, 14th Edition, 2018.
2. Kotler P, Keller K, Koshy L &Jha, M, Marketing Management: - A South Asian Perspective, Pearson,14th Edition, 2012.
3. Perrault. W.D, Cannon, J.P., & McCarthy, E.J., Basic Marketing, Tata McGraw Hill, 19th Edition, 2013.
4. Saxena, R., Marketing Management, Tata McGraw Hill, 4th Edition, 2009.



SBAA5202 MANAGEMENT OF HUMAN RESOURCES
4 0 0 4 100
COURSE OBJECTIVES
 To provide an understanding of the concepts, functions and techniques of managing people.
 To understand the HRM practices, in terms of HRP, Training and Development, Compensation, etc
 To understand enterprise issues and the changing role of Human Resource and Industrial Relations.

HRM- Definition, Objectives, Functions: Managerial and Operative, Scope and Importance; Difference between HRM and
Personnel Management, Evolution of HRM, Qualities and roles of HR Manager.
UNIT 2 PLANNING AND ACQUISITION 9 Hrs.

Planning and Acquisition- Job Analysis, Job Description and Job Specification - process, techniques of data collection,
content and uses. Human Resource Planning (HRP) - Definition, importance, process, Techniques of forecasting HR needs,
Barriers to effective HRP. Recruitment - Definition, process, sources and methods. Selection - definition, process,
instruments. On - boarding. Placement.
UNIT 3 DEVELOPMENT 9 Hrs.

Concept of Training and Development, need, process, methods for operatives and management Development, Evaluation
of effectiveness. Performance Appraisal - concept, need, process, Traditional and Modern techniques, pitfalls, measures to
make appraisal effective. Potential Appraisal - Need and importance - Transfer - concept, types, transfer policy issues.
Promotion - concept, types, promotion policy issues. Demotion, Succession planning, Career planning.
UNIT 4 COMPENSATION 9 Hrs.

Compensation: Concept, objectives, process, principles, factors influencing compensation - Components - Basic pay, DA,
HRA, CCA, Fringe Benefits & Perks, Bonus, ESOP, Incentives - types. Payment by time and piece - Productivity linked
bonus. Compensation Cafeteria. Job Evaluation - concept, use, methods. Wage survey.
UNIT 5 INTEGRATING HUMAN RESOURCES 9 Hrs.

Quality of Work Life (QWL) - Concept and effect. Employee Health and safety - Accidents - causes, measures to avoid
accidents. Industrial Relations (IR): Basics, factors contributing to good IR, Trade unions and their role in IR. Suggestion
schemes - Collective Bargaining, Grievance handling - Workers Participation in Management, HR Information Systems
(HRIS).
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Acquire sound knowledge of aspects of Human Resource Management in an organization
CO2 - Understand the process of Acquisition, Recruitment and Selection
CO3 - Design Training and Development process
CO4 - Analyze methods of performance appraisal and compensation
CO5 - Explain employer employee relations and regulations related to industrial disputes and settlement
CO6 - Motivate the Workforce and reduce Employee Grievances.

1. Gary Dessler, Human Resource Management, Pearson, 15th Edition, 2017
2. Tripathi. P.C, Personnel Management Industrial Relations, Sultan Chand & Sons, 21st Edition, 2013.
3. Mamoria & Gankar, Personnel Management & Industrial Relations, Himalaya Publisher, 29th Edition, 2009.
4. Aswathappa, Human Resource Management, Tata McGraw Hill, 5th Edition, 2008.
5. C.B Memoria and V.S.P Rao, Personnel Management: Text and Cases, Himalaya Publisher, 13 th Edition, 2018.
6. R Krishnamoorthy, NitinKamat, Chinmay Nitin Kamat, Human Resource Planning and Information System, Himalaya
Publisher, 1st Edition, 2017.



SBAA5203 FINANCIAL MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the Financial Management and its application in practice.
 To familiarize with the critical elements of financial decision-making for organizations
 To understand the Investment Decisions, Sources of Finance, Management of Working Capital.

Nature-Finance and related disciplines- Objectives-Profit Maximization, Wealth Maximization - Traditional and Modern
Approach, Scope of Financial Management - Finance Decision, Investment Decision, Dividend Decision, Organization of
finance function; Finance Manager’s Role - Financial Forecasting - Sources of Finance - Financial Information System.
UNIT 2 TIME VALUE OF MONEY AND LEVERAGE 9 Hrs.

Time Value of Money- Concept, Present Value, Future Value, and Annuity - Relationship of Interest, Inflation and Time
Value of Money. Leverage: Meaning, Types, EBIT -EPS analysis.
UNIT 3 CAPITAL BUDGETING AND COST OF CAPITAL 9 Hrs.

Capital Budgeting: Meaning, Principles and Evaluation techniques - Pay Back Period, Accounting Rate of Return, Net
Present Value, Profitably Index, Internal Rate of Return and Modified Internal Rate of Return method. Cost of Capital:
Concepts, Significance - Computation of Cost of Debt; Cost of Preference Share; Cost of Equity Share; Cost of Retained
Earning; Weighted Average Cost of Capital.
UNIT 4 CAPITAL STRUCTURE AND DIVIDEND POLICY 9 Hrs.

Capital Structure-Meaning and Determinants of Capital Structure - Need for Optimum Capital Structure -Approaches to
Capital Structure -Theories - Net Income approach, Net Operating Income approach, Modigliani-Miller (MM) approach and
Traditional Approach. Dividend Policy Decision- The irrelevance of dividends - MM hypothesis- Relevance of dividends-
Walter's model, Gordon's model.
UNIT 5 WORKING CAPITAL 9 Hrs.

Concepts, Need and Determinants-Determining Financing Mix for Working Capital, Management of Cash, Inventory
Management- Accounts Receivables- Bank Finance for Working Capital-Dheja Committee, Tandon Committee, Chore
Committee, Marathe Committee - Observations and Recommendations.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Define the concepts of financial management.
CO2 - Explain time value of money.
CO3 - Describe capital budgeting techniques.
CO4 - Examine different types of cost of capital.
CO5 - Analyze dividend decision models.
CO6 - Design working capital requirement.

1. M.Y. Khan & P.K. Jain, Financial Management, Tata McGraw Hill, 17th Edition, 2017.
2. S.N. Maheswari, Financial Management, Sultan Chand & Sons, 15th Edition, 2019.
3. G Sudarsana Reddy, Financial management, Himalaya Publisher, 1st Edition, 2017.
4. Prasanna Chandra, Financial Management: Theory and Practice, Tata McGraw Hill, 9th Edition, 2017.



SBAA5204 OPERATIONS MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the basic concepts, strategies, tools and techniques of operation management
 To gain knowledge on Process Planning, Location, Layout, MRP and Inventory Management
 To apply quality control techniques.

Introduction and Overview of Operations Management - Understanding similarities and difference among Products, Goods
and Services - Historical Development and Current Issues in Operations Management - Operations Strategy and
Competitiveness - Product Design - New Product Development, Make or Buy Decisions.
UNIT 2 OPERATIONS STRATEGY 9 Hrs.

Process Planning - Process Redesigning, Procedure for designing a process - Production Planning and Control - Objectives,
Elements, Stages of PPC - Capacity Planning - Importance, Types, Capacity Requirement Planning(CRP) - Forecasting -
Factors affecting Forecast, Types of Forecast in Decision Making, Forecasting Models.
UNIT 3 PLANT LOCATION AND LAYOUT 9 Hrs.

Facility Location - Factors influencing Plant Location, Break even Analysis. Plant Layout - Classification of Layout, Layout
Design Procedures - CRAFT, ALDEP, CORELAP. Line Balancing - Objectives of Assembly Line Balancing, Ranked
Positional Weight Method, COMSOAL.
UNIT 4 QUALITY CONTROL 9 Hrs.

Quality Control - Objectives, Importance, Quality Control Techniques - Control Charts - x Chart, R Chart, P Chart, C Chart -
Acceptance Sampling - Work Study - Method Study, Time Study - Human factors in job design - Ergonomics - Work
Environment and Workers Safety.
UNIT 5 MATERIALS MANAGEMENT AND INVENTORY CONTROL 9 Hrs.

Aggregate Planning - Nature, Strategies, Methods - Material Requirement Planning(MRP - I) - Manufacturing Resource
Planning(MRP - II) - Inventory - Types of Inventory - Deterministic demand model - EOQ - Continuous and Periodic review
Inventory models - Selective Inventory Control - ABC, VED, FSN Techniques.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of operations management.
CO2 - Describe the strategies in various manufacturing and service sectors.
CO3 - Solve and analyze problems using different forecasting techniques.
CO4 - Evaluate Facility locations and Plant Layout by solving the problems.
CO5 - Apply the Quality control techniques
CO6 - Develop new models of operations management.

1. R. Paneerselvam, Production and Operations Management, PHI Learning Private Ltd, 3 rd Edition, 2012.
2. R. B. Kanna, Production and Operations Management, PHI Learning Private Ltd, 2nd Edition, 2015.
3. P. Saravanavel & S.Sumathi, Production and Materials Management, Margham Publications, 2nd Edition, 2012.
4. S. N. Chary, Production and Operations Management, Tata McGraw Hill Education Pvt., Limited, 6 th Edition, 2019.
5. S. P. Singh, Production and Operations Management, Vikas Publishing House Private Limited, 1st Edition, 2014.
6. K Shridhara Bhat, Production and Operations Management, Himalaya Publisher, 1st Edition, 2017.



SBAA5205 APPLIED OPERATIONS RESEARCH
4 0 0 4 100
COURSE OBJECTIVES
 To familiarize with the basic concepts, models and statements of the operations research theory.
 To apply tools & techniques of operations research to improve operational efficiency of a business
organization
 To build capabilities for analyzing different situations in the business scenario involving limited resources and
finding the optimal solution within constraints.
UNIT 1 INTRODUCTION TO OPERATIONS RESEARCH AND LPP 9 Hrs.

Concept of Operations Research - Meaning and Models in OR - Utilization of OR models for Managerial Decision Making.
Linear Programming Problems - Formulation, Graphical Method and Simplex Method of Solving LPP- Penalty Cost Method
or Big M-method
UNIT 2 LINEAR PROGRAMMING EXTENSIONS 9 Hrs.

Transportation Problems - Initial Solution by North West Corner Method, Least Cost Method and VAM Method; MODI
Method of Deriving Optimum Solution. Assignment Problems-Hungarian Method of Solving Minimisation and Maximisation
Problems- Restricted Assignment problems – Travelling Salesman Problem.
UNIT 3 NET WORK ANALYSIS AND SEQUENCING 9 Hrs.

Network Analysis - CPM - Network Diagram Construction, Identification of Critical Path, Calculation of Floats. PERT-
Calculation of Estimated Time, Standard Deviation and Probability. Sequencing - Sequencing of ‘N’ Number of Jobs on two,
three and four machines- Graphical method
UNIT 4 REPLACEMENT AND GAME THEORY 9 Hrs.

Replacement Problems - Replacement of Assets that deteriorates gradually - With and Without Time Value of Money
Consideration; Replacement of Assets that fails suddenly. Theory of Games - Pure and Mixed Strategies - Saddle Point,
Dominance Property and Graphical Method of Solving Games.
UNIT 5 INVENTORY AND WAITING LINE MODELS 9 Hrs.

Inventory Models - ABC Analysis, Costs Involved In Inventory Management - EOQ Calculation, Deterministic Demand
Inventory Models. Waiting Line Models - Features of a Waiting Line Model - Kendall Notations - M/M/1; M/M/C; and M/M/1;
FIFO/N/N Models Only. Simulation: Introduction - random number generation - Monte Carlo Technique - application
COURSE OUTCOMES
CO1 - Demonstrate coherent knowledge of the underlying principles and concepts in OR.
CO2 - Understand the mathematical tools that are needed to solve optimization problems.
CO3 - Analyze any real life system with limited constraints and depict it in a model form.
CO4 - Solve problems using appropriate optimization techniques and interpret the results obtained
CO5 - Develop critical thinking and objective analysis of decision problems.
CO6 - Propose the best strategy using decision making methods.

1. Kapoor. V. K., Problems and Solutions in Operations Research, Sultan Chand and Sons, New Delhi,5th edition, 2017.
2. Sundaresan. V, Ganapathy. K. S, Ganesan. K., Resource Management Technique, AR Publications, 2015.
3. HamdyTaha, Operations Research , Pearson Education, 9th Edition, 2014.
4. Sharma J.K, Operations Research, Macmillan Business Books, 5th Edition, 2012.



SBAA5206 RESEARCH METHODS IN MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concepts of research
 To provide an insight into the techniques of research
 To learn the requisites of writing a research report.
UNIT 1 INTRODUCTION TO RESEARCH 9 Hrs.

Business Research - Meaning, Purpose, Types, Significance, Ethics Steps in Research - Review of Literature - Research
gap - Formulation of Research Problem - Research Questions – Research Design - Formulation of Testable Hypothesis.
UNIT 2 MEASUREMENT IN RESEARCH 9 Hrs.

Measurement Scales - Scale Construction Techniques - Semantic Differential Scale construction - Construction of Likert’s
Summated Scale - Tests of Sound Measurement – Validity and Reliability Measures – Sources of Errors in Measurement
and Measures of Control over Errors.
UNIT 3 SAMPLING 9 Hrs.

Sampling Theory - Types - Steps in Sampling - Determinants of Sample Size - Estimation of Sample Size - Sampling and
Non - sampling Errors - Measures and Control - Collection and Analysis of Data - Questionnaire Construction and
administration - Suitability of each Mode - Pretest - Pilot study - Secondary Data: Nature, Sources, Desirability and
Precautions - Web
UNIT 4 DATA ANALYIS 9 Hrs.

Checking - Corroboration - Editing - Coding - Transcription - Tabulation and Types thereof - Pictorial Data Presentation -
Analysis of Data: Purpose and Methods - Quantitative and Qualitative Research Approaches - Univariate, Bivariate and
Multivariate data analysis - Interdependence and dependence analyses and their basic assumptions; Time series analysis -
statistical software for data analysis.
UNIT 5 COMMUNICATING RESEARCH RESULTS 9 Hrs.

Structuring the Research Report: Chapter Format - Pagination – Using Quotations – Presenting Foot–notes/End - notes -
Abbreviations - Presentation of Tables and Figures - Referencing of Different Types of Sources - Documentation - Use and
Format of Appendices - Indexing - Process of Report Writing: - First Draft Preparation.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Demonstrate research process.
CO2 - Describe measurement scales and instruments and their appropriate uses.
CO3 - Analyze the different sampling methods.
CO4 - Examine the various data sources.
CO5 - Conduct research in different areas.
CO6 - Prepare a research report.

1. C.R.Kothari & Gaurav Garg, Research Methodology: Methods & Techniques, New age International Publisher, 4 th
Edition, 2019.
2. Sameer Phanse, Research Methodology: Logic, Methods and Cases, Oxford Higher Education, 1st Edition, 2016.
3. Ranjit Kumar, Research Methodology, Sage Texts, 10th Edition, 2017.
4. Fredericks, Killer, Gerald J, Lieberman, Bodhi brata, Nag and Preetambasu, Introduction to Operations Research, Tata
McGraw Hill, Limited, 10th Edition, 2017.
5. Donald R Copper, Business Research Methods, Tata McGraw Hill, 12th Edition, 2018.



SBAA5207 STRATEGIC MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand concepts in the field of Strategic Management
 To develop skills to formulate strategies
 To assess business models and provide solutions
UNIT 1 UNDERSTANDING STRATEGY 9 Hrs.

Concept of strategy, Corporate, Business and Functional Levels of Strategy Meaning and Characteristics of strategic
management, Strategic Management Process: Stakeholders in business and their roles in strategic management. Strategic
Intent - Vision - Mission, Business definition using Abell’s three dimensions - Critical success factors (CSF), Key
Performance Indicators (KPI), Key Result Areas (KRA).
UNIT 2 ENVIRONMENTAL APPRAISAL 9 Hrs.

Environmental Threat and Opportunity Profile (ETOP). Industry Analysis - Porter’s Five Forces Model of competition, Entry &
Exit Barriers, Strategic Group analysis. Analyzing Company’s Internal Environment: Resource based view of a firm, sources
of competitive advantage, VRIO Framework, Core Competence, Benchmarking - Value Chain Analysis Strategic Advantage
Profile, Business Portfolio Analysis - BCG Matrix - GE 9 Cell Model.
UNIT 3 GENERIC COMPETITIVE STRATEGIES 9 Hrs.
Meaning - Low cost, Differentiation, Focus. Grand Strategies: Stability - Growth - Diversification Strategies, Vertical
Integration Strategies, Mergers, Acquisition & Takeover Strategies, Strategic Alliances & Collaborative Partnerships),
Retrenchment - Turnaround, Divestment, Liquidation, Outsourcing Strategies.
UNIT 4 STRATEGY IMPLEMENTATION 9 Hrs.
Components of a strategic plan, barriers to implementation of strategy, Mintzberg’s 5 Ps - Deliberate & Emergent Strategies,
McKinsey’s 7s Framework. Organization Structures for Strategy Implementation matching structure to strategy,
organizational design for stable Vs. turbulent environment, Changing Structures & Processes - Reengineering & strategy
implementation - Principles of Reengineering.
UNIT 5 STRATEGY EVALUATION 9 Hrs.
Operations Control and Strategic Control - Symptoms of malfunctioning of strategy - Use of Balanced Scorecard- Principles
of Blue Ocean Strategy-Red ocean strategies, Strategy Canvass & Value Curves, Business Models - Internet Strategies for
Traditional Business - Virtual Value Chain. Sustainability & Strategic Management: Threats to sustainability, Integrating
Social & environmental sustainability issues in strategic management, meaning of triple bottom line, people - planet - profits.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of strategic management
CO2 - Explain Environmental appraisal.
CO3 - Examine the competitive strategies.
CO4 - Discuss Strategy Implementation.
CO5 - Assess functional strategies.
CO6 - Elaborate Strategic evaluation.
1. Azhar Kazmi, Strategic Management and Business Policy, Tata McGraw Hill, Latest Edition, 2018
2. JA Pearce & RB Robinson, Strategic Management Formulation Implementation and Control, TMH, 12 th Edition, 2017.
3. Arthur A. Thompson Jr. & A.J Strickland III, Crafting and Executing Strategy, Tata McGraw Hill, 19th Edition, 2014.
4. Gerry Johnson & Kevan Scholes, Exploring Corporate Strategies, PHI, 11th Edition, 2017.
5. Upendra Kachru: Strategic Management, Excel books, 2005.



SBAA6201 SPSSLAB
0 0 2 1 100
COURSE OBJECTIVES
 To understand data, analyze trends, forecast, and plan to drive accurate insight.
 To help the organization find new opportunities, improve efficiency, and minimize risk.
 To make smarter decisions and to deliver business results.
SUGGESTED LIST OF EXPERIMENTS
1. Creation and alteration of a file

2. Measure of Central Tendency
3. Result Analysis
4. Investment analysis
5. Frequency analysis - Preparation of charts and diagrams
6. T - Test
7. One way ANOVA
8. Two way ANOVA
9. Regression
10. Correlation - Bi-variate and Multi-variate
11. Rank Correlation
12. Cross tabulation and Chi-square test


SBAA5301 GLOBAL BUSINESS MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the global business environment.
 To interpret global markets and global climates.
 To formulate strategies to manage international businesses.
UNIT 1 INTRODUCTION TO INTERNATIONAL BUSINESS 9 Hrs.

Evolution - Theories of global trade and investment - Mercantilism - Theory of Absolute Advantage - Theory of Comparative
Advantage - Factor Endowment Theory - Product Life Cycle Theory - Porter’s National Competitive Advantage.
UNIT 2 ENVIRONMENT OF IB 9 Hrs.

Political - Legal - Technological - Cultural - Demographic and Economic environment, Cross - cultural management - models
to aid international managers - Modes of International Business - Organizing international business - international designs -
factors influencing choice of a design - issues in organization design - Conflict management, reconciliation - adjudication and
arbitration issues, supporting Institutions - Negotiations.
UNIT 3 TRADE POLICIES 9 Hrs.

WTO and LPG policies - Its Implications on India - Regional Trade Blocks - Integration between countries - levels of
integration and impact of integration - International strategic alliances - nature - benefits - pitfalls - scope - how to make
alliances work.
UNIT 4 GLOBAL INVESTMENTS 9 Hrs.

Introduction - understanding payment mechanism - Documentation in International Trade - Financing Techniques - Export
Promotion Schemes - Export and Import Finance - Global Sourcing and Indian Industries structure - Reasons for global
sourcing - advantages and disadvantages - Challenges for Indian Businesses.
UNIT 5 GLOBAL BUSINESS OPERATIONS 9 Hrs.

Strategic issues in operations management - Manufacturing Management, Logistics Management and Procuring -
Technology transfers - issues Marketing Management - benefits of international markets - major activities in international
marketing - Human Resource Management - Approaches - Expatriation and Repatriation Process, Training - Compensation
- Industrial Relations.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Describe the theories of global trade and investment.
CO2 - Explain International Business Environment.
CO3 - Discuss the Trade Policies.
CO4 - Evaluate Global Investment Mechanisms.
CO5 - Assess global business operations.
CO6 - Elaborate Strategic issues in management.

1. Silvio M. Brondoni, Competitive Business Management: A Global Perspective, Routledge, 1 st Edition, 2018.
2. Abel Adekola, Bruno, S Sergi, Global Business Management: A Cross-Cultural Perspective, 1st Edition, 2016.
3. Leslie Willcocks, Global Business Management, Steve Brookes Publishing, 3rd Edition, 2016
4. Sonia Gupta, International Business, Tata McGraw Hill, 1st Edition, 2015.
5. Charles WL Hill, International Business: Competing in the Global Marketplace, Tata McGraw Hill, 10 th Edition, 2014.
6. Vyuptakesh Sharan, International Business Management, Pearson, 6th Edition, 2012.
7. N. Venkateswaran, International Business Management, New Age International Publication, 2nd Edition, 2012..



SBAA6301 MS-OFFICE LAB
0 0 2 1 100
COURSE OBJECTIVES
 Provide hands-on use of Microsoft Office 2013 applications Word, Excel, Access and PowerPoint
 Create a document in Microsoft Word with formatting that complies with the APA guidelines.
 Write functions in Microsoft Excel to perform basic calculations.
 Create a presentation in Microsoft PowerPoint that is interactive and legible content.
I. MS WORD
Creating Business Documents using the following facilities:
1. Text Manipulations
2. Usage of Numbering, Bullets, Footer and Headers
3. Usage of Spell check, Find & Replace
4. Text Formatting
5. Picture insertion and alignment
6. Creation of documents, using templates
7. Mail Merge Concepts
8. Copying Text & Pictures from Excel
II. MS-EXCEL
Creating spreadsheet in the area of: Loan and Lease statement; Ratio Analysis; Payroll statements;
Capital Budgeting; Depreciation Accounting; Graphical representation of data; Frequency distribution and
its statistical parameters; Correlation and Regression using the following facilities:
9. Cell Editing
10. Usage of Formulae and Built-in Functions
11. Data Sorting (both number and alphabets) Worksheet Preparation
12. Worksheet Preparation
13. Drawing Graphs
14. Usage of Auto Formatting
III. MS-POWER POINT

Creating Business Presentations using following facilities:
15. Inserting Tables, Images, texts, Symbols, Clip arts, Pictures, and New Slides
16. Frame movements of the above
17. Preparation of Organization Charts
18. Presentation using Wizards
19. Usage of design templates Slides,
20. Design; Transition; Animation; and Slideshow


S41APROJ1 MINI PROJECT WORK
0 0 0 5 100
The objective of the mini project work is to make use of the knowledge gained by the student at various stages of the degree
course. Students will also be permitted to undertake industrial/consultancy project work, outside the department, in
Industries/Research labs.
There shall be three reviews during the semester by a review committee. The students shall make three presentations on
the progress made before the committee at various stages of the project work. The Head of the Department shall constitute
the review committee for each branch of study. The total marks obtained in the three reviews, shall be taken in to account.
There will be a viva-voce examination at the end of the mini project work, conducted by one internal examiner and one
external examiner. The total marks secured will be the sum of marks secured in the project reviews and Viva-Voce
Examination.
Each student is required to submit a Project report on the project assigned to him by the department. The report should be
based on the information available in the literature or data obtained by the student by way of experiments conducted in the
laboratory / industry.
The time period for the project work is one month.


SBAA7001 BANKING AND INSURANCE MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To familiarize with the Indian banking system.
 To understand the concept of Insurance and its significance.
 To gain insight about regulatory framework of Banking and Insurance Sectors.
UNIT 1 INDIAN BANKING SYSTEM 9 Hrs.

Banking basics - Structure of Indian banking system - Types of Banks - Role and functions of Bank - Role of commercial
banks as a Financial Intermediary - RBI and its role as the central bank - Recent developments in Banking Sector: Core
Banking, E - Banking - Impact of Technology in Banking Sector - Payment Banks.
UNIT 2 BANKING PRODUCTS AND SERVICES 9 Hrs.

Products/ Services offered by banks - Deposit products - Credit products - Payment and custodial services; Credit Appraisal
Techniques - Approach to lending; Credit management - credit monitoring - NPA Management - Priority Sector Lending -
Factoring - Ancillary Services: Remittances, Safe Deposit lockers etc; Payment and Collection of Cheque - duties and
responsibilities of paying and collecting banker.
UNIT 3 BANKING REGULATIONS 9 Hrs.

Banking Regulation Act,1949 - KYC and AML guidelines, Banking Fraud, Cash Reserve Ratio (CRR) and Statutory Liquidity
Ratio (SLR), Asset Liability Management - Capital Adequacy in Banks - Basel norms - CAMELS rating of Banks -Banking
Ombudsman - SARFAESI Act.
UNIT 4 INSURANCE 9 Hrs.

Need for Insurance–Nature and Working of Insurance - Types of Insurance - Importance - Role of Insurance - Fundamental
Principles of Insurance - Policy - Differentiation Insurance and Guarantee - Insurance and Wager - Disclosure - Moral
Hazards.
UNIT 5 INSURANCE INTERMEDIARIES AND REGULATIONS 9 Hrs.

Insurance Intermediaries - Market Players and their Roles: Agents, Brokers, Surveyors& Loss Assessors; Insurance Act -
Insurance Regulatory and Development Act, Powers and Functions of IRDA, Regulations and Guidelines issued by IRDA.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Define the concepts of banking.
CO2 - Explain the banking products and services..
CO3 - Describe banking regulations in India.
CO4 - Examine the recent developments in banking sector.
CO5 - Analyse the role of insurance intermediaries.
CO6 - Discuss the functioning and governance of Insurance Industry.

1. MacDonald Scott S., Koch Timothy W, Bank Management, Cengage learning, 8th Edition, 2015.
2. Trivedi I. V. and Jatana. R, Indian Banking System, RBSA Publishers, 2010.
3. Parameswaran. Rand Natarajan. S, Indian Banking, Sultan Chand & Sons, 2nd Edition, 2013.
4. Gupta, P.K, Insurance and Risk Management, HPH, 2nd Edition, 2018.
5. National Insurance Academy, Legal & Regulatory Aspects of Insurance, Cengage Learning, 2009.
6. MY Khan, Indian Financial System , Tata McGraw Hill, 10th Edition, 2017.


INVESTMENT ANALYSIS AND PORTFOLIO L T P Credits Total Marks

SBAA7002
MANAGEMENT 4 0 0 4 100
COURSE OBJECTIVES
 To understand the basic portfolio theories and their implications
 To enable develop skills in analyzing various types of securities.
 To equip students to gain hands-on experience in managing portfolios.
UNIT1 FINANCIAL MARKET 9 Hrs.

Financial Market- Primary Market- Methods of floating new issues, Book running lead managers- ASBA-Role of primary
market - Regulation of primary market, Secondary Market-Stock Exchanges- Meaning - Features - Functions -NSE - BSE -
Indices; SEBI- Rights, Powers – Functions – insider trading; Demat, Trading Account - Depository Participant - Listing of
Securities - Stock Brokers.
UNIT 2 INVESTMENT 9 Hrs.

Meaning, Characteristics and objectives of Investment - Difference between Investment, Speculation and Gambling;
Investment alternatives. Security Risk and return calculations -Types of risks - Valuation of Securities, Zero Growth Model,
Constant Growth Model, Two & Three Growth Model.
UNIT 3 SECURITY ANALYSIS 9 Hrs.

Security Analysis- Valuation principles-Fundamental Analysis- Economic Analysis .- Industry Analysis: Company Analysis.
Technical Analysis: Introduction- Assumptions, Advantages and Challenges-Dow theory- Charts- Patterns-Market
Indicators- Trend – Moving Averages – Oscillators – Efficient Market theory- Elliot Wave Theory- Global Inter-market
Analysis with the help of Technical Analysis
UNIT 4 PORTFOLIO MANAGEMENT 9 Hrs.

Portfolio Management - Introduction & process - Traditional / Modern Portfolio -Portfolio risk& return calculation of two and
three security portfolios - Correlation coefficient. Markowitz portfolio model-Utility curves in portfolio selection -Capital asset
pricing model -Capital market line & Security market line - Portfolio performance- Sharpe’s, Treynor’s and Jensen’s index -
Portfolio revision.
UNIT 5 FINANCIAL DERIVATIVES 9 Hrs.

Financial Derivatives: Types -Forward, Futures, Options- Features, Difference and similarity between - Forward, Futures,
Options - Swaps- Foreign Exchange swap, Interest Rate Swap, Cross Currency Swap. Index based Derivatives - Index
Futures, Index Options – Hedging.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Define the concept of investment.
CO2 - Explain the financial markets.
CO3 - Describe different models in portfolio management.
CO4 - Analyse the performance of a portfolio.
CO5 - Discuss the types of financial derivatives.
CO6 - Design strategies buy or sell securities based on fundamental and technical analysis.

1. S. Kevin , Securities Analysis and Portfolio Management , PHI Learning , 2nd Edition, 2015.
2. Prasanna Chandra, Investment & Portfolio Management, Tata McGraw Hill, 5th Edition, 2017.
3. Punithavathy Pandian, Security Analysis & Portfolio Management, Vikas Publishing, 2nd Edition, 2012.
4. V.K. Bhalla, Investment Management, S. Chand & Sons, 19 th Edition, 2013.
5. Preeti Singh, Investment Management, Himalaya Publisher, 1st Edition, 2016.



SBAA7003 STRATEGIC FINANCIAL MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To acquaint the students with concepts of strategic financial management.
 To provide an understanding of how strategic financial decisions are taken and how the outcomes are
quantified.
 To familiarize various Techniques and Models of strategic financial management.
UNIT 1 INTRODUCTION TO STRATEGIC FINANCIAL MANAGEMENT 9 Hrs.

Nature of Strategic financial Management - Objectives - elements of strategic financial management - Financial policy and
strategic Planning - Financial Planning: characteristics, steps - Financial Modelling: tools and techniques, process.
UNIT 2 RISK ANALYSIS IN INVESTMENT DECISIONS 9 Hrs.

Conceptual framework of risk - Analysis of Risk and Uncertainty in Capital Budgeting - RAD Approach, CE Approach,
Probability Distribution Approach, Decision Tree Approach, Sensitivity Analysis and Simulation - Corporate Strategy and
High Technology Investments.
UNIT 3 FINANCING DECISIONS 9 Hrs.

Financing Strategy: Hybrid financing instruments - Leasing and hire purchase financing - Meaning - Types - Valuation of
Lease: tax considerations, and accounting Considerations. Evaluation of lease from the point of view of lessor and lessee
and Lease Vs Buy decision. Determination of Lease rentals - Venture capital financing: concept and developments in India;
Process and methods of financing.
UNIT 4 DIVIDEND DECISIONS AND INFLATION IN FINANCIAL DECISIONS 9 Hrs.

Dividend and Valuation - Irrelevance of Dividends; and Relevance of Dividends. Dividend Models - Walter Model, Gordon
Model, Modigilani and Miller Approach -Determinants of Dividends Policy - Dividend Policies - Bonus Shares (Stock
dividend) and Stock (Share) Splits; Legal, Procedural; and Tax Aspects associated with Dividend Decision. Inflation in
Financial Decisions - Inflation and Value of the firm - Inflation and Capital Budgeting Decisions - Inflation and Financial
Markets.
UNIT 5 MERGERS AND ACQUISITIONS 9 Hrs.

Corporate Restructuring - Mergers and Acquisitions - Types - Legal Aspects of Mergers - Costs Benefits and tax aspects of
mergers - Financial Evaluation of Merger - Takeover - Types, Takeover Code - Divestitures - Ownership Restructuring -
Privatisation - Dynamics of Restructuring - Buy Back of Shares - Leveraged Buy - outs (LBOs) - Demergers.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Define the concepts of strategic financial management.
CO2 - Explain the trade-off between risk and return.
CO3 - Describe leasing and hire purchase.
CO4 - Analyse different dividend decision models.
CO5 - Discuss on the financial aspects of corporate restructuring.
CO6 - Apply financial analysis skills in strategic decision making.

1. Prasanna Chandra, Fundamentals of Financial Management, Tata McGraw Hill, 6th Edition, 2017.
2. Khan & Jain, Financial Management Text, Problems & Cases, Tata McGraw Hill, 8 th Edition, 2018.
3. Pandey .I.M, Financial Management, Vikas Publications, 11th Edition, 2016.
4. Rajni Sofat & PreetiHiro, Strategic Financial Management, PHI, 2nd Edition, 2015.



SBAA7004 FINANCIALINSTITUTIONS ANDSERVICES
4 0 0 4 100
COURSE OBJECTIVES
 To understand the role and functions of financial institutions.
 To evaluate and create strategies to promote financial products and services.
 To provide knowledge on credit rating system and mutual funds.
UNIT 1 FINANCIAL INSTITUTIONS 9 Hrs.

Banks & non-banking financial institutions - genesis and development- new financial institutions - Indian banking system - an
overview - recent developments. Role of reserve bank of India, finance ministry and control mechanism.
UNIT 2 DEVELOPMENT BANKS 9 Hrs.

Development Banks: IDBI, IFCI ICICI, NABARD,EXIM, SIDBI, Objectives, functions, Scope of Development Banks.
International Financing Institutions. Objectives of international financial institutions. Source of funds, priority areas.
UNIT 3 FINANCIAL SERVICES 9 Hrs.

Structure of Financial System - role of Financial System in Economic Development - Financial Markets and Financial- Role
of SEBI -Regulation - Functions of Stock Exchanges- Financial Services Sector Problems and Reforms: Concept, Nature,
Scope- Regulatory Frame Work, Growth.
UNIT 4 MERCHANT BANKINGAND LEASING 9 Hrs.

Merchant Banking - Meaning-Types - Responsibilities of Merchant Bankers - Role of Merchant Bankers in Issue
Management - Regulation of Merchant Banking in India, Venture Capital - Growth - Financing Pattern- Legal Aspects and
Guidelines, Leasing - types -Evaluation of Leasing Option Vs. Borrowing.
UNIT 5 CREDIT RATING AND MUTUAL FUNDS 9 Hrs.

Credit Rating - Meaning, Functions - Debt Rating System of CRISIL, ICRA and CARE. Factoring, Forfeiting and Bill
Discounting - Types - Factoring in the Indian Context, Mutual Funds - Concept and Objectives, Functions and Portfolio
Classification, Organization and Management, Guidelines, Working of Public and Private Mutual Funds in India. Debt
Securitisation- Concept and Application - De-mat Services-need and Operations-role of NSDL and CSDL.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Describe the fundamental concept of financial institutions and banking system in India
CO2 - Summarize the functions and role of development banks in India
CO3 - Demonstrate the structure of financial system
CO4 - Discuss the functions of merchant banking in India
CO5 - Create awareness of credit rating and its role
CO6 - Analyze schemes in mutual funds.

1. Ahuja,V.K Law Relating to Intellectual Property Law, Lexis Nexis, 3rd Edition, 2017
2. Gopalakrishnan N.S & T.G.Ajitha, Principles of Intellectual Property, Eastern Company, 2nd Edition, 2014.
3. M.Y. Khan, Industrial Finance, Tata McGraw Hill Publishers 10th Edition, 2018.
4. Sundar Sankaran, Indian Mutual Funds Handbook A Guide for Industry Professionals and Intelligent Investors, Vision
Publisher,5th Edition, 2018.



SBAA7005 RURAL AND MICRO FINANCE
4 0 0 4 100
COURSE OBJECTIVES
 To understand the Rural and Microfinance sector.
 To familiarize with financial and operational aspects of Micro finance institutions.
 To provide exposure on the SHGs and Government support.

Micro finance- concept, Evolution, Need, significance, Scope, Achievements and Challenges, Problems & Prospect- Micro
finance institutions - Structure, Functions, Impact, Merits & Demerits -Micro finance Delivery Models.
UNIT 2 MICRO FINANCE AND ECONOMIC DEVELOPMENT 9 Hrs.

Micro finance to economic development, education, employment generation, infrastructural development- micro finance &
weaker section- micro finance & poverty alleviation. Non-Governmental Organization- SHG’s- Origin, Objectives, functions,
lending practices, Role of SHG’s, SHG’s & women empowerment.
UNIT 3 FINANCIAL AND OPERATIONAL EVALUATION 9 Hrs.

Financial and market Evaluation - Analyzing financial statements of MFIs - Ratios, CVP Analysis - Revenue Models -
Business planning for MFI - Marketing in MFI- Assessment of Socio-economic Impact of Microfinance-Transparency and
Ethics in MFI.
UNIT 4 MICRO FINANCE FOR RURAL ENTREPRENEURS AND FARMERS 9 Hrs.

Micro finance for farmers and rural entrepreneurs - Classification of rural credit - Sources of rural finance -Role of NABARD,
Commercial bank and Regional Rural Banks (RRB) in rural and agri financing - Micro finance products available to rural
entrepreneurs-Problems and Prospects- Demand and Supply of Agriculture Finance- Rural Credit to Non-Farm Sectors,
Challenges faced while providing rural and Agriculture Finance.
UNIT 5 TRENDS AND PROSPECTS OF MICROFINANCE 9 Hrs.

Micro Finance and Social Security - Micro-Finance and Livelihood: Skill development and Entrepreneurship - Different
models of Micro-Finance (NABARD, Grameen Bank, BRAC, BASIX, and BANDHAN etc.). Success Stories - Recent
development in the rural finance, Business facilitator and correspondents Models by Banks -micro finance practices in
developed and developing countries- Creative Micro finance Models -Innovative micro finance products.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Familiarize with the concept, trends and developments of micro finance.
CO2 - Describe how microfinance institutions work, including the operational aspects of an SHG / MFI.
CO3 - Discuss the initiatives of the government for development of rural and micro finance in India.
CO4 - Analyze the key issues linked to micro finance and rural banking.
CO5 - Evaluate the impact of microfinance on the socio economic development.
CO6 - Compare the successful practices of MFIs in various developing countries.

1. Indian Institute of Banking & Finance, Micro finance: Perspectives and operations, Macmillan, 2 nd Edition, 2018.
2. Beatriz and Jonathan, The Economics of Microfinance, Prentice Hall of India, 2nd Edition, 2010.
3. Bisoyi, T, Rural Credit, Regional Rural Banks and Micro-Finance, Abhijeet Publications, 1st Edition, 2010.
4. O.C. Rana and Hem Raj, Microfinance, Himalaya Publisher, 1st Edition, 2016.



SBAA7006 INTERNATIONAL FINANCE
4 0 0 4 100
COURSE OBJECTIVES
 To understand international finance and its implications on international business.
 To determine the exchange rates and interest rates and their forecasting.
 To explore the sources of long term finance and design financial strategies.

Foreign Exchange Markets - Spot and Forwards Exchange Rates - Eurocurrency and Domestic Interest Rates - Quotations
and Market Rules. Parity conditions in International Finance Purchasing Power Parity - Covered Interest Parity - Real
Interest Parity - Parity Conditions and Managerial Implications.
UNIT 2 FORECASTING EXCHANGE RATES 9 Hrs.

Forecasting Exchange Rates - Fundamental Factors Affecting Exchange Rates - Time Series Forecasting International
Sources of Finance for the Firm - Bond Financing (Fixed and Floating Rate Notes) - Loan Financing (Syndicates Loans) -
Securitized Financing (Euronote) - Equity Financing (GDR and ADR)Features of Loan Agreements: Loan Negotiations.
UNIT 3 INTERNATIONAL FINANCING DECISION 9 Hrs.

International Financing Decision - Issues in Overseas Funding Choices - Economic Circumstances and overall Funding
Choices - Funding and Risk Management Aspects.
UNIT 4 ANALYSIS OF INTERNATIONAL CAPITAL BUDGETING 9 Hrs.

International Capital Budgeting, Cost of Capital of a Foreign Investment. Foreign Exchange Risk Management - Conceptual
Overview - Nature of Exposure (Economic, Transaction, Translation) Hedging and Speculation,
UNIT 5 DERIVATIVES 9 Hrs.

Derivatives and Exposure Management - Currency Forwards - Currency Options - Currency Futures - Currency Swaps -
Interest Rate Risk Management. Framework of Managing Exposures, Accounting Implications of Forex Transactions -
Derivatives Accounting.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Identify various international Exchange markets.
CO2 - Analyze forecasting techniques
CO3 - Explain risk management.
CO4 - Discuss Capital Budgeting.
CO5 - Evaluate the cost of capital for international funds.
CO6 - Design options strategies.

1. Shailaja Gajjala, International Finance, Universities Press, 2nd Edition, 2011.
2. Hartley Withers, International Finance, Forgotten Books, 3rd Edition, 2018.
3. Madhu Vij, International Financial Management, Excel Books; 3rd Edition, 2014.
4. Agarwal O. P., International Finance, Himalaya Publisher, 1st Edition, 2017.



SBAA7007 RISK MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To provide knowledge on the various types of risk.
 To enable students to understand risk measurement and evaluation techniques.
 To familiarize students with risk management techniques.

Risk- Meaning - Definition - Perils and Hazards, Classification of Hazards - Risk and Uncertainty, Certainty and Safety, Risk
vs. Safety, The degree of Risk Causes - Types of Risk - Risk in Human forces, Economic forces and Government policies,
Political, Development of Science and Technology - Nature and scope of Risk Management - Definition, Features,
Importance, Objectives, Pros and cons, Process and Principles.
UNIT 2 RISK TYPES 9 Hrs.

Classification of Risk- Operational Risk Management - Definition, causes, Principles. Credit Risk Management- Definition,
Causes, Objectives and Dimensions, Principles, Requisites of Efficient Risk Management on Capital, Agency Ratings,
Modeling Credit Risk, Elements of Credit Risk, Default Risk.
UNIT 3 REGULATORY FRAMEWORK 9 Hrs.

Regulatory, Compliance & Contemporary Issues: Basel I - Evolution, Important features, Criticism. Basel II - Evolution,
Three Pillars. Revisions to the Basel II market risk framework (July 2009) and Thinking beyond Basel III, RBI Prudential
Guidelines on Capital Adequacy and Market Discipline.
UNIT 4 RISK ANALYSIS 9 Hrs.

Risk Analysis in Capital Budgeting - Measuring and Managing Capital Budgeting Risks - Sensitivity Analysis, Scenario
Analysis, Simulation, Standard Deviation and Co-efficient of Variation, Risk Adjusted Discount Rate Method, Certainty
Equivalent Co-efficient Method, Decision Tree Analysis and Probability Distribution Method. Supply Chain Risk Management
- Risk Assessment and Supply Chain Risk management strategies.
UNIT 5 INVESTMENT RISK 9 Hrs.

Risk associated with Investment. Hedging - Risk Management: Badla Transaction/Carry Forward of Transaction,
Diversification of Portfolio, Negative Co-relation, Active Portfolio Management, Realignment of Portfolio. Hedging/Risk
Management through Derivatives: Short Hedge, Long Hedge, Protective Put Strategy, Covered Call Strategy. Hedging
Strategy for Portfolio, Delta Hedging.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Develops the basic knowledge on risk.
CO2 - Summarize the various types of risk.
CO3 - Illustrate on the regulatory framework through Basel I and II.
CO4 - Predict the risks involved in capital budgeting decisions and Supply Chain Management.
CO5 - Comprehend the nuances involved in derivatives and hedging mechanisms in derivatives.
CO6 - Develops students to understand on risk and risk management techniques.

1. George E. Rejda , Principles of Risk Management and Insurance, Prentice Hall, 7th Edition, 2018
2. Periasamy & M.Veeraselvam , Risk and Insurance Management, Tata McGraw Hill, 1st Edition, 2013
3. Dhanesh Kumar Khatri, Derivatives and Risk Management, Macmillan India, 2nd Edition, 2016.
4. Indian Institute of Banking and Finance (IIBF), Risk Management, Macmillan Education, 2018



SBAA7008 PROJECT FINANCE
4 0 0 4 100
COURSE OBJECTIVES
 To know the concept of project and how it is financed.
 To observe the factors that influences project feasibility.
 To understand the methods of appraising a project.
UNIT 1 INTRODUCTION TO PROJECT FINANCE 9 Hrs.

Project meaning - Stages in a project cycle: Project identification, formulation, evaluation and implementation - Role of
consultants in project management. Sources of finance- Public issue of shares, debentures, public deposits, leasing, internal
generation of funds, commercial papers, global depository receipts, borrowings from banks and FIs - Venture capital -
Innovative instruments in the capital market.
UNIT 2 CAPITAL STRUCTURE 9 Hrs.

Project financing - Estimating the total capital requirements - Factors determining the fixed capital and working capital -
Judicious financing plan - Capital gearing - Matching of requirements with available financial assistance from various
sources
UNIT 3 PROJECT APPRAISAL MANAGERIAL ASPECT 9 Hrs.

Process of lending for a project - Pre-sanction appraisal - Appraisal of managerial and technical aspects: Evaluation of
managerial skills, past records, management and working of other group companies evaluation of appropriative technology,
availability or raw materials and utilities and safeguards against pollution, effluent disposal/treatment.
UNIT 4 PROJECT APPRAISAL FINANCIAL ASPECT 9 Hrs.

Project appraisal - Evaluation of commercial aspects: Estimation of demand supply gap, distribution channels and selling
arrangements - Evaluation of financial aspects: Debt equity ratio, current ratio, debt service coverage ratio, return on
investment, security margin, internal rate of return & breakeven analysis.
UNIT 5 PROJECT APPRAISAL - SOCIETAL ASPECT AND IMPLEMENTATION 9 Hrs.

Project appraisal - Economic analysis: Economies of scale, employment generation, social cost benefit analysis, contribution
to government revenue, political stability, priority and evaluation of international competitiveness. Project monitoring - Post
sanction supervision and follow up - How to improve recovery? Industrial sickness: Warning signals and causes -
Rehabilitation of a sick industrial unit - Role of the board for industrial and financial reconstruction (BIFR)
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concept of project finance.
CO2 - Analyze the various sources of finance for the project.
CO3 - Identify the factors to be considered for a feasibility of a project.
CO4 - Evaluate the level of impact of various factors on feasibility of a project.
CO5 - Project implementation and monitoring.
CO6 - Identification of sick units and the rehabilitation process.

1. B.B. Goel, Project Management: A Development Perspective, Deep and Deep Publications, New Delhi,2013.
2. A.K. Sengupta, Bank Credit to Industry, Skylark Publications, New Delhi, 2011
3. Prasanna Chandra, Projects Preparations, Appraisal, Budgeting and Implementation, TMH, 3 rd Edition, 2015.
4. H.R. Machiraje, Introduction to Project Finance, Vikas Publisher, 2001.
5. V Rajaraman, Project and Infrastructure Finance: Corporate Finance Perspective, Oxford University Press, 2017.


L T P Credit Total Marks

SBAA7009 CONSUMER BEHAVIOUR
4 0 0 4 100
COURSE OBJECTIVES
 To understand the role of consumer behaviour in marketing.
 To identify qualitative and quantitative methods of measuring consumer behaviour.
 To understand the role of global consumer.

Consumer Behaviour - Meaning, Definition - scope and Application of consumer behaviour - Consumer involvement - Nature
and Characteristics of Indian consumers - consumer behavior interdisciplinary approach; Introduction to Industrial Buying
Behaviour, Consumer Behaviour Models
UNIT 2 ENVIRONMENTALFACTORS 9 Hrs.

Environmental influences on Consumer Behaviour: Consumer socialization process; consumer roles within a family;
purchase influences and role played by children; family life cycle. Social Class and Consumer behaviour: Determinants,
characteristics. Culture and Consumer Behaviour: Characteristics of culture; core values held by society and their influence
on consumer behaviour; introduction to sub - cultural and cross - cultural influences. Opinion Leadership Process:
Characteristics and needs of opinion leaders and opinion receivers; interpersonal flow of communication - - Marketing
implications of the above influences.
UNIT 3 CONSUMER PERCEPTIONS 9 Hrs.

Consumer perceptions - Learning theories and their applications, Brand loyalty, Brand extensions. Conditioning theories,
Cognitive learning theories. Attitudes and Attitude Change; Concept and measurement of attitudes. Strategies of attitude
change. Attribution theory and Cognitive dissonance. Persuasion and persuasibility.
UNIT 4 MARKETING COMMUNICATION 9 Hrs.

Strategic marketing applications - Market segmentation strategies - Positioning strategies for existing and new products, Re
- positioning, Perceptual Mapping - Marketing communication - Communications strategy, Target Audience, Media Strategy,
Message strategies, Message structure and presentation.
UNIT 5 GLOBAL CONSUMER BEHAVIOUR 9 Hrs.

The Global Consumer Behavior and Online buying behavior - Consumer buying habits and perceptions of emerging non -
store choices - Research and applications of consumer responses to direct marketing approaches - Issues of privacy and
ethics.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the conceptual foundations of consumer buying behavior.
CO2 - Identify the major influences in consumer behavior.
CO3 - Implement appropriate combinations of theories and concepts.
CO4 - Acquaint with the communication and consumer decision making.
CO5 - Create awareness about global consumer behavior.
CO6 - Use most appropriate techniques to apply market solutions.
TEXT/REFERENCE BOOKS
1. Bennet and Kassarjian, Consumer Behaviour, Prentice Hall of India, 1972.
2. Michael R. Solomon, Consumer Behaviour, Prentice Hall of India, 11th Edition, 2014.
3. Ramanuj Majumdar, Consumer Behaviour, Prentice Hall of India, 2011.
4. Berkman & Gilson, Consumer Behaviour: Concepts and Strategies, Kent Publishing Company, 1986.
5. Leaon G Sehiffman, Joseph Wisenblit, S Ramesh Kumar, Consumer Behaviour, Pearson, 11th Edition, 2015


ADVERTISING MANAGEMENTAND SALES L T P Credits Total Marks

SBAA7010
PROMOTION 4 0 0 4 100
COURSE OBJECTIVES
 To learn fundamentals of advertising and sales promotion.
 To learn the basic types of sales promotion activities and their application in marketing.
 To apply the knowledge on advertising and sales promotion in the marketing of goods and services.
UNIT 1 INTRODUCTION TO ADVERTISING 9 Hrs.

Advertising - Concept, Objectives, Evolution, Classifications, Advertising agencies - Role, Functions, Agency & Client
relationship - Responsibilities of Agency and Client- Client servicing- Process of Setting up of an agency- Growth of Ad
agencies, Advertising Industry in Global and India Scenario.
UNIT 2 ADVERTISING COPY DEVELOPMENT AND MEDIA MANAGEMENT 9 Hrs.

Advertising Copy- Definition, objectives, characteristics, content, types, process, advantages, themes & appeals. Structure &
functions of an advertising department. Advertising as Mass Communication: The Communication Mix- Developing USP.
Advertising Media - Definition, Importance, Characteristics, Classification, Advantages & Disadvantages, Problems, Media
ethics - Business & legal aspects of media management.
UNIT 3 ADVERTISING BUDGETING AND CONTROLLING 9 Hrs.

Advertising Budget -Definition - Objectives - Importance -Approaches to Advertising Budget - Factors influencing an Ad-
Budget- Determining the size of the budget- Methods of measuring advertising effectiveness-Pre & Post testing techniques,
Advantages of measuring advertising effectiveness- Difficulties in measuring advertising effectiveness.
UNIT 4 SALES PROMOTION 9 Hrs.

Promotion - types - Sales promotion -Nature -Importance - Objectives - Role, Forms of sales promotions- Consumer
oriented sales promotion; trade oriented sales promotion & Sales force-oriented sales promotion. Tools of sales promotion-
Developing sales promotion programme, pre-testing implementing, evaluation of results and making necessary
modifications.
UNIT 5 ETHICS IN ADVERTISING AND SLAES PROMOTION 9 Hrs.

Ethics in advertising - objectives, importance, need, methods, Impact of Regulatory in advertising industry - Controversial
advertising Economic and Social relevance of advertisements - Advertising research & analysis. Advertising for international
market, Ethical aspects of sales promotion - Legal environment, laws that affect advertising in India. Unfair trade practices
and competition act - Consumer rights and laws.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Familiarize with the fundamental concepts of Advertising and sales promotion.
CO2 - Describe the creation of advertisements, themes and appeals.
CO3 - Discuss the types of advertisements, process of creation ad budgets, types of budgets.
CO4 - Analyze the effect of sales promotion tools in marketing and selling goods and services.
CO5 - Evaluate the role of advertising and sales promotion in the field of marketing.
CO6 - Compare the growth of advertising and sales promotion.

1. Chris Hackley, Runpaka Amy Hackley, Advertising & Sales promotion, Sage publications, 4thEdition, 2018.
2. S.A.Chunawalla , Foundations of Advertising : Theory And Practice , Himalaya Publications, 9th Edition, 2018.
3. Sarangi SK, Advertising and Sales Promotion: Marketing Management III, Asian Books Pvt. Ltd., 2011.
4. Thomas O’Guinn, Chris Allen, Angeline C S, Richard J S, Advertising and Integrated Brand Promotion, South Western
College Publication, 8th Edition, 2018.



SBAA7011 STRATEGIC MARKETING
4 0 0 4 100
COURSE OBJECTIVES
 To introduce a systematic understanding of marketing strategy and decision making.
 To understand and apply the STP strategies of marketing.
 To understand and appreciate the concept of marketing strategy formulation and implementation.
UNIT 1 INTRODUCTION TO STRATEGIC MARKETING 9 Hrs.

Marketing role in formulating and implementing strategies - market oriented management, process of formulation and
implementation of marketing strategy - integrating marketing strategy with the firm’s other strategies and resources, market
opportunity analysis, formulating strategies for specific situations, implementation and control.
UNIT 2 UNDERSTANDING MARKET OPPORTUNITIES 9 Hrs.

Market and Industry - meaning, assessing market and industry using Mullins’ framework -Forecasting Based on Current
Demand, Past Demand, Experimentation, Intentions and Expert Opinion
UNIT 3 MARKETING TECHNIQUES 9 Hrs.

Targeting Attractive Market Segments and Positioning - Choosing Attractive Market Segments -process -Different Targeting
Strategies- Differentiation Based on Product, Image, Channel, Personnel& Services - Positioning Process.
UNIT 4 STRATEGIC MARKET FOR NEW ENTRIES AND GROWTH MARKET 9 Hrs.
Market Entry Strategies for Pioneers and Followers: Sources of competitive advantage for pioneers and followers -
Components of strategic marketing programmes for Mass market penetration and niche market penetration - Growth Market
Strategies for Market Leaders and followers: Different types of marketing objectives for leaders and followers, market share
maintenance and growth strategies
UNIT 5 STRATEGICMARKETING FOR MATURE AND DECLINING MARKETS 9 Hrs.

Challenges in mature and declining markets, transition from growth to maturity - Marketing Strategies for Mature Markets:
Maintaining current market share, extending volume growth – Marketing Strategies for Declining Markets: Marketing
objectives and programmes for Harvesting, Maintenance, Survivor & Niche Strategy.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the fundamentals of Strategic Marketing.
CO2 - Evaluate the various strategic market opportunities.
CO3 - Apply knowledge to evaluate various Marketing Techniques.
CO4 - Determining the strategic market for new entrants.
CO5 - Develop strategic thinking in the context of complex problems and challenges faced by executives.
CO6 - Analyze and improve the Marketing for declining markets.

1. Piercy Nigel, Strategic Marketing, Tata McGraw Hill, 10thInternational Edition, 2012.
2. Andrew Whalley, Strategic Marketing, Venus Publishing, 2010.
3. S.L.Gupta, Strategic Marketing Management, Atlantic Publishers and Distributors, 1st Edition, 2018.
4. S Shajahan, Strategic Marketing: Text and Cases, Viva Books Publications, 1st Edition, 2010.
5. Colin Gilligan (Author), Richard M.S. Wilson, Strategic Marketing Planning, A Butterworth-Heinemann Publications, 2nd
Edition, 2009.
6. Alexander, Chernev and Philip Kotler, Strategic Marketing Management, Cerebellum Press, 9th Edition, 2018.



SBAA7012 BRAND MANAGEMENT AND RETAILING
4 0 0 4 100
COURSE OBJECTIVES
 To familiarize the students with key conceptual foundations of developing and managing a strong brand.
 To provide an understanding of the key issues in building and maintaining brands and brand equity.
 To familiarize students with the decisions involved in running a retail firm.
UNIT 1 BRAND MANAGEMENT CONCEPT 9 Hrs.

Basics Understanding of Brands - Definitions - Branding Concepts - Functions of Brand - Significance of Brands - Brand
Elements - Different Types of Brands - Co branding - Store brands - Strategic Brand Management process - Building a
strong brand - Role of Brand Managers.
UNIT 2 BRANDIDENTITY AND POSITIONING 9 Hrs.

Brand Equity - Customer Based Equity Model - Brand Identity & Positing - Brand Identity Traps - Overcoming traps - Brand
Personality Models - Increasing Brand Loyalty - Brand Leverage - Reasons, methods - Brand Extension - Types, Aaker’s
Approach, Keller’s Approach.
UNIT 3 BRAND VALUE AND RETAILING 9 Hrs.

Brand Imitations - Kinds of Imitations - Brand Values - Brand Mantras - An overview of Global Retailing - Challenges and
opportunities - Retail trends in India - Socio economic and technological Influences on retail management - Government of
India policy implications on retails.
UNIT 4 RETAIL FORMATS AND LOCATIONS 9 Hrs.

Organized and unorganized formats - Different organized retail formats - Characteristics of each format - Emerging trends in
retail formats - Choice of retail locations - internal and external atmospherics - Positioning of retail shops - Building retail
store Image - Retail service quality management - Retail Supply Chain Management - Retail Pricing Decisions.
Merchandising and category management - buying.
UNIT 5 E - RETAILING 9 Hrs.

Visual Merchandise Management - Space Management - Retail Inventory Management - Retail accounting and audits -
Retail store brands - Retail advertising and promotions - IT in Retail - E-retailing : Features, Benefits, Models - Challenges in
Retailing in India.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Examine brand concepts.
CO2 - Formulate effective branding strategies.
CO3 - Discover the key ‘branding’ concepts, methods and tools used by marketing practitioners.
CO4 - Recognize the operations-oriented policies, and procedures used by successful retailers.
CO5 - Associate the impact of retailing on the economy.
CO6 - Comprehend impact of retailing.

1. Kevin Lane Keller, Strategic Brand Management: Building, Measuring and Managing Brand Equity, Pearson, 4 th
Edition, 2013.
2. Kapferer J.N, Strategic Brand Management, Kogan Press, 5 th Edition 2012.
3. J K Nayak, Prakash C.Dash, Retail Management, Cengage, 1st Edition, 2016.
4. Dr.Harjit Singh, Retail Management A Global Perspective, Sultan Chand & Sons, 3rd Edition, 2014.
5. Sudarshan Seshannna and N. Raghu Prasad, Retail Management, Tata McGraw Hill, 1st Edition, 2015.



SBAA7013 SERVICES MARKETING
4 0 0 4 100
COURSE OBJECTIVES
 To provide an understanding of Service concepts and its functional importance in service industries.
 To gain knowledge towards the key concepts of service marketing.
 To apply the learnt concepts of service marketing in real time in industries.
UNIT 1 INTRODUCTION TO SERVICE MARKETING 9 Hrs.

Introduction to service sector - Growth of service sector – Service concepts - Need for Service Marketing - Characteristics of
Service - Classification of services - Service - goods continuum - tangibility spectrum - blueprinting - Service Triangle -
Integrated Service Marketing - Growth of Service Industries.
UNIT 2 MARKETING MIX IN SERVICE MARKETING 9 Hrs.

The Seven Ps: Product decision, Pricing, Strategies and tactics, Promotion of service and placing of distribution methods for
services. Additional dimension in services marketing - People, physical evidence and process - Product Life Cycle (PLC),
New Product Development( NPD).
UNIT 3 SERVICE DELIVERY DIMENSIONS 9 Hrs.

Service quality - Gap Model of Service Quality gap - Knowledge Gap - Customer Expectation and Management perception
towards consumer expectations, Policy Gap - Service Delivery Policies and Managements understanding of consumer
needs The Delivery Gap - Service Delivery and Service Delivery policies, The Communication Gap - External
communication to the customers - Service delivered to customers, The customer Gap - Customer expectation and Customer
Perception - Factors and Techniques to resolve five service quality gaps.
UNIT 4 MANAGEMENT OF SERVICE 9 Hrs.

Marketing Demand and Supply through capacity planning and segmentation - Internal marketing of Services - External
versus Internal orientation of service strategy. Role of Automation and Internet of Things (IOT) in the development of
Services.
UNIT 5 MARKETING OF SERVICES 9 Hrs.

Marketing of service with reference to Financial services, Health services, Hospitality services including travel, Hotels and
Tourism; Professional services & Educational services. Case studies in each sector.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Familiarize with the core concepts of service marketing.
CO2 - Describe 7 Ps of service marketing.
CO3 - Discuss the dimensions of service quality.
CO4 - Analyze the key challenges faced by service providers in the industry.
CO5 - Evaluate the role of service industries in the economic and social development of a country.
CO6 - Compare the growth of the existing types of Service industries.

1. Adrhian Payne, The Essence of Marketing New Delhi, Prentice Hall of India, 2011.
2. Chistopher Lovelock & Jochen Wirtz, Services Marketing: People, Technology and Strategy, Pearson, 7 th Edition,
2017.
3. Jha .S.M., Services Marketing, Himalaya Publisher, New Delhi, 7th Edition, 2018.
4. Valarie A. Zeithaml; Mary Jo Bitner, Services Marketing, Tata McGraw Hill, 6th Edition, 2014.



SBAA7014 RELATIONSHIP MARKETING
4 0 0 4 100
COURSE OBJECTIVES
 To understand the fundamentals of Relationship Marketing Strategy.
 To understand the metrics used in CRM
 To develop an understanding of CRM implementation issues.

Relationship Management - Relationship Marketing and Traditional Transaction Approach - Significance - Customer
Acquisition - Requisites - Customer Life Cycle -Customer Loyalty - loyalty ladder - strategies - Optimizing Customer
Relationship.
UNIT 2 CUSTOMER RETENSION 9 Hrs.

Customer Retention-Stages in customer life cycle - Strategies -Attrition, Handling Complaints - Recovery of lapsed
customers - CRM in marketing - One to One Relationship Marketing - Customer Behaviour Prediction - Customer
Profitability.
UNIT 3 SALES FORCE AUTOMATION 9 Hrs.

Sales Force Automation - Sales and territory management - CRM links in e-Business - E-Commerce and Customer
Relationships on the Internet .Activity management - Contact management - Lead and Knowledge Management - Field
Force Automation.
UNIT 4 CUSTOMER RELATIONSHIP MANAGEMENT 9 Hrs.

Analytical CRM-Features and Benefits - Managing Customer Data - Database Marketing - Sources of Data - Data centre-
Technological Components - Telemarketing - Data Mining - Functions, process.
UNIT 5 CRM IMPLEMENTATION 9 Hrs.

CRM Implementation - Defining success Factors - Choosing CRM tools -CRM development Team - Scoping and prioritizing
- Development and delivery - Measurement- Conflicts - Complaints Management.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Analyze the nature of customer relationship.
CO2 - Analyze customer retention strategies and customer loyalty.
CO3 - Create awareness about CRM in e-business.
CO4 - Understand the role and changing face of CRM as an IT enabled function.
CO5 - Understand the CRM implementation.
CO6 - Evaluate the role, value and application of information and communication technologies (ICT) in CRM.

1. Peeru Mohammed & Sagadevan. A, Customer Relationship Management, Vikas Publications, 1st Edition, 2016.
2. Shainesh & Seth, Customer Relationship Management a Strategic Prospective, McMillan, 1 st Edition, 2015.
3. Chaturvedi & Chaturvedi, Customer Relationship Management, Excel Books, 1 st Edition, 2017.
4. Govinda Bhat, Customer Relationship Management, Himalaya Publishing House,1st Edition, 2015.
5. Shamsher Singh, Customer Relationship Management, Himalaya Publisher, 1st Edition, 2017.



SBAA7015 BUSINESS TO BUSINESS MARKETING
4 0 0 4 100
COURSE OBJECTIVES
 To help the learner distinguish between consumer marketing and industrial marketing.
 To understand the nuances of industrial marketing.
 To learn to formulate industrial marketing strategies and also design industrial marketing mix elements.
UNIT 1 INTRODUCTION TO INDUSTRIAL MARKETING 9 Hrs.

Introduction - Nature of Industrial Marketing - Industrial Vs Consumer Marketing - Types of Industrial Customers -
Classification of Industrial Products - Economics of Industrial Demand - Industrial Marketing Environment - Strategies to
manage industrial marketing environment.
UNIT 2 ORGANIZATIONAL BUYING & BUYING BEHAVIOUR 9 Hrs.

Objectives of Organizational Buying - Buy grid model - Phases in Purchasing Decision process - Buying Centres-Roles of
Buying Centres- Purchasing influence on Buyer Behaviour- Supplier choice & Evaluation.
UNIT 3 INDUSTRIAL MARKETING INTELLIGENCE AND STP 9 Hrs.

Industrial Marketing Research and Demand Forecasting - Market Segmentation - Basis for segmenting industrial market -
Macro & Micro variables - Target marketing - Product Positioning - Strategic planning in Industrial market.
UNIT 4 4P’S OF INDUSTRIAL MARKETING 9 Hrs.

New Product Development -Innovation and Product Differentiation - Pricing in Business Markets -Factors influencing -
Competitive bidding - Business Marketing Channels - Market Logistics - Business Marketing Communications - Managing
Personal Selling Function.
UNIT 5 IMPLEMENTATION, CONTROL AND E-COMMERCE 9 Hrs.

Strategic Planning at Corporate and Business level - Implementing and Controlling marketing plan - Ethical Aspects of
Business marketing - B2B form of e-commerce and Models - International Business Marketing.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Recall factors affecting marketing strategies in a typical B-2-B scenario.
CO2 - Recognize the impact of traditional consumer behaviour theories and decision making.
CO3 - Relate and demonstrate the relationships between applied industrial marketing concepts.
CO4 - Discover the uses of select industrial marketing concepts in simulated business situations.
CO5 - Compare and evaluate various decision-making processes.
CO6 - Develop a fundamental understanding of business marketing.

1. Robert R., Edward G. Brierty, Industrial Marketing: Analysis, Planning and Control, Prentice Hall, 2 nd Edition, 2014.
2. P.K. Ghosh, Industrial Marketing, Oxford University Press, 2012.
3. Krishna K. Havaldar, Industrial Marketing: Text and Cases, Tata McGraw Hill, 2nd Edition, 2016.
4. Hory Sankar Mukerjee, Industrial Marketing, Excel Books,1st Edition, 2009.
5. Phadt and Milindt, Industrial Marketing, Pearson, 2nd Edition, 2014.


L T P Credit Total Marks

SBAA7016 RURAL MARKETING
4 0 0 4 100
COURSE OBJECTIVES
 To create awareness about the applicability of the concepts, techniques and processes of marketing in rural
context.
 To familiarize with the special problems related to sales in rural markets.
 To help understand the working of rural marketing institutions.

Introduction to Indian Rural Marketing: Definition, scope of rural marketing, concepts, classification of rural markets, rural vs.
urban markets. Rural Economy - Rural - Characteristics and Dimensions of Rural Markets - Importance of Rural Marketing -
Urban disparities - policy interventions required - Rural face to Reforms - The development exercises in the last few
decades.
UNIT 2 RURAL ENVIRONMENT AND RURAL RETAILING 9 Hrs.

Rural Environment - Rural Market Strategies with special reference to Segmentation, Targeting and Positioning - Innovation
for Rural Market - Products and Services in the Rural Markets - Competitive product strategies for rural markets - Channels
of Distribution and Trade Management, Rural Retailing.
UNIT 3 RURAL COMMUNICATION AND PRICING 9 Hrs.

Rural Communication and communication strategies for rural market - Advertising and Sales Promotion Strategies - New
Product launch Techniques for Rural Markets - Pricing in Rural Markets - pricing policies - innovative pricing methods for
rural markets.
UNIT 4 RURAL MARKET RESEARCH AND RURAL SALES MANAGEMENT 9 Hrs.

Rural Market Research - Market Information System - Sales Management Practices - Training, Motivation - Sales Quota
Strategies. Distribution - Logistics Management - Problems encountered - selection of appropriate channels - New
approaches to reach out rural markets - Electronic choupal applications - Advancement Technology in Rural Marketing
UNIT 5 EMERGING TRENDS IN RURAL MARKETING 9 Hrs.

Social Marketing: Corporate Social Responsibility in Rural Markets - The Future of Rural Marketing in India. - Rural
Marketing of financial Services - Rural Marketing of Consumer Durables - Rural Marketing of FMCG Products - Role of Govt.
In Rural & Agricultural Marketing.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Explore the various facets of rural marketing.
CO2 - Identify the challenges and opportunities in the field of rural marketing.
CO3 - Understand the rural market environment and the emerging challenges in the global market.
CO4 - Acquaint the students with the appropriate concepts and techniques in the area of rural marketing.
CO5 - Apply adaptations to the rural marketing mix (4 A’s) to meet the needs of rural consumers.
CO6 - Understand the concept and methodology for conducting the research in rural market.
TEXT /REFERENCE BOOKS

1. Balaram Dogra & Karminder Ghuman, Rural Marketing: Concept & Cases, Tata McGraw Hill, 2008.
2. A.K. Singh & S. Pandey, Rural Marketing: Indian Perspective, New Age International Publishers, 2007.
3. CSG Krishnamacharylu & Laitha Ramakrishna, Rural Marketing, Pearson Education Asia, 2009.
4. Philip Kotler, Marketing Management, Prentice Hall India, 2018.
5. Kash Kotler, Rural Marketing, Pearson, 3rd Edition, 2016.



SBAA7017 ADVANCED LABOUR LAWS
4 0 0 4 100
COURSE OBJECTIVES
 To know the development and the judicial setup of Labour Laws.
 To learn the salient features of welfare and wage Legislations.
 To learn the laws relating to Industrial Relations, Social Security and Working conditions.
UNIT 1 INTRODUCTION TO LABOUR LEGISLATIONS 9 Hrs.

Historical evolution, Emergence and objectives of Labour law, agencies integrated in labour problems, labour welfare,
Importance, Types, Labour welfare officer - duties and functions, issues in implementing legal framework, Role of ILO in
Labour relations.
UNIT 2 LEGISLATION AFFECTING WORKING CONDITIONS 9 Hrs.

Factories Act, 1948: Provision’s relating to - Health, Safety, Welfare, working hours and leave, Women and Young Persons.
Apprentices Act, 1961 - The Child Labour (Prohibition and Regulation) Act, 1986- Contract Labour (Abolition & Regulation)
Act, 1970 - The Shops and Commercial Establishments Act.
UNIT 3 LAW RELATING TO MONETARY BENEFITS 9 Hrs.

Payment of Wages Act, 1936: Provision relating payment of wages, Authorized deductions, limits to deductions. Minimum
Wages Act, 1948 - Procedure for fixing and revising minimum wages - Appointment of advisory board, Maintenance of
registers and records -Equal Remuneration Act, 1976 - Payment of Gratuity Act, 1972 - Eligibility, Nomination, Rights and
Obligations, Amount of Gratuity - Payment of Bonus Act, 1965.
UNIT 4 LAW RELATING TO INDUSTRIAL RELATIONS 9 Hrs.

Industrial Disputes Act, 1947: causes, Authorities for settlement, Forms of disputes, Procedure. Trade Union Act, 1926:
Registration, Rights and liabilities, registered and recognized union, functions. Industrial Employment (Standing Orders) Act,
1946: Provisions regarding certification and operation of standing orders. Employment Exchanges (Compulsory Notification
of Vacancies) Act, 1959.Sexual harassment of Women at workplace (Prevention, Prohibition and Redressal) Act, 2013.
UNIT 5 LAW RELATING TO SOCIAL SECURITY 9 Hrs.

Employee’s State Insurance Act, 1948: Administration, Types of Benefits, Rules regarding Contributions and Benefits.
Employee’s Provident Funds and Miscellaneous Provisions Act, 1952: Schemes EPF, Authorities. Employees
Compensation Act, 1952: Compensation Calculation. Maternity Benefit Act, 1961.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Introduce the statutory provision that affects the labour relations.
CO2 - Learn the powers of the government/authorities under the different Act.
CO3 - Apply rules governing the employment relationship to real world problems and devise solutions.
CO4 - Familiarize with the laws relating to Industrial Relations, Social Security and Working conditions.
CO5 - Critically appraise the principles, statutory frameworks, and institutions regulating labour.
CO6 - Hypothesize the future direction of labour law and formulate ideas for law reform.

1. Kapoor N.D., Elements of Industrial Law, Sultan Chand & Sons, 16th Edition, 2018.
2. Malik P. L, Industrial Law, Eastern Book Company, 6th Edition, 2017.
3. Misra S.N., Labour and Industrial Law, Central Law Publications, New Delhi, 28th Edition, 2016
4. Kapoor N.D., Handbook of Industrial Law, Sultan Chand & Sons, New Delhi, 14th Edition, 2013



SBAA7018 HUMAN CAPITAL MANAGEMENT
4 - - 4 100
COURSE OBJECTIVES
 To understand the concept of Human capital and Human Capital Management
 To study the role of Human capital measures
 To demonstrate the application of HC data in business areas.
UNIT 1 HUMAN CAPITAL CONCEPT 9 Hrs.

Concept of Human capital - Intellectual capital - Social capital - Organisation capital - Aim of Human Capital Management.
Difference between HCM and HRM - Process of HCM - HCM Drivers, HCM Journey, HCM concepts, advantage, Resource -
based strategy. Developing HCM - Measuring HR.
UNIT 2 HUMAN CAPITAL DATA 9 Hrs.

Types of Human Capital Data - Business performance data, CSR data, Customer data, Demographic data, Development
data, Diversity data, Employee Opinion data and HR data; Kearns Classification of Measures - Activity, Performance and
Added value Measures; Centrica’s eight key measures, Standard Chartered banks Six key measures, Chartered
Management Institute’s three - tier approach measure.
UNIT 3 MEASURING HUMAN CAPITAL 9 Hrs.

Measuring human capital - Measurement Issues, Five common Developing Measures - Human Capital Measurement
Models - Human Resource Accounting, Balanced scorecard, HR Scorecard, Workforce Scorecard, Human Capital Monitor,
Organisational Performance Model, Human Capital Index, Engagement Model, People and Performance Model.
UNIT 4 HUMAN CAPITAL REPORTING 9 Hrs.

Human Capital Report - Meaning, Benefits, Limitations; Internal Reporting - Benefits, Basic model of Internal Reporting -
Content. External Reporting - Meaning and Benefits, CIPD External Reporting Framework, Principles, Indicators, Content,
Arguments for and against External HC Reporting.
UNIT 5 APPLICATIONS OF HCM 9 Hrs.

Human Capital Value Circle, Enterprise level Metrics - HCRF, HEVA, HCCF, HCVA, HCROI, HCMV; Foundation Trait
Metrics - Six key Indicators, Stages in Designing Human Capital Metrics. Business partner concept and HCM. Application of
HCM. The skills HR specialists need for HCM - Future of HCM
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Identifies the importance of valuing Human Capital in Organisations.
CO2 - Sketch different stages in the process of Human capital management.
CO3 - Understands and categorizes the various Human Capital Data required for measurement.
CO4 - Analyzing the measuring issues and classification of Human Capital measures
CO5 - Designing Human capital reports.
CO6 - Recalls the different levels of Human capital applications

1. Angela Baron & Michael Armstrong, Human Capital Management- Achieving Added Value Through People, Kogan
Page, 1st Edition, 2007.
2. Jac Fitz-enz, The ROI of Human Capital-Measuring the economic Value of Employee Performance, Amacom, 2nd
Edition, 2009.
3. Ram Raghavan, Human Capital Management Challenges in India, Wood head Publishing Limited, 1 st Edition, 2011.
4. Ravinder Shukla, Talent Management: Process of Developing and Integrating Skilled Workers, Global India
Publications, 1st Edition, 2009.
5. Arun. B.K and S.K. Padder, Human Capital Management, Himalaya Publisher, 1st Edition, 2017.



SBAA7019 STRATEGIC HUMAN RESOURCE MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concepts of human resource management.
 To familiarize strategic HR issues in organizations.
 To enable participants to create sustainable sources of competitive advantage.

Strategy: Nature, Formulation and Implementation; Evolution of SHRM - Strategic HRM - Definition, Nature, Components,
Objectives, Importance; HR as Assets - VRIO Framework - Evolution of SHRM - Traditional HRM Vs SHRM - SHRM Vs. HR
Strategies - Hard Vs. Soft HRM - Link Between HR Strategy and Business Strategy - Strategic Fit - Resource Based view -
Best practice Vs. Best fit approach - Theoretical perspective of SHRM - Approaches - Barriers of SHRM.
UNIT 2 MODELS OF SHRM 9 Hrs.

Foundations of SHRM - Theories of SHRM - Multilevels model of SHRM - Designing Human Resource Systems for
Sustained Competitive Advantage - SHRM Implications - SHRM and the Global Scenario - Development of SHRM in
different countries - Dimensions of SHRM - SIHRM: Definition - ISHRM Strategic Issues - Approaches, International Staffing
and Training of Expatriates, Cross Cultural Management.
UNIT 3 HR STRATEGY: DEVELOPMENT AND DELIVERY 9 Hrs.

HR Strategies: Meaning, Purpose, Nature, Types; The Role of HR in business Model innovation :Strategy - High
performance, Human Capital Management, Corporate Social Responsibility, Organizational Development, Knowledge,
Resourcing, Talent Management, Learning and Development, Reward Strategy, Employee Relations ;Strategy formulation
propositions - Implementing HR strategies - Making the Impact: The Role of HR.
UNIT 4 STRATEGIC HRM COMPONENTS 9 Hrs.

Strategic HR Issues: Managing High Growth, Mature and Declining Industries - Organizational HR strategies - Functional
HR strategies - HR management : Measures and Evidences - Balanced Scorecard and HR Scorecard - HR audit - HR
analytics - Engagement surveys; HR Management and Technology: HRIS - Usages and Implications of social media
Technologies.
UNIT 5 TRENDS AND ISSUES IN SHRM 9 Hrs.

Trends and Issues in SHRM - Alignment of HR strategies and the impact on business performance - HR metrics; Human
resource strategy in international context - Future of SHRM.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Describe the nature of strategic HRM.
CO2 - Describe the HR Strategies.
CO3 - Explain the SHRM models.
CO4 - Provide suitable solutions for issues in strategy implementation.
CO5 - Build HR strategies related to business strategies.
CO6 - Analyse contemporary HR practices.

1. David Mankin & Clare Kellihe, Strategic Human Resource Management, Oxford University Press, 2014.
2. S.P. Mathur, Strategic Human Resource Management, New age International Publishers, 2015.
3. Anuradha Sharma & Aradhana Khandekar, Strategic Human Resource Management – An Indian Perspective, Sage
Publications, 2007.
4. Jeffrey A Melo, Strategic Management of Human Resources, Cengage, 3rd Edition, 2012.


INTERNATIONAL HUMAN RESOURCE L T P Credits Total Marks

SBAA7020
COURSE OBJECTIVES
 To enable students to understand the nuances of managing international employees.
 To look at HRM in a broader, comparative and international perspective
 To deal with complex issues and manifold risks.
UNIT 1 INTRODUCTION TO INTERNATIONAL ENVIRONMENT 9Hrs.

Concept of Culture - Culture Shock - Role Cultural Understanding – Cross Cultural Differences and Managerial Implications
- Hosted Study – Cultural environment – Ethics in International Environment - IHRM and International Alliances, IHRM and
International Joint Ventures.
UNIT 2 INTRODUCTION TO IHRM 9 Hrs.

International Human Resource Management - Growth, Evolution, Stages of Internationalization Global Business, Meaning,
Definition, Characteristics, Barriers - Role of culture in International HRM –Variables that moderate differences between
Domestic & International HRM.
UNIT 3 INTERNATIONAL RECRUITMENT AND COMPENSATION 9 Hrs.

International Recruitment and Selection, International labour market - Executive nationality staffing policies - Issues in staff
selection – Expatriate Selection - Criteria - Selecting TCNs and HCNs – Objectives of International Compensation – Key
Components, Approaches.
UNIT 4 PERFORMANCE MANAGEMENT 9 Hrs.

Performance Management – Criterion used for performance appraisal of International employees – appraisal of HCNs -
Emerging Trends in Employee Relations and Employee Involvement - The International HRM perspectives in Training and
Development - Development: International staff and Multinational teams - knowledge transfer in multinational companies –
Key Issues in International Labour Relations.
UNIT 5 ISSUES AND CHALLENGES 9 Hrs.

Issues and Challenges in IHRM – Managing people in an international context – HR issues in Multinational Corporate Social
responsibility – Multinational as a global citizen – International Accord and Corporate Codes of Conduct – Implication for the
HR function of the multinational firm.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the Human resource practices across the globe.
CO2 - Identify the need and demand of international manpower market.
CO3 - Know international standard for performance management.
CO4 - Describe various factors in domestic and international human resource management.
CO5 - Maximize the level of confidence to face the global challenges and changes.
CO6 - Familiarize with international compensation and its components.

1. Dennis Briscoe, Randall Schuler, Ibraiz Tarique, International Human Resource Management: Policies and Practices
for Multinational Enterprises, Routledge, 4th Edition, 2012.
2. Peter J. Dowling, Marion Festing, Allen D.Engle, International Human Resource Management: Managing People in a
Multinational Context, Thomson Publisher, 5th Edition, 2008.
3. P.L.Rao, International Human Resource Management :Text and Cases, Excel Books, 1st Edition, 2008
4. Luis R Gomez-Mejia, D.B. Balkin and R.L. Cardy: Managing Human Resource, Prentice Hall PTR, 7 thEdition, 2011
5. K.Aswathappa and Sadhna Dash, International Human Resource Management, Tata McGraw Hill, 2 nd Edition, 2017.


ORGANIZATIONAL CHANGE AND L T P Credits Total Marks

SBAA7021
DEVELOPMENT 4 0 0 4 100
COURSE OBJECTIVES
 To facilitate the students to understand the theoretical and practical underneath of Organizational Change and
Development.
 To aware of different tools used to diagnose organizations through conceptual framework and case studies.
 To learn how to improve individual, group/team and organizational performance.
UNIT 1 ORGANIZATIONAL CHANGE 9 Hrs.

Organizational Change, Forces of Change, Change Need Analysis, Types of Change, Styles of Change, Managing Change
- Strategic Planning, Process Oriented Strategies, Competitor Oriented Strategies, Customer Oriented Strategies.
UNIT 2 APPRECIATING CHANGE 9 Hrs.

Drivers of Organizational Change, Developing a Change Agenda; Organizational learning - Senge’s five disciplines;
Ownership and involvement in Organizational Change, Transformation Planning for Organizational Change, Role and
Competencies of OD Professional, Leadership in Organizational Change.
UNIT 3 EXECUTING CHANGE 9 Hrs.

Models of Organizational Change - General Model of Planned Change, Open Systems Model, Action Research Model,
Critical Change Model, Burke - Litwin Model; Process of Organizational Change Management; Resistance to Organizational
Change - Sources of Organizational Resistance to Change, Types, Ways to Overcome Resistance to Organizational
Change.
UNIT 4 ORGANISATIONAL DEVELOPMENT - AN OVERVIEW 9 Hrs.

Organizational Development - Objectives, Evolution, Foundations, Process. Organizational Diagnosis - Stages, Levels of
Organizational Diagnosis, Techniques and Tools used in Organizational Diagnosis.
UNIT 5 OD INTERVENTIONS AND ORGANISATIONAL EFFECTIVENESS 9 Hrs.

OD Interventions - Factors influencing success of Interventions, Process, Types, Techniques; Evaluation of OD
Interventions; Values of OD - Meaning, Professional values and Ethics of OD.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Demonstrate the concept and application of Organizational change and Development techniques.
CO2 - Identify the models, process, and ways of managing and resistance to change in organizations.
CO3 - Sketch out consultant roles to diagnose, interpret and analyze data for organizational efficacy.
CO4 - Relate and implement of OD interventions and judge their usefulness against other change tools.
CO5 - Compose an approach for undergoing change and development to experience OD effectiveness.
CO6 - Understand the dynamic and report the difficulties of managing and resisting change in system.

1. V. Nilakant& S. Ramnarayanan, Managing organizational Change, Sage Publications, 1 st Edition, 2008.
2. Richard L. Draft, “Organization Theory, Change and Design, Cengage Learning India Edition, 2012.
3. Reading: Best Practices in Change Management: Executive Overview, Prosci Benchmarking Report, 2014.
4. R. Jones Gareth, Organizational Theory, Design and Changes, Pearson, 7th Edition, 2017.



SBAA7022 LEADERSHIP, POWERS AND POLITICS
4 0 0 4 100
COURSE OBJECTIVES
 To understand an orientation for implementing complex and long-range decisions.
 To develop the political will, expertise and personal skills to become flexible, innovative and adaptive in dealing
with parochial politics and destructive power struggles in organizations and the environment.
 To develop a personal agenda for successful political management of career.
UNIT 1 INTRODUCTION LEADERSHIP 9 Hrs.

Meaning, definition, nature of leadership, characteristics of leadership, leadership traits and functions, managerial skills of a
leader, qualities of a good leaders, differentiate leadership & management, effectiveness of leadership, measures for
developing leaders.
UNIT 2 LEADERSHIP STYLES AND THEORIES 9 Hrs.

Styles of Leadership, Theories of Leadership - Trait Theories, Behavioural Theories - Ohio State Studies, University of
Michigan studies, The managerial grid, Scandinavian studies, Contingency Theories - Fiedler Model, Hersey and
blanchard’s Situational Theory, Leader-member exchange theory, Path Goal theory, Neo-charismatic theories - charismatic
leadership, transformational leadership, visionary leadership.
UNIT 3 ISSUES IN LEADERSHIP AND TRUST AND LEADERSHIP 9 Hrs.

Contemporary issues - emotional intelligence and leadership, team leadership, moral leadership, cross-cultural leadership.
Trust - meaning, definition, trust as the foundation, types of trust - deterrence based trust, knowledge based trust, and
identification based trust.
UNIT 4 ROLE OF POWER IN ORGANISATION 9 Hrs.

Introduction - meaning, definition, contrast leadership and power, bases of power, key to power, sources of power, power
tactics, factors influencing the choice and effectiveness of power tactics, power in group, consequence of power, sexual
harassment in workplace, effective use of power, Misuse and loss of power. Empowerment - meaning, definition, Stages of
empowerment, Empowerment in self managed teams.
UNIT 5 ORGANISATIONAL POLITICS 9 Hrs.

Introduction - meaning, definition, types of organizational politics, conditions for organizational politics, reality of politics,
factors contributing to political behavior, political strategies and tactics, controlling political behavior, Negative
Consequences of Politics in the Workplace, Common Strategies in Self-Protection.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Present the background and classic studies of leadership.
CO2 - Discuss the traditional and modern theories of leadership.
CO3 - Identify the skills that visionary leader’s exhibit.
CO4 - Clarify what creates dependency in power relationships.
CO5 - Summarize the advantages and disadvantages of organizational politics.
CO6 - Describe the importance of a political perspective.

1. Power, Conflict, and Coalition, Lee G Bolman, Terrence E Deal, Wiley Online Library, 1 st Edition, 2017.
2. Asimakou, T, Rutledge, Innovation, Knowledge and Power in Organizations, London, 1st Edition, 2009.
3. Gilbert W. Fairholm, Organizational Power Politics: Tactics in Organizational Leadership, Praeger Publishers Inc, 2nd
Edition, 2009.
4. Pfeiffer, Managing with Power, Politics and Influence, Harvard Business School Press, 1st Edition, 1993.
5. Chandra Mohan, Leadership and Management, Himalaya Publisher, 2nd Edition, 2017.



SBAA7023 CONFLICT MANAGEMENT AND NEGOTIATION
4 0 0 4 100
COURSE OBJECTIVES
 To develop and articulate a biblically based philosophy for conflict resolution both personally and
professionally
 To identify key forces in conflict and conflict resolution.
 To understand the roles of negotiation in minimize conflicts.
UNIT 1 INTRODUCTION TO CONFLICT MANAGEMENT 9 Hrs.

Conflict: Meaning, need, types of conflict, patterns, levels, traditional and modern approaches to conflict, functional and
dysfunctional conflicts; constructive and destructive conflict, conflict process, sources of conflict, consequence of conflict.
UNIT 2 MANAGING CONFLICTS 9 Hrs.

Conflict management strategies; approaches to conflict management, four myths about conflict, team conflict, cultural
influences in conflict; resolving conflicts - strategies and systems; organizational systems for dealing with conflict; cross -
cultural differences in approaches to conflict, managerial skills and competences for effective conflict resolution.
UNIT 3 DEALING WITH CONFLICT 9 Hrs.

Understanding individual styles for handling Inter Personal Conflict, Importance of Emotional Intelligence, strategies to
resolve organizational conflict, effective listening and dialogue skills, humor and conflict resolution, Conflict resolution and
Cost: Conflict resolution models. Assessing the cost of workplace conflict.
UNIT 4 INTRODUCTION TO NEGOTIATION 9 Hrs.

Elements of Negotiation, Multiparty Negotiations, Stages of Negotiation Process; Levels of Negotiation; Issues for
Negotiation Preparation for Negotiations, Types, strategies and tactics in negotiation. Bargaining & Negotiation: Differences
and similarities. BATNA, Context of Mediation, Conciliation, Arbitration; Principles of persuasion; Persuasion Strategy and its
effectiveness, Effective Negotiation: Mutual Trust and Understanding; Challenges for effective negotiators.
UNIT 5 MANAGING NEGOTIATIONS 9 Hrs.

Managing Negotiations in the following Contexts: Cross Functional Coordination; Marketing Relations; International
Business; Labour - Management Relations; Intangibles in Negotiation: Power; Time and Information; Post Negotiation
Phase; Ethical Considerations in Negotiation.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the central concepts of conflict and negotiation.
CO2 - Familiarize the learners with the impact of conflict in the industrial relations environment.
CO3 - Know the procedural stages leading up to possible litigation.
CO4 - Recognize how cultural and gender differences impact communication and conflict resolution.
CO5 - Identify mediation and negotiation strategies for their effective pursuit.
CO6 - Discuss ethical issues in negotiation techniques and strategies.

1. Lewicki J. Roy, Saunders M. David, Berry Bruce, Negotiation, Tata McGraw Hill, 6 th Edition, 2016.
2. Udai Pareek, Understanding Organizational Behaviour, Oxford Press, 3rd Edition, 2013.
3. Carrell. R. Michael & Heavrin Christina Heavrin, Negotiating Essentials: Theory, Skills, and Practices, Pearson
Education, 1st Edition, 2008.
4. Cohen, S. Negotiating Skills for Managers, McGraw Hill Professional, 1st Edition, 2002.
5. Proksch Stephen, Conflict Management, Springer Publication, 1st Edition, 2016.


PERFORMANCE AND COMPENSATION L T P Credits Total Marks

SBAA7024
COURSE OBJECTIVES
 To provide a conceptual and practical insight in to the entire cycle of performance management.
 To understand various issues, approaches and practices of compensation management
 To illustrate different ways to strengthen the pay-for-performance link.
UNIT 1 INTRODUCTION PERFORMANCE MANAGEMENT 9 Hrs.

Meaning, History, Need, Features, Benefits, Scope, Performance Appraisal Environmental Factors, Performance Appraisal
Process, Establish Performance Criteria, Responsibility for Appraisal, Appraisal Period, Supervisor role in Performance
Appraisal.
UNIT 2 PERFORMANCE APPRASIAL METHODS AND APPRAISAL INTERVIEW 9 Hrs.

Process, performance appraisal design, approaches, types and methods - traditional and modern methods - Potential
appraisal, techniques, components of appraisal format, dimension of personal attributes, biases in performance appraisal,
reducing performance errors, diagnosing poor performance, Performance review meeting - meaning, benefits. Appraisal
Interview - meaning, types, process. Use of computer software in performance management system.
UNIT 3 INTRODUCTION TO COMPENSATION MANAGEMENT 9 Hrs.

Compensation, definition, classification, types, components, theories of wages, determinants of intra and inter-industry
differentials in compensation, internal and external equity in compensation systems. Incentives - Meaning, piecework plans,
merit pay options, incentives for professional employees, recognition based awards, team/groups incentive plans,
organization wide incentive plans, designing effective incentive programs.
UNIT 4 BENEFITS AND SERVICES 9 Hrs.

Benefits, definition, types, mandated benefits - social security, discretionary benefits, payment for time not worked, health
care, life insurance, retirement plans, disability protection, supplemental and unemployment benefits, employee stock option
plans, employee services, customized benefit plans (Cafeteria Compensation). Nonfinancial compensation - job
characteristics, job environment, workplace flexibility (work-life balance), other compensation issues.
UNIT 5 GOVERNING LAWS 9 Hrs.

Legal framework governing different components of compensation systems, functioning of wage boards and pay
commissions, compensation management in multi-national organizations.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Describe the appraisal process.
CO2 - Develop, evaluate and administer the various performance appraisal tools.
CO3 - Understand the methods for enhancing diversity through career management.
CO4 - Familiarize with the factors in determining pay rates.
CO5 - Outline the steps in developing effective compensation plans.
CO6 - Describe the components of nonfinancial compensation.

1. Aguinis, H., Performance Management, Chicago Business Press, 4th Edition, 2018.
2. Davinder Sharma, Performance Appraisal and Management, Himalaya Publishing, 1st Edition, 2011.
3. D.S.Upadhyay, Compensation Management Rewarding Performance, Global India, 1st Edition, 2009.
4. Barry Gerhart, Compensation: Theory, Evidence and Strategic Implications, Sage Publications, 1 st Edition, 2003.
5. Kanchan Bhatia, Compensation Management, Himalaya Publisher, 1st Edition, 2019.



SBAA7025 LOGISTICS MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To familiarize the concepts and importance of logistics.
 To acquire knowledge on integrated logistics.
 To analyse and discuss the key contemporary issues in logistics.

Logistics - Definition, Evolution, Scope, Functions, Objectives, and Importance-Logistics Integration -Customer Service -
phases, service attributes, Value added Logistical Services-Supply Chain Management vs Logistics.
UNIT 2 LOGISTIC ACTIVITIES 9 Hrs.

Marketing and Logistics - Relationship of logistics to Marketing and Production, Logistics and Modern Organization -
Elements of Logistics - Trade-off Analysis - Types of Trade-off Analysis - Logistics Outsourcing - Third party logistics, Fourth
party Logistics.
UNIT 3 INTERGRATED LOGISTICS 9 Hrs.

Warehousing - A logistical Challenge - Material Handling System - Role of Material handling in logistics, Material Handling
guidelines, Material handling equipment’s- Material Storage -Principles, Design, Methods - Reverse Logistics - Green
Logistics.
UNIT 4 LOGISTICAL PACKAGING AND TRANSPORTATION 9 Hrs.

Logistical Packaging -Objectives, Concept, Design Consideration in Packaging, Types of Packaging Material, Packaging
Costs - Transportation - Objectives, Evolution of Transportation System, Transportation Infrastructure -Different Modes of
Transportation - Freight Management - Factors Affecting Freight Cost - Transportation Network - Route Planning -
Containerization.
UNIT 5 GLOBAL LOGISTICS 9 Hrs.

E-logistics - ICT and logistics - E- logistics for transport modes and nodes - ICT for airfreight management, ICT for rail freight
management, ICT for road freight management, Port-centric ICT system - Automating e-logistics - RFID in logistics -Global
logistics -International and global issues in logistics
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the basic concepts of logistics.
CO2 - Describe logistics activities, warehousing and material handling system.
CO3 - Examine Integrated Logistics.
CO4 - Analyze the concepts of Packaging.
CO5 - Evaluate the transportation concepts.
CO6 - Discuss the current issues in logistics.

1. Vinod.V. Sople, Logistics Management, Pearson Publications, 2nd Edition, 2010.
2. Reji Ismail, Logistics Management, Excel Books, 1st Edition, 2008.
3. Stephen Pettit, Yingli Wang, E-Logistics: Managing Your Digital Supply Chains for Competitive Advantage, Kogan
Page Limited, 1st Edition, 2016.
4. S.K.Nandi& S. L. Ganapathi, Logistics Management, Oxford University Press, 1st Edition, 2015.
5. Craig Voortman, Global logistics, Juta and Co. ltd, 1st Edition, 2005.
6. Ganapathi and Nandi, Logistics Management, Oxford University Press, Special Edition, 2015.



SBAA7026 SUPPLY CHAIN MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the importance and role of Supply Chain Management.
 To evaluate and analyse Network Decisions.
 To know the supply chain integration and sustainability.
UNIT 1 INTRODUCTION TO SUPPLY CHAIN MANAGEMENT 9 Hrs.

Supply Chain Management - Definition, Nature, Objectives, Importance - Historical Perspective - Value Chain Perspectives -
Decision Phases in Supply Chain - Process Views of a Supply Chains.
UNIT 2 SUPPLY CHAIN DRIVERS AND NETWORK DESIGN 9 Hrs.

Drivers of Supply Chain Performance - Impellers of Supply Chain - Financial Measures of Performance - Framework for
Structuring drivers - Framework for Network Design Decisions - Factors Influencing Network design Decisions - Models for
Facility Location and for decision making. The making of Network Design Decisions in Practice - The Impact of Uncertainty
on Network Design.
UNIT 3 SUPPLY CHAIN INVENTORIES AND SOURCING DECISIONS 9 Hrs.

Supply Chain Inventory Management: EOQ Models - Reorder Point Models - Multi Channel Inventory Systems - Supply
Chain Facilities Layout - Capacity Planning - Inventory Optimization - The role of Sourcing in Supply Chain - In House or
Outsource - Supplier Selection: Auctions and Negotiations - Contracts, Risk Sharing and Supply Chain Performance -
Design Collaboration - The Procurement Process - Designing a Sourcing Portfolio: Tailored Sourcing - Risk Management in
Sourcing.
UNIT 4 SUPPLY CHAIN TRANSPORTATION 9 Hrs.

Role of Transportation in Supply Chain - Modes of Transportation and Their Performance Characteristics - Transportation
Infrastructure and policies - Design Options for a Transportation Network - Trade-offs in Transportation Design - Tailored
Transportation- Risk Management in Transportation - IT Solutions - e-procurement - Bar coding and RFID Technology -
Supply Chain IT in Practice.
UNIT 5 SUPPLY CHAIN INTEGRATION AND SUSTAINABILITY 9 Hrs.

Supply Chain Integration - Internal and External integrations - Ethical Supply Chains - Emerging Technologies in Supply
Chain Integration - The Role of Sustainability in Supply Chain - The Tragedy of the commons - Key Metrics for Sustainability
- Sustainability and Supply Chain Drivers - Closed-loop Supply Chains.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the fundamentals of Supply Chain Concepts.
CO2 - Evaluate the various sourcing decisions.
CO3 - Apply knowledge to evaluate and manage effective supply chain decisions.
CO4 - Determine the various transportation models in supply Chain.
CO5 - Align the management of a supply chain with corporate goals and strategies.
CO6 - Analyze and improve the supply chain integration for sustainability .

1. Sunil Chopra , Peter Meindl , D.V. Kalra , Supply Chain Management, Pearson, 6th Edition, 2016.
2. Janat Shah, Supply Chain Management, Pearson, 2016.
3. Bowersox, Supply Chain Logistics Management, Tata McGraw Hill, 2011.
4. Chandrasekaran. N, Supply Chain Management, Oxford University Press, 2010.
5. Judy Dickens, Principles and Practice of Supply Chain Management, Willford Press, 2019.



SBAA7027 OPERATIONS STRATEGY
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concepts of operations strategy
 To identify the methodologies in developing strategies
 To evaluate various strategic resources
UNIT 1 INTRODUCTION TO OPERATIONS STRATEGY 9 Hrs.

Meaning of Operations Strategy - Concept - Definition - Importance and Linkage with Corporate Strategy, Strategies, Values
and Services in Operations Management. Operations Strategy Formulation - Hill framework for Operations Strategy
Formulation. Strategic Fit - Concept - Classification - A framework for Operations Strategy in Manufacturing.
UNIT 2 METHODOLOGY FOR DEVELOPING OPERATIONS STRATEGY 9 Hrs.

Value as business concept - strategic issues in manufacturing - Value Chain concept Focus, core competence and
distinctive capabilities - stake holders & strategy, Checking markets, Outcome of Market debate - Linking manufacturing to
Markets - strategic integration - why products sell in the markets - Order Winners, Order Qualifiers.
UNIT 3 OPERATIONS STRATEGY IMPLEMENTATION 9 Hrs.

Technology strategy Issues in New Product development Time to market - strategic nature of process - Business implication
of Process choice - Hybrid Process. Change management and Sustainability procedure - company or plant based profiles -
decisions for product reallocation - downsizing - Capacity decisions Progression & Regression. Evaluating various tradeoffs
alternatives - Focused manufacturing - Product or process focus - Lean concept in operation strategy.
UNIT 4 STRATEGIC RESOURCE MANAGEMENT 9 Hrs.

Strategic Resource Management - Concept - Importance, issues involved - organizational issues operational approaches to
improving, delivery system. Controlling operations - key performance Indicators, PQCDSM (Productivity, Quality, Cost,
Delivery Time, Safety, Morale)
UNIT 5 ROLE OF TECHNOLOGY IN OPERATIONS STRATEGY 9 Hrs.

Role of Technology in Operations Strategy: Automated production system with Robotic systems. Use of IT and ITES
enabling the effective strategy and resource implementation. ERP/SAP for decision making.
COURSE OUTCOMES
CO1 - Understand the fundamentals of operations strategy
CO2 - Evaluating the various methodologies in operations
CO3 - Implement the strategies in organizational issues
CO4 - Determine the various lean manufacturing techniques operationally
CO5 - Align the strategic resource management
CO6 - Analyze and improve the role of technology in operations strategy

1. Nigel Slack , Mike Lewis, Operations Strategy, Pearson, 5th Edition, 2017.
2. Terry Hill, Alex Hill, Operations Strategy Design, Implementation and Delivery, Red Globe Press publications, 2017.
3. Nigel Slack, operations strategy, Pearson, 2nd Edition, 2013.
4. Michel Leseure, Key Concepts in Operations Management, SAGE Publication, 2010.
5. Jan A. Van Mieghem, Operations Strategy Principles and Practice, Library of Congress Cataloging-In-Publication Data,
2008.



SBAA7028 SERVICES AND OPERATIONS MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand importance and role of services in all the industries.
 To evaluate and analyse service quality, services capes.
 To develop the ability to design and deliver operations to achieve competitive advantages in services.

Services - Importance, role in economy, service sector - growth; Nature, classification , Service Package, characteristics ,
open-systems view; Service Strategy - Strategic service vision, competitive environment, generic strategies, winning
customers; Role of information technology; stages in service firm competitiveness; Internet strategies - Environmental
strategies.
UNIT 2 SERVICE DESIGN 9 Hrs.

New Service Development - Design elements - Service Blue-printing - process structure - generic approaches -Value to
customer; Retail design strategies - store size - Network configuration; Managing Service Experience -experience economy,
key dimensions; Vehicle Routing and Scheduling.
UNIT 3 SERVICE QUALITY 9 Hrs.

Service Quality- Dimensions, Gap Model; Measuring Service Quality -SERVQUAL - Walk-through Audit; Quality service by
design - Service Recovery - Service Guarantees; Service Encounter - triad, creating service orientation, service profit chain;
Front-office Back-office Interface - service decoupling.
UNIT 4 SERVICES CAPES 9 Hrs.

Services capes -behaviour - environmental dimensions - framework; Facility design - nature, objectives, process analysis -
process flow diagram, simulation; Service facility layout; Service Facility Location - considerations, facility location
techniques - metropolitan metric, Euclidean, centre of gravity, retail outlet location , location set covering problem.
UNIT 5 MANAGING CAPACITY AND DEMAND 9Hrs.

Managing Demand - strategies; Managing capacity - basic strategies, supply management tactics, operations planning and
control; Yield management; Inventory Management in Services- Retail Discounting Model, Newsvendor Model; Managing
Waiting Lines -Queuing systems, psychology of waiting; Managing for growth- expansion strategies, franchising,
globalization.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Analysis the importance services in the competitive environment
CO2 - Design blue printing for all type of industries
CO3 - Analysis service quality and their dimensions
CO4 - Establish facility design and layout for all the industries
CO5 - Discuss the operation planning and control
CO6 - Describe queuing system and its applications

1. James A. Fitzsimmons, Service Management - Operations, Strategy, Information Technology, Tata McGraw Hill, 7th
Edition, 2013
2. Richard Metters, Kathryn King-Metters, Madeleine Pullman, Steve Walton Successful Service Operations Management
Cengage Learning, 2ndEdition, 2015
3. Robert Johnston, Clark, Service Operations Management, Pearson Education, 2nd Edition, 2005.
4. Bill Hollins and Sadie Shinkins, Managing Service Operations, Sage 2006.



SBAA7029 QUALITY MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the quality management.
 To identify the elements that is part of the quality measuring process in the industry.
 To adopt the theoretical and practical knowledge and skills in the field of quality management.
UNIT 1 INTRODUCTION TO QUALITY MANAGEMENT 9 Hrs.

Introduction to Quality: History and Importance - Definition, need, function - Quality as a Management Framework - Quality
and Competitive Advantage - Three Levels of Quality - Quality and Personal Values Quality as customer delight - Quality as
meeting standards - Actual Vs Perceived quality. Quality - vision, mission and policy statements.
UNIT 2 PRINCIPLES AND PHILOSOPHIES OF QUALITY MANAGEMENT 9 Hrs.

Contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques - introduction, loss
function, parameter and tolerance design, signal to noise ratio. Quality circle, Japanese 5S principles and 8D methodology.
Competition in quality - quality as a competitive edge - role of MNC in emergence of global quality.
UNIT 3 STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITY 9 Hrs.

Meaning and significance of statistical process control - construction of control charts for variables and attributed. Process
capability - meaning, significance and measurement. Six sigma concepts of process capability. Reliability concepts -
definitions, reliability in series and parallel, product life characteristics curve. Total productive maintenance - relevance to
TQM. Business process re - engineering (BPR) - principles, applications, process, benefits and limitations.
UNIT 4 TOOLS AND TECHNIQUES FOR QUALITY MANAGEMENT 9 Hrs.

Quality functions development (QFD) - Benefits, Voice of customer, information organization, House of quality (HOQ),
building a HOQ, QFD process. Failure mode effect analysis (FMEA) - requirements of reliability, failure rate, FMEA stages,
design, process and documentation. Seven old (statistical) tools. Seven new management tools. Bench marking, POKA
YOKE. Industry 4.0 concept, fundamental principles.
UNIT 5 TOTAL QUALITY MANAGEMENT 9 Hrs.

Elements - TQM in global perspective - Global bench marking - Global standards - ISO 9000 series - Environmental QS
14000 - Quality manual - Barriers to TQM implementing .Quality review, Audit, recognition and reward. Quality awards:
Japanese Deming Award, US Malcolm Baldrige National Quality Award & Indian Golden Peacock National Quality Award.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Identify the fundamental concept of quality management
CO2 - Summarize the quality principles and contributions to various philosophies
CO3 - Illustrate the quality control process
CO4 - Discuss the various benefits of quality.
CO5 - Establish quality tools and techniques for quality management`
CO6 - Analysis TQM implementation and quality awards

1. James R. Evans and William M. Lindsay, The Management and Control of Quality, Cengage, 8 th Edition, 2012.
2. Evans, J.and Lindsay, W.M, The Management and Control of Quality, South Western,8th Edition, 2012.
3. Montgomery D, Statistical Quality Control A Modern Production, Wiley India, 6th Edition, 2010.
4. Urdhwareshe, Total Quality Management, Pearson Education,3rd Edition, 2010.
5. Joel E. Ross, Total Quality Management: Text, Cases, and Readings, 3rd Edition, 2017.
6. Poornima M, Charan Timatch, Total Quality Management, Pearson, 3rd Edition, 2017.



SBAA7030 LEAN MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the principles behind lean manufacturing philosophy.
 To familiarize them with the implementation of various lean manufacturing techniques.
 To apply various lean techniques in different sectors.

Basics of Lean Management approach and the basics of Lean Management philosophy - Basics of TPS 14 principles-
introduction about lean management tools .Applying various methods and techniques of Lean Management -isolated -
complex situations for improving the efficiency and effectiveness -supporting processes of the organization.
UNIT 2 PROCESS 9 Hrs.

Understanding Product, Process and Demand - Value Stream Mapping - Scope - Selecting parent parts - Lean line -
Demand - Documenting process flow - Talk time - Process linking and Balancing - Imbalance Approach - Resource,
Physical Layout, Kanban Signaling Kanban Strategies - Process - Single and Multi Card system.
UNIT 3 LEAN MANUFACTURING 9 Hrs.

Lean manufacturing model- Objectives of lean manufacturing-key principles and implications of lean manufacturing-
traditional Vs lean manufacturing. MRP and their impact Standard work -communication of standard work to employees -
standard work and flexibility -visual controls -quality at the source -5S principles. Talk time.
UNIT 4 LEAN IMPLEMENTATION 9 Hrs.

Lean Implementation and Milestones - Software requirement milestones - Understanding process, Product and Materials -
Checking - Factory design - Application to the factory simulation scenario line balancing- Poke Yoke Line startup - line
balancing- Poke Yoke - Lean implementation in services. Value stream mapping and Spaghetti charts. lean six sigma-Waste
types.
UNIT 5 LEAN APPLICATION 9 Hrs.

Lean application- manufacturing- information and education sectors-Lean production preparation- system assessment,
process- Lean Line management - Matching customer demand - Customer response policy - Leanline optimization -
Resistance to change - Flexibility and rewards. Overall equipment effectiveness.-Introduction about Industry 4.0 and its
application and benefits.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand issues & challenges in implementing & developing lean manufacturing techniques.
CO2 - Apply lean techniques to bring competitive business culture for improving organization performance.
CO3 - Distinguish between traditional Vs modern methods.
CO4 - Analyze how lean techniques can be applied to manufacturing & service industry.
CO5 - Understand how lean technique can create value generation for organization.
CO6 - Familiarize the concept of industry 4.0 towards lean.

1. Ronald G Askin, Design and Analysis of Lean Production system, John Wiley , New York, 2013.
2. Vollman T E, Manufacturing Planning and Control Systems, Galgotia Publication, New Delhi, 4th Edition, 2007.
3. Michael L. George, Lean Six Sigma. New Delhi, Tata McGraw Hill, 1st Edition, 2012.
4. P.Hobbs., Lean Manufacturing Implementation, J. Ross Publishing,1st Edition, 2017.
5. Jim Hall and Tina Scott, Lean Six Sigma, Create Space Independent Publisher, 1st Edition, 2016.



SBAA7031 ENVIRONMENT AND SAFETY MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To train and motivate students in maintaining and improving the quality of the environment.
 To prevent and abate environment pollution.
 To create public awareness about our environment.
UNIT 1 INTRODUCTION TO SAFETY MANAGEMENT 9 Hrs.

Safety Management System - Key elements, Policy & commitment - Measuring Performance, Auditing and Reviewing
performance, model, Developing a workplace Safety and Health Policy, Performance standards - management
responsibilities, individual responsibilities.
UNIT 2 TRAINING NEEDS AND METHODS 9 Hrs.

Participation and Representation, Training, Awareness. Management System records: Operational Control - Workplace
Precautions, Safety And Health training for Safety, Identify Training Needs - Organizational Needs, job - related Needs,
Individual Needs - Identify Training Objectives and Methods.
UNIT 3 RISK ASSESSMENT AND CONTROL 9 Hrs.

Risk assessment and control - the legal Basis, key stages, use trained Risk assessors, preparation and Inventory - Identify
the hazards, assess the risk, identify Appropriate Action, Risk assessment records and control. Motivation of employees,
Insurance coverage of Industrial plant & personnel Responsibility of management, government, social organization and
public authorities
UNIT 4 PUBLIC AWARENESS 9 Hrs.

Public awareness - Scope, Importance, need; Economic and social security; Biodiversity and its conservation; Sustainable
development. Global warming and greenhouse effect, urbanization - Population explosion, family welfare programmers -
women and child welfare, Environmental pollution - Causes, Effects, types of pollution, control measures, nuclear hazards,
Solid waste management.
UNIT 5 RENEWABLE AND NON - RENEWABLE NATURAL RESOURCES 9 Hrs.

Renewable and non - renewable natural resources - Forest resource, Water resource, Mineral wealth / resource, Food
resource, Energy resources, Growing energy needs, renewable and non - renewable energy sources, Use of alternate
energy sources - Role of an individual in conservation of natural resources. National Committee on environmental Planning
(NCP), Environmental Appraisal Committee (EAC) - goals of environment impact policy - Disaster management - role of
individual in prevention of pollution.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Identify key elements of safety management in the industry.
CO2 - Know the various standards to adopt the best safety management system.
CO3 - Identify the different methods of safety system in the industry.
CO4 - Identify the pattern risk assessment in the critical situation.
CO5 - Know the method of following ecofriendly system for healthy life.
CO6 - Identify the roles and responsibility of micro and macro level organization.

1. Rao CS., Environmental Pollution Control — New Age International Publisher, 3rd Edition, 2018.
2. Manjunath D.L., Environmental Studies - Pearson, 1st Edition, 2007.
3. Yaji R.K, Text Book of Environmental Studies - United Publishers, 2016.
4. Venugopal Rao P, Principles of Environmental Science and Engineering, Prentice Hall, 1 st Edition, 2006.
5. R.Rajagopalan, Environment Studies, Oxford University Press, 3rd Edition, 2015.
6. Anubha Kaushik & Gaurav Garrg, Perspectives in Environment Studies, New Age International, 6th Edition, 2018.



SBAA7032 WAREHOUSE AND INVENTORY MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand importance and role of warehouse in all the industries
 To evaluate and analyze inventory management.
 To study the concepts of warehouse and distribution management in the organization.

Meaning of Warehousing - Importance - Functions: Receiving: Logistics support for Inward Transportation, Unloading,
Inspection, Acceptance and Recording; Storing: Space allocation, Facilitation to stocking, Guarding & Recording; Risk
bearing - Processing - Grading and branding - Disinfecting services - Issuing: Order preparation, Picking, Dispatching/
Delivery & Recording.
UNIT 2 WARE HOUSE TYPES 9 Hrs.

Warehouse Types: Own Warehouses - Hired Warehouses - Private Warehouses - Public Warehouses - Government
Warehouses - Bonded Warehouses - Co - operative Warehouses - Distribution Warehouses – Fulfillment/ Consolidation
Warehouses - Warehouses Providing Value Added Services - Cross Docking and Trans - loading Warehouses - Break Bulk
Warehouses - Storage Warehouses - Refrigerated Warehouses - Characteristics of ideal warehouses - Warehouse Layout -
Principles and Types.
UNIT 3 MEASURES AND METRICS OF WAREHOUSE OPERATIONS 9 Hrs.

Logistics in the warehouse - Localization of materials in a warehouse - classification of Materials - Managing the
material/products turns in warehouse (FIFO/LIFO) - Problems and issues in shipment processes. Warehousing Equipment:
Material Handling equipment and Systems Safety Matting, Industrial Safety Equipment - Storage types and storage unit
management - Material Storage Systems - benefits – methods - Industrial Shelving, Industrial Storage Bins - Industrial
Storage Cabinets - Spill Containment Systems - Industrial Waste Disposal.
UNIT 4 INVENTORY MANAGEMENT 9 Hrs.

Inventory Management: Need and functions - Stock Levels under Conditions of Certainty, Risk and Uncertainty - Cost of
carrying or not holding adequate inventory - EOQ - Stock - out cost based inventory decisions - Inventory control techniques
- Methods of Inventory Issue Pricing - Cost and Profit implications - Inventory Ledger - Goods Receipt processing with
inbound delivery/without inbound delivery - Goods issue with outbound delivery/internal consumption - Stock transfer
Scenarios.
UNIT 5 PRINCIPLES OF MATERIAL HANDLINGSYSTEM 9 Hrs.

Material handling systems - Introduction. Vehicle travel path(time) - Handling time - vehicle utilization - no of loads
completed - congestion - Effective performance system - Fundamentals of various types of material handling systems -
automated storage and retrieval systems, Bar coding technology and applications RFID technology.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Identify the importance of warehouse in all the industries.
CO2 - Classify the different types of ware houses.
CO3 - Use various measures of warehouse operations.
CO4 - Recognize inventory management need and functions
CO5 - Discuss various methods of material handling system.
CO6 - Demonstrate queuing system and its applications.
1. James A. Tompkins, Warehouse Management Handbook, Tompkins Press, 2nd Edition, 2015.
2. Edward Frazelle, World-Class Warehousing and Material Handling, McGraw Hill, 2nd Edition, 2016.
3. David J. Piasecki, Inventory Accuracy: People, Processes, & Technology, Ops. Pub., 2013.
4. Jeroen P. Van Den Berg, Integral Warehouse Management, Management Outlook, 2009.


SBAA7033 MANAGING E-BUSINESS
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concepts of e-commerce, Firewall.
 To learn about Traditional Transactions, electronic payment system.
 To get familiar with Mobile commerce.
UNIT 1 OVERVIEW OF E-COMMERCE 9 Hrs.

E-commerce - Definition, History, Features of E- Commerce, Advantages and Limitations of E-Commerce - Internet -
Intranet - Extranet -E-business Models - B2B, B2C, C2C, C2B-Difference between E-Commerce and E- Business- World
Wide Web - URL, Gopher, Domain name, Web browser - Web 2.0.
UNIT 2 FIREWALL& ENCRYPTION 9 Hrs.

Firewall - Components of firewall - Introduction to security, Types of Securities , Security Tools - Viruses - Cryptography -
Encryption - Substitution & Transposition Cipher - RSA Algorithm - Internet Security Protocols and Standards -TCP/IP, UDP,
ICMP, POP3, SMTP, HTTP, FTP, SSL.
UNIT 3 TRADITIONAL TRANSACTIONS 9 Hrs.

Traditional Transactions - Offline and Online Transactions -Difference between Traditional Commerce and E- Commerce -
Digital Currencies - Virtual Currency, Crypto Currency-Payment System -Credit card, Debit Card, Electronic Fund Transfer -
Credit Card Basics.
UNIT 4 ELECTRONIC PAYMENT SYSTEM 9 Hrs.

Electronic payment System - Prepaid electronic payment system - Postpaid, Electronic payment system - Virtual Internet
Payment System - Account Setup and Costs - Virtual Transaction Process - Info Haus–Cyber Cash Model.
UNIT 5 MOBILE COMMERCE 9 Hrs.

Mobile Commerce - Introduction, Mobile Payments - Direct Mobile Billing, Mobile Web Payment, Direct Operator Billing,
Mobile Wallets, Wireless Application Protocol - WAP transaction Model, WAP Architecture.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of e-commerce
CO2 - Generalize about Firewall and Cryptography
CO3 - Examine the traditional transactions in e-commerce
CO4 - Assess about electronic payment system
CO5 - Analyze the concepts of mobile commerce
CO6 - Discuss the global e-commerce issues

1. P.T.Joseph, S.J., E-commerce : An Indian Perspective, PHI, 5th Edition, 2015.
2. Amir Manzoor, E-commerce : An Introduction, Lambert Academic Publishing, 2nd Edition, 2018.
3. Bhaskar, B., Electronic commerce: Framework, technologies and applications, Tata McGraw Hill, 3rd Edition, 2009.
4. J. Botha, C. H. Bothma, Pieter Geldenhuys, Managing E-commerce in Business, Juta & Co. Ltd, 2nd Edition, 2008.
1. Chaffey, D., E-Business and e-commerce management, Pearson, 3rd Edition 2007.



SBAA7034 INFORMATION SYSTEM MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To know the fundamentals of Information System.
 To study about Management Information System.
 To understand the concepts of Knowledge Management System, Strategic Information System.

System - Characteristics of a system, Components of system- Information System-Definition - Trends in Information
Systems - Fundamental role of Information System in business -Information System Resources - Information System
Activities
UNIT 2 STRUCTURE AND CLASSIFICATION 9 Hrs.

Structure of IS - Classification of Information System - Operations Support System-TPS, Process Control System, Office
Automation Systems - Management Support System - MIS, DSS, ESS, KMS Classification based on Activities-Components
on Information Systems.
UNIT 3 MANAGEMENT INFORMATION SYSTEM (MIS) 9Hrs.

Introduction to MIS - Definition, Scope, Objectives, Characteristics, Role of MIS - Impact of MIS - Design of MIS -
Implementation of MIS - Application of MIS - Benefits of MIS - Limitations of MIS -Types of MIS.
UNIT 4 STRATEGIC INFORMATION SYSTEM 9 Hrs.

Competitive Strategy Concepts -Value chain and strategic IS -Using Information Technology for Strategic Advantage -
Strategic uses of IT, Role of IT - Reengineering Business Processes - Security and Ethics in MIS.
UNIT 5 KNOWLEDGE MANAGEMENT SYSTEM 9 Hrs.

Decision Support System - Types - Knowledge Management System - Types of Knowledge Management System - Artificial
Intelligence Management System.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of Information system.
CO2 - Identify the structure and classification of Information System.
CO3 - Generalize MIS concepts.
CO4 - Evaluate Strategic Information System, security and ethics in MIS.
CO5 - Analyze the concepts of DSS and KMS.
CO6 - Compile the concepts of Information system.

1. V.S. Bagad, Management Information Systems, Technical Publications, Pune, 1st Edition, 2014.
2. Ramesh Behl, James A. O’Brien, George M. Marakas, Management Information Systems, Tata McGraw Hill, 11 th
Edition, 2019.
3. Hitesh Gupta, Management Information System, International Book House Pvt Ltd, 1st Edition, 2011.
4. D.P.Goyal, Management Information Systems: Managerial Perspectives, Macmillan Publishers India Limited, 4 th
Edition, 2014.
5. Kenneth C. Laudon, Jane Price Laudon, Management Information Systems: Managing the Digital Firm, Pearson
Publication, 15th Edition, 2018.



SBAA7035 DATABASE MANAGEMENT SYSTEM
4 0 0 4 100
COURSE OBJECTIVES
 To know the fundamentals of Database Management Systems.
 To study SQL, data models, normalization.
 To understand the fundamental concepts of transaction management, data storage and indexing.

Introduction to Database - Data -View of Data, Advantages of DBMS, Disadvantages of DBMS - Database System Structure
-Database Language - DDL, DML, DCL, TCL.
UNIT 2 DATA MODELS 9 Hrs.

Data Models -Entity-Relationship Model, Network Data Model, Hierarchy Data Model, Relational Data Model, Semantic Data
Model- Types of Database Systems - Centralized, Parallel, Client/Server, Distributed Database System.
UNIT 3 NORMALIZATION 9 Hrs.

Functional Dependencies - Non-loss Decomposition -Normalization -First, Second, Third Normal Forms - Boyce/Codd
Normal Form - Multi-valued Dependencies and Fourth Normal Form - Join Dependencies and Fifth Normal Form.
UNIT 4 TRANSACTION MANAGEMENT AND DATBASE SECURITY 9 Hrs.

Introduction to Transaction Processing - Concurrency control techniques - Database Recovery Techniques - Database
Security - Distributed databases and Client- Server Architecture.
UNIT 5 DATABASE STORAGE AND IMPLEMENTATION TECHNIQUE 9 Hrs.

Overview of Physical Storage Media - Magnetic Disks - RAID - File Organization - Organization of Records in Files -
Indexing and Hashing -Ordered Indices - B+ tree Index Files - B tree Index Files - Static Hashing - Dynamic Hashing.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of database
CO2 - Interpret the Relational Model, ER diagrams
CO3 - Apply Normalization Techniques
CO4 - Evaluate the concept of Transaction Management, Storage and Indexing
CO5 - Analyze the security issues of database
CO6 - Create Database design for application

1. Abraham Silberschatz, Henry F. Korth and S. Sudarshan, Database System Concepts, TMH, 6 th Edition, 2013.
2. S. K. Singh, Database Systems: Concepts, Design and Applications, Pearson, 2nd Edition Reprint, 2011.
3. Ramez Elmasri, Shamkant B. Navathe, Fundamentals of Database Systems, Pearson, 6th Edition, 2011.
4. C.J.Date, A.Kannan, S.Swamynathan, An Introduction to Database Systems, Pearson, 8 th Edition, 2018.
5. Raghu Ramakrishnan, “Database Management Systems”, Tata McGraw-Hill, 4th Edition, 2015.



SBAA7036 DATA MINING FOR BUSINESSANALYTICS
4 0 0 4 100
COURSE OBJECTIVES
 To impart knowledge on use of data mining techniques.
 To get familiarize the data analytics.
 To understand the exploratory data analysis and OLAP.

Introduction to Data Mining - Data Mining, Big Data - Data Mining Process - Mining Frequent Patterns, Associations and
Correlations - Mining Methods - Pattern Evaluation Method.
UNIT 2 DATA MINING ALGORITHMS 9 Hrs.

Data Mining Algorithms - k - Nearest Neighbor, Similarity Measure : The Distance Metric, Linear Regression, Logistic
Regression, Time - series Forecasting.
UNIT 3 DATA ANALYTICS 9 Hrs.

Introduction to R - Basic Statistical Techniques - Data Preparation and Exploration Visualization Techniques - Dimension
Reduction Techniques - Principal Component Analysis.
UNIT 4 EXPLORATORY DATA ANALYSIS 9 Hrs.

Exploratory Data Analysis (using R) - Predictive Modelling - Decision trees, Neural Networks, Clustering.
UNIT 5 BUSINESS ANALYTICS 9 Hrs.

Reporting and Query tools and Applications - Cognos Impromptu - Online Analytical Processing (OLAP) - Multidimensional
Data Model - OLAP Guidelines - OLAP Tools and the Internet.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of data mining
CO2 - Interpret the data mining algorithms
CO3 - Apply data analytics with R
CO4 - Evaluate exploratory data analysis
CO5 - Analyze OLAP
CO6 - Create models based on real data sets

1. Galit Shmueli, Peter C. Bruce, Inbal Yahav, Nitin R. Patel, Kenneth C. Lichtendahl, Jr., Data Mining for Business
Analytics: Concepts, Techniques, and Applications in R, Wiley, 2017.
2. Ronald K. Pearson, Exploratory Data Analysis Using R, CRC Press, 1stEdition, 2018.
3. Jiawei Han and Micheline Kamber, Data Mining Concepts and Techniques, Elsevier, 3rdEdition 2012.
4. Pang Ning Tan, Michael Steinbach and Vipin Kumar, Introduction to Data Mining, Person, 1st Edition, 2016.
5. Shmueli, G., Patel, N. R., & Bruce, P.C., Data mining for business intelligence, US: Wiley, 2006.



SBAA7037 INTERNET OF THINGS
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concepts of IoT.
 To learn about IoT Architecture and Protocols.
 To get familiar with Real world applications and tools.
UNIT 1 INTRODUCTION TO CLOUD 9 Hrs.

Cloud deployment models - public, private, hybrid, community - Categories of cloud computing - Everything as a service -
Infrastructure(IaaS), platform(PaaS), software(SaaS) - Key privacy issues in the cloud - Pros and Cons of cloud computing.
UNIT 2 INTRODUCTION TO IoT 9 Hrs.

Internet of Things (IoT) - Physical Design- Logical Design- IoT Enabling Technologies - IoT Levels & Deployment Templates
- Domain Specific IoTs - IoT and M2M - IoT System Management with NETCONF-YANG- IoT Platforms Design
Methodology.
UNIT 3 IoT ARCHITECTURE AND PROTOCOL 9 Hrs.

M2M high-level ETSI architecture - IETF architecture for IoT - OGC architecture - IoT reference model -Protocol
Standardization for IoT- Efforts - M2M and WSN Protocols.
UNIT 4 REAL-WORLD APPLICATIONS WITH IoT 9 Hrs.

Real world design constraints - Applications - Asset management, Industrial automation, smart grid, Commercial building
automation, Smart cities - participatory sensing - Data Analytics for IoT.
UNIT 5 TOOLS AND SERVICES PROVIDERS 9 Hrs.

Software & Management Tools for IoT Cloud Storage Models & Communication APIs - Cloud for IoT - Microsoft Azure
&Amazon Web Services for IoT.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of Cloud.
CO2 - Determine the concept of IoT.
CO3 - Assess the IoT Architecture .
CO4 - Examine the real world application with IoT.
CO5 - Analyze the tools for IoT.
CO6 - Discuss applications of IoT in real time scenario.

1. Pethuru Raj, Anupama C. Raman, The Internet of Things: Enabling Technologies, Platforms, and Use Cases,
Auerbach Publications; 1st Edition, 2017.
2. Arshdeep Bahga and Vijay Madisetti, Internet of Things: A Hands-on-Approach, VPT Publications, 1st Edition, 2014.
3. Kai Hwang, Geoffrey C Fox, Jack G Dongarra, “Distributed and Cloud Computing, From Parallel Processing to the
Internet of Things”, Morgan Kaufmann Publishers, 1st Edition, 2012.
4. Olivier Hersent, David Boswarthick, Omar Elloumi, The Internet of Things: Key applications and Protocols, Wiley, 2 nd
Edition, 2012.
5. Honbo Zhou, The Internet of Things in the Cloud: A Middleware Perspective, CRC Press, 1 st Edition, 2013.



SBAA7038 SOFTWARE PROJECT MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVES
 To understand the concepts of Software Process Models.
 To know about software project estimation.
 To familiarize the standards of software quality.
UNIT 1 PROJECT EVALUATION AND PROJECT PLANNING 9 Hrs.

Importance of Software Project Management - Activities Methodologies - Categorization of Software Projects - Setting
objectives - Management Principles - Management Control - Project portfolio Management - Cost - benefit evaluation
technology - Risk evaluation - Strategic program Management - Stepwise Project Planning.
UNIT 2 PROJECT LIFE CYCLE AND EFFORT ESTIMATION 9 Hrs.

Software process and Process Models - Choice of Process models - mental delivery - Rapid Application development - Agile
methods - Extreme Programming - SCRUM - Managing interactive processes - Basics of Software estimation - Effort and
Cost estimation techniques - COSMIC Full function points - COCOMO II - Parametric Productivity Model - Staffing Pattern.
UNIT 3 ACTIVITY PLANNING 9 Hrs.

Objectives of Activity planning - Project schedules - Activities - Sequencing and scheduling - Network Planning models -
Forward Pass & Backward Pass techniques - Critical path (CRM) method - Risk identification - Assessment - Monitoring -
PERT technique - Monte Carlo simulation - Resource Allocation - Creation of critical patterns - Cost schedules.
UNIT 4 PROJECT MANAGEMENT AND CONTROL 9 Hrs.

Framework for Management and control - Collection of data Project termination - Visualizing progress - Cost monitoring -
Earned Value Analysis - Project tracking - Change control - Software Configuration Management - Managing contracts -
Contract Management.
UNIT 5 STAFFING IN SOFTWARE PROJECTS 9 Hrs.

Managing people - Organizational behavior - Best methods of staff selection - Motivation - The Oldham - Hackman job
characteristic model - Ethical and Programmed concerns - Working in teams - Decision making - Team structures - Virtual
teams - Communications genres - Communication plans.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of Software Project Management
CO2 - Discuss the Project life cycle
CO3 - Evaluate the software estimation and activity planning
CO4 - Apply Project Management and control techniques
CO5 - Analyze staffing required in software projects
CO6 - Discuss Project Management principles while developing a software.

1. Bob Hughes, Mike Cotterell and Rajib Mall: Software Project Management, 5thEdition, TMH, New Delhi, 2012.
2. Robert K. Wysocki ,Effective Software Project Management” , Wiley Publication,2011.
3. Gopalaswamy Ramesh, “Managing Global Software Projects”, McGraw Hill Education (India), 14thReprint, 2013.
4. Pankaj Jalote, Software Project Management in practice, Pearson Education, 2009.
5. Bharat Bhushan Agarwal, Shivangi Dhall Sumit Prakash Tayal, Software Project Management, Laxmi Publications,
2011.



SBAA7039 KNOWLEDGE MANAGEMENT
4 0 0 4 100
COURSE OBJECTIVE
 To familiarize the students with the tools and techniques for knowledge acquisition, assessment, evaluation,
management, organization and dissemination are applied to business situations.
UNIT 1 UNDERSTANDING KNOWLEDGE MANAGEMENT 9 Hrs.

Knowledge - Meaning; Facts to Wisdom (Haeckel & Nolan); Difference between Information, Knowledge and Wisdom;
Types of Knowledge; Reservoirs of Knowledge; Four Modes of Knowledge Conversion; Knowledge Management - Meaning,
Nature, Scope and Importance of KM;KM in Practice; Seven Levers of K; History of Knowledge Management; Knowledge,
Intelligence, Experience, Common sense. Cognition and KM.
UNIT 2 KNOWLEDGE CYCLE AND CAPTURE 9 Hrs.

Knowledge Management System Life Cycle, Major Approaches to the KM Cycle, The Meyer and Zack KM Cycle, The
Bukowitz and Williams KM Cycle, Wiig KM Cycle; Knowledge Capture - Steps involved in Knowledge capturing; Styles of
expert’s expressions; Approaching Multiple Experts; Concept Mapping - Steps in Concept Mapping; Knowledge Codification
- Modes of Conversion.
UNIT 3 KNOWLEDGE SHARING AND KNOWLEDGE ARCHITECTURE 9 Hrs.

Knowledge sharing: Meaning; Impediments to knowledge Sharing; Knowledge Creation: Nonaka’s Model, Major Theoretical
KM Models, Takeuchi Knowledge Spiral Model, Knowledge Conversion. Knowledge Architecture; Identifying Knowledge
Content Centers; Technical layer of the KM system. Knowledge Codification in the KM System Life Cycle; Pros and cons of
using single and multi experts in Knowledge Management system Architecture.
UNIT 4 DATA MINING 9 Hrs.

Defining data mining - Data Mining Models and Tasks‐ Data mining and business intelligence - Business Drivers of Data
Mining - Technical Drivers of Data Mining - Data - Mining Challenges.
UNIT 5 EVALUATION OF KM EFFECTIVENESS 9 Hrs.

Traditional metrics: Financial ROI (return on investment) and Tobin’s q, Total Cost of Ownership; Common Traps In
Choosing Metrics; Benchmarking - Steps of Benchmarking Process; House of Quality Metrics Matrix; KM Balanced
Scorecard Technique; The Skandia Method; The FASB Method.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Analyze the role of knowledge management in attainment of financial objectives, quality and process
improvement, and innovation.
CO2 - Apply knowledge management models and technologies to business situations.
CO3 - Learn about this practice in the context of managing the design, development and operation
that can facilitate KM.
CO4 - Create a knowledge management plan to leverage opportunities to create, capture, represent and share
knowledge within an organization.
CO5 - Expose and make students to prepare a report on knowledge management practices implemented by
successful companies.
CO6 - Compare the KM Life Cycle Models and seeing their applicability in organizations.

1. Kimiz Dalkir, Jay Liebowitz, Knowledge Management in Theory and Practice, 2011.
2. Dorothy Leonard, Harvard Business Review on Knowledge Management, Barton, 1998.
3. North, Klaus, Kumta, Gita, Knowledge Management Value Creation through Organizational Learning, Springer,
2ndEdition, 2018.
4. Peter Massingham, Knowledge Management Theory in Practice, University of Wollongong, Australia; Sage Publication.



SBAA7040 SYSTEM ANALYSIS AND DESIGN
4 0 0 4 100
COURSE OBJECTIVES
 To know the fundamentals OOAD.
 To study the design patterns and use cases.
 To familiarize the concepts of coding and testing.
UNIT 1 UML DIAGRAMS 9 Hrs.

Introduction to OOAD - Unified Process - UML diagrams - Use Case - Class Diagrams- Interaction Diagrams - State
Diagrams - Activity Diagrams - Package, component and Deployment Diagrams.
UNIT 2 DESIGN PATTERNS 9 Hrs.

GRASP: Designing objects with responsibilities - Creator - Information expert - Low Coupling - High Cohesion - Controller -
Design Patterns - creational - factory method - structural - Bridge - Adapter - behavioral - Strategy - observer.
UNIT 3 CASE STUDY 9 Hrs.

Case study - the Next Gen POS system, Inception -Use case Modeling - Relating Use cases - include, extend and
generalization - Elaboration - Domain Models - Finding conceptual classes and description classes - Associations -
Attributes - Domain model refinement - Finding conceptual class Hierarchies - Aggregation and Composition.
UNIT 4 APPLYING DESIGN PATTERNS 9 Hrs.

System sequence diagrams - Relationship between sequence diagrams and use cases Logical architecture and UML
package diagram - Logical architecture refinement - UML class diagrams - UML interaction diagrams - Applying GoF design
patterns.
UNIT 5 CODING AND TESTING 9 Hrs.

Mapping design to code - Testing: Issues in OO Testing - Class Testing - OO Integration Testing - GUI Testing - OO System
Testing.
Max. 45 Hrs.
COURSE OUTCOMES
CO1 - Understand the concepts of OOAD.
CO2 - Identify appropriate design patterns.
CO3 - Evaluate and use case models.
CO4 - Apply the design patterns.
CO5 - Analyze the coding and testing.
CO6 - Develop use cases for real time applications.

1. Craig Larman, Applying UML and Patterns: An Introduction to Object-Oriented Analysis and Design and Iterative
Development, Pearson, 3rd Edition, 2015.
2. Simon Bennett, Steve Mc Robb and Ray Farmer, Object Oriented Systems Analysis and Design Using UML, Tata
McGraw Hill, 4th Edition,2010.
3. Martin Fowler, “UML Distilled: A Brief Guide to the Standard Object Modeling Language”, Addison Wesley, 3 rd Edition,
2003.
4. Paul C. Jorgensen, Software Testing- A Craftsman’s Approach, Auerbach Publications, Taylor and Francis Group,
3rdEdition, 2008.
5. Noushin Ashrafi, Hessam Ashrafi, Object Oriented Systems Analysis and Design, Pearson Education, 2013.



S41APROJ2 FINAL PROJECT WORK
0 0 0 10 100
The objective of the final project work is to make use of the knowledge gained by the student at various stages of the degree
course. Students will also be permitted to undertake industrial/consultancy project work, outside the department, in
Industries / Research labs.
There shall be three assessments during the semester by a review committee. The students shall make three presentations
on the progress made before the committee at various stages of the project work. The Head of the Department shall
constitute the review committee for each branch of study. The total marks obtained in the three reviews, shall be taken in to
account. There will be a viva-voce examination at the end of the Project work, conducted by one internal examiner and one
external examiner. The total marks secured will be the sum of marks secured in the project reviews and Viva-Voce
Examination.
Each student is required to submit a Project report on the project assigned to him by the department. The report should be
based on the information available in the literature or data obtained by the student by way of experiments conducted in the
laboratory/industry.
The time period for the project work is three months.

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SATHYABAMA INSTITUTE OF SCIENCE AND TECHNOLOGY SCHOOL OF MANAGEMENT STUDIES

CHOICE BASED CREDIT SYSTEM

 School Dean : Refers to the Head of a School.

 HoD : Refers to the Head of a Department (HoD) offering various UG and PG

M.B.A. - Regular i REGULATIONS 2019

2.3 Each course is normally assigned certain number of credits as follows:

 Lecture Hours (Theory) : 1 credit per lecture hour per week.

 Laboratory Hours : 1 credit for 2 Practical hours.

3. DURATION OF THE PROGRAMME

4. REQUIREMENTS FOR COMPLETION OF A SEMESTER

6. HEAD OF THE DEPARTMENT

M.B.A. - Regular ii REGULATIONS 2019

9. COURSE COORDINATOR FOR EACH COURSE

 A common teaching methodology is followed for the course.

 The involvement of students in course based projects and assignments.

 To prepare common question paper for continuous assessment exam.

M.B.A. - Regular iii REGULATIONS 2019

(i) Theory courses

10.1 CONTINUOUS ASSESSMENT EXAMS

(a) Theory Courses

(b) Practical Courses

M.B.A. - Regular iv REGULATIONS 2019

10.2 END SEMESTER EXAMINATIONS

 End semester practical exams will be conducted for a maximum of 50 marks.

11. ELECTIVE COURSES

12. FINAL YEAR PROJECT WORK

PROJECT REVIEWS FINAL PROJECT

M.B.A. - Regular v REGULATIONS 2019

13. PASSING REQUIREMENTS

14. AWARD OF DEGREE

RANGE OF MARKS FOR GRADES

M.B.A. - Regular vi REGULATIONS 2019

CUMULATIVE GRADE POINT AVERAGE CALCULATION

Where Ci - Credits for the course

Final Degree is awarded based on the following:

CGPA ≥ 9.0 - First Class - Exemplary

15. GRADE SHEET

 Name of the candidate with date of birth and photograph.

16. ELIGIBILITY FOR THE AWARD OF DEGREE

M.B.A. - Regular vii REGULATIONS 2019

17. CLASSIFICATION OF DEGREE AWARDED

M.B.A. - Regular viii REGULATIONS 2019

18. WITHDRAWAL FROM EXAMINATIONS

 Withdrawal is NOT permitted for arrears examinations of the previous semesters.

19. AUTHORIZED BREAK OF STUDY

M.B.A. - Regular ix REGULATIONS 2019

20. PROFESSIONAL TRAINING

21. NON CREDIT COURSES

 National Cadet Corps (NCC)

M.B.A. - Regular x REGULATIONS 2019

22. OPPORTUNITY TO GAIN EXPOSURE OUTSIDE THE INSTITUTION

M.B.A. - Regular xi REGULATIONS 2019

24. REVISION OF REGULATIONS AND CURRICULUM

M.B.A. - Regular xii REGULATIONS 2019

1 Theory SBAA5101 Management Concepts 4 0 0 4 50 50 1

L – LECTURE HOURS, T – TUTORIAL HOURS, P – PRACTICAL HOURS, C – CREDITS

M.B.A. - Regular xiii REGULATIONS 2019

L – LECTURE HOURS, T – TUTORIAL HOURS, P – PRACTICAL HOURS, C – CREDITS

M.B.A. - Regular xiv REGULATIONS 2019

DEPARTMENT ELECTIVES FOR 3RD SEMESTER - FINANCE