MBA _Global_ Program Guide.Media and Entertainment.

8/7/2019 MBA _Global_ Program Guide.Media and Entertainment.

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Table of Contents

MESSAGE FROM THE PROGRAMME CO-ORDINATOR...............................................................4

RECOGNITION......................................................................................................................................5

ABOUT 24X7 LEARNING .....................................................................................................................7

ABOUT AVAGMAH BUSINESS SCHOOL..........................................................................................8

ABOUT ANNAMALAI UNIVERSITY.......... .............. ............. .............. ............ ............. .............. ......... 8

1. BASIC INFORMATION...........................................................................................................10

1.1 About MBA (Global) ........................................................................................................10

1.2 Programme Objective .............. ............. ............. ............. .............. ............. ............ .......... 10

1.3 Programme Duration ............ .............. ............. ............ .............. ............. .............. ........... 11

1.4 Medium of Instruction ............. ............. .............. ............ .............. ............. ............ .......... 11

1.5 Eligibility for the Programme................. ............. .............. ............ ............. .............. ....... 11

1.6 Award of the Degree... .............. ............. .............. ............ .............. ............. ............ .......... 11

1.7 Programme Structure: ............. ............. .............. ............ .............. ............. ............ .......... 12

1.8 Specializations Streams.........................................................Error! Bookmark not defined.

1.9 Recognition.......... ............ .............. ............. .............. ............ .............. ............. ............ ...... 13

1.10 Contacting Programme Coordinator... .............. ............ .............. ............. ............ .......... 13

2. ACADEMIC DELIVERY ..........................................................................................................14

2.1 Self Learning Materials......... .............. ............. ............ .............. ............. .............. ........... 14

2.2 Faculty led PCP Sessions.............. ............. .............. ............ .............. ............. ............ ...... 14

2.3 Assignments and Case study.... ............. .............. ............ .............. ............. ............ .......... 15

2.4 Digital Library ..................................................................................................................15

2.5 Live Project Work .......... .............. ............. .............. ............ .............. ............. .............. .... 15

3. AVAGMAH VIRTUAL CAMPUS ............................................................................................16

4. EVALUATION SCHEME................. ............. .............. ............ .............. ............. ............ .......... 18

4.1 Annual & Supplementary Examination Schedule ............ .............. ............. .............. .... 18


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4.2 Scheme of Examinations .............. ............. .............. ............ .............. ............. ............ ...... 18

4.3 Passing Minimum .............................................................................................................19

4.4 Classification Norms.......... .............. ............. ............ .............. ............. .............. ............ ... 19

4.5 For unsuccessful candidates................ ............. ............ .............. ............. .............. ........... 19

4.6 Attendance Requirement for Appearing in Examination .............. ............. ............ ...... 20

4.7 Examination Form & Fees.............. ............. ............ .............. ............. ............ .............. ... 20

5. SYLLABUS - FIRST YEAR......................................................................................................22

6. SYLLABUS - SECOND YEAR .................................................................................................46

7. SYLLABUS - SPECIALIZATION STREAMS............. .............. ............ ............. .............. ....... 52

Media and Entertainment...... .............. ............ .............. ............. .............. ............ ............. .............. 52


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MESSAGE FROM THE PROGRAMME CO-ORDINATOR

Dear Student,

Welcome to the AVAGMAH family. AVAGMAH has its origins in Sanskrit

translates roughly into Intellect. Intellect or Intelligence is mighty. It has the

power to change the destiny: of an individual, a group, an organization, even a

country.

India, today, is on the threshold of change, the change that will steer us to

greater economic power; the change that will bring hope in the smallest home

in the smallest village in India; the change that will define the future of India.

This change has to be powered by Intellect.

And who better than you, the young Indian, who seeks knowledge and

Intelligenceit is you who will bring about this change.

AVAGMAH aims to empower the young Indian with the knowledge to steer the

course of the nation, and carve its destiny. We have conceived learning

programs that will help you prepare for a challenging, fruitful career ahead.

These learning programs are powered by content from global experts, helping

you prepare for a career anywhere across the globe.

AVAGMAH is honored to nurture the New India, and welcomes you, the learner,

into the powerful world of knowledge and wisdom.

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

Gaurav TewariEmail:[email protected]


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RECOGNITION

Letter No. 94873/HI/91-1Education (HI) Department

Fort St. George, Madras 600 009

Dated: 17.12.91

From

Thiru K.R. Venkataraman, B.ComJoint Secretary to Government

Sir,

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

I am directed to state that Annamalai University is one of the Universitiesrecognized by the University Grants Commission for the purpose of its Grants.Hence the Degrees/Diplomas awarded by the Annamalai University which isestablished by an Act of this Government would stand automatically recognizedfor the purpose of employment under Centre/State Governments. A copy of thisletter along with a copy of your letter cited has been forwarded to the Director,Directorate of Distance Education, Annamalai University, Annamalainagar 608002 to give you further more details regarding recognition.

Yours faithfully,

(Sd.) xxxxxxxxxxx

for Joint Secretary to Government.

Copy to:

The Director, Directorate of Distance EducationAnnamalai University, Post Box No. 4Annamalainagar 608 002 (with copy of letter and a request to send moredetails to the individuals)


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

Government of IndiaMinistry of Human Resource Development

(Department of Education)

To New Delhi, the 25th November 1988The RegistrarAnnamalai UniversityAnnamalainagar 608 002

Sir,

Sub: Recognition of Educational Qualifications.

I am directed to refer to your letter No. B1/10906/88 dated 9.10.1988 without itsenclosures regarding recognition of qualification for the purpose of employment

under the Central Government and to say that the degrees/diplomas awarded bythe Universities established by an Act of Parliament or State Legislature,Institution deemed to be Universities, under section 3 of the UGC Act 1956 andInstitution of International Importance declared under an Act of Parliament standautomatically recognized for purpose of employment under the CentralGovernment. No formal orders recognizing such degrees/diplomas are necessaryto be issued.

Yours faithfully,

Sd/-(S.C. ANAND)

Desk Officer (T)


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ABOUT 24X7 LEARNING

24x7 Learning is India's premier Intellectual Infrastructure provider. 24x7

Learning partners with educational institutions to provide the intellectual

infrastructure that is required to create, enhance and maintain our intellectualcapital base. Having trained over a million learners across 25 countries 24x7

Learning helps educational institutions provide the right combination of

academic education (certification, degree, post-degree), vocational skills and

non vocational skill enhancement programmes.

Our higher education system, the factory for our intellectual capital, is doing a

tremendous job of providing standardized, basic education qualifications.

However, there is a huge gap between what the industry needs and what is

available at the finish line.Our academic institutions, besides physical infrastructure also need world-

class intellectual infrastructure. Intellectual infrastructure refers to industry

relevant programmes, quality content, capable faculty and other resources

required to produce industry-ready manpower. And we believe that providing

the required intellectual infrastructure early on-in the factory stage - will

automatically strengthen the output, i.e. the learner, who comes out of the

system prepared to take on employment, and become a productive member of

our society.

Headquartered in Bangalore, 24x7 Learning has regional presence across 30

cities, and branches in Delhi, Mumbai, Chennai, Hyderabad, Pune and Kolkata.

Incorporated in 2001, 24x7 Learning is the recipient of the Red Herring Asia

award, the Deloitte Technology Fast 50 award for 2007, 2008 and 2009, and

NASSCOM Top 100 IT Innovators accolade among others.


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ABOUT AVAGMAH BUSINESS SCHOOL

Avagmah Business School is the higher education division of 24x7 Learning.

Avagmah Business School offers academic excellence through programmesthat are industry relevant by partnering with top notch universities on one

hand and also getting the programme supported by the industry on the other

hand.

Avagmah Business School has also partnered with Harvard Business Publishing,

Network 18 etc. leveraging their quality content. To cater to the needs of the

industry, Avagmah Business School has partnered with the leaders from the

respective fields. Industry partners offer assistance in designing the curriculum

thus maintaining the relevance of the programme offered. Industry partners inaddition offer internship and placement opportunities to eligible students.

Avagmah Business School has also got a rich Advisory Council comprising of

industry gurus who offer guru talk to the students.

ABOUT ANNAMALAI UNIVERSITY

The Annamalai University was founded in the year 1929 by the munificence

and single-minded devotion of the farsighted and noble-hearted philanthropist

and patron of letters, the Honble Dr. Rajah Sir Annamalai Chettiar of

Chettinad, Kt., LL.D., D.Litt. Since then, during these eighty years, the

Annamalai University has grown into a premier, unitary, residential institution

of higher learning and research.

The University today is spread over an extensive campus of about one

thousand acres and has the Faculties of Arts, Science, Indian Languages,

Engineering and Technology, Education, Fine Arts, Agriculture, Medicine and

Dentistry and, in all, they comprise 49 Departments of Study.

The Directorate of Distance Education established in 1979 offers five hundred

and twenty five different programmes of study under the Regular Stream. It is

credited with the largest enrolment in India and is well equipped with

computer and other infrastructure, adequate teaching faculty and


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administrative set-up of its own, study centers, computer training centers,

etc., to serve its students clientele in their best interest at their door steps.

All the programmes of study offered by the Directorate of Distance Education

have the approval of the Distance Education Council, New Delhi.


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1. BASIC INFORMATION

1.1

About MBA (Global)

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

Global Corporates.

The programme prepares students to work in global Corporations within

and outside India.

Specific emphasis on Global Marketing, Communication, HR practices with

special discussion on Global case studies.

The Specializations have been developed keeping in mind the need to align

our Programme with Global certifications such as: Project Management

Programme (PMP), PHR, Six Sigma - Green Belt, InternationalCommunication etc.

1.2 Programme ObjectiveThe Master of Business Administration (Global) Degree Programme of the

Directorate of Distance Education of the Annamalai University is to equip

students, practicing Executives and Managers, working in Private / Public

Sector Undertakings / Banks/ Educational Institutions and other similar

organizations so as to enable them to enrich their managerial skills,

decision-making, and to enhance their problem solving ability, through

case studies, lectures, role-plays and business games with special focus on

Global Management.

USPs of the Programme

Programme developed in consultation with Industry Partners.

Supported by Industry Giant, Network18 group.

Network18 operates Indias leading television channels, CNBC-

TV18, CNBC Awaaz, CNN-IBN, IBN7, MTV, Vh1, Colors, Nick, etc.

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

Live Project Work to understand theoretical learning.

Self Instructional Study Material to make the subject matter self-

explanatory and easy to understand.


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1.3 Programme Duration(Minimum 2 Years, Maximum - 7 Years)

The duration of the programme of study is 2 years and students shall

complete the programme within a period of 7 years from the year of

admission and the programme will comprise the subjects given in

regulations.

1.4 Medium of InstructionEnglish will be the medium of instruction for the programme.

1.5 Eligibility for the Programme Any Graduation

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

Management of any University / or any recognized institute and

those who have worked in Managerial / Executive / Supervisory

cadre in a Manufacturing / Marketing / Banking / Service

organizations will be given preference.

Students passing Graduation in supplementary exam will not be

eligible for admission to MBA (Global) in same academic year.

1.6 Award of the DegreeAnnamalai University, recognized by UGC, DEC and Ministry of HRD (Dept.

Of Education), Govt. of India, will award the MBA degree certificate on

successful completion of the programme.


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1.7 Programme Structure:MBA (Global) is essentially a two year MBA degree programme offered by

Avagmah Business School in Technical collaboration with Annamalai

University.

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

No. Courses

1st Year

1 Management Process & Organization

2 Organizational Structure & Behavior

3 Business Communication

4 Financial Accounting

5 Quantitative Techniques

6 Business Law

7 Marketing Management

8 Managerial Economics

2nd Year

1 Financial Management

2 Strategic Management

3 Media Management

4 Media Business

5 Sound Production and Music Industry Management

6 Film and TV production ,Programming Management

7 Project and Viva-voce Examinations

Note:

1. The students have to select any one elective course out of the

seven specialization streams. There are four courses under each

specialization stream.

2. Specializations shall be offered subject to minimum number of

students at the concerned PCP centre


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1.8 RecognitionAnnamalai University is recognized by UGC, DEC and Ministry of HRD

(Dept. Of Education), Govt. of India.

Annamalai University is one of the Universities recognized by the

University Grants Commission for the purpose of its Grants. Hence the

Degrees/Diplomas awarded by the Annamalai University which is

established by an Act of this Government would stand automatically

recognized for the purpose of employment under Centre/State

Governments.

1.9 Contacting Programme Coordinator

Students may contact the Programme Coordinator (Management

Programmes) by sending a communication through post to the following

address:

Coordinator (Management Programmes)

AVAGMAH Business School

24x7 Learning Private Ltd.

No 20, 1st Floor,

Annaswamy Mudaliar Road, Ulsoor LakeBangalore 560 042, India.

Or can send an Email to [email protected] or over telephone by calling

on the following nos.:+91-80-4069 9100 / 1-800-102-0247 / 1-800-

425-0247


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2. ACADEMIC DELIVERYAcademic delivery of MBA (Global) is based upon Technologyenabled

blended Learning Model. The methodology of instruction is learner-

oriented, and the student has to be an active participant in the teaching-learning process.

A multi-channel approach is followed for instruction. It comprises a

suitable mix of:

Self Learning Materials

Faculty led PCP Sessions

Assignments and Case study

Digital Library

Live Project Work

Avagmah Virtual Campus

2.1 Self Learning MaterialsSelf Learning Materials are printed study materials that will be provided by

Avagmah Business School at no extra cost to the students.

These are the primary form of instructional materials. Improvement in

quality is ensured through the learning materials because no single text

book can cover the course content appropriately. Also self learningmaterials are designed to make the subject matter self-explanatory and

easy to understand. The course content is divided into blocks consisting of

several units. Each unit is sized in such a manner that it can be studied in

a session of about 3 to 4hours.

The Self Learning Materials will be sent after Avagmah receives the fees

along with form.

2.2 Faculty led PCP SessionsPCP or 'Personal Contact Programme support the self learning study

material. These sessions are conducted through out the year and

attendance is mandatory. Schedules for these lectures are intimated at the

beginning of the semester to candidates. These sessions provide


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opportunity for interactive education and enrich learners' knowledge by

directing knowledge to practice.

2.3 Assignments and Case studyThe main purpose of assignments is to test students' comprehension and

value addition they receive from the study material as well as from the

delivery of PCP sessions and also to help them successfully complete the

courses by providing feedback to them. Assignments carry 25% weightage

towards final result. Students will not be allowed to appear in the

examination if they do not submit the assignments before the

commencement of the examination.

2.4 Digital LibraryAs part of the curriculum, students will have access to online resources

and reference material that will help them in their learning process.

Archived class sessions are also available online for reference purposes.

2.5 Live Project WorkVery central feature of this programme is that it is planned around project

work. The objective of the project work is to help the student develop the

ability to apply the concepts learned and to bring about an improvement in

the work environment.

A candidate who fails in the project work and Viva-Voce examination may

be permitted to resubmit a project and appear for the Viva-Voce for the

second time, if so recommended by the examiners. No Candidate shall be

permitted to submit the project work and appear for the Viva-Voce more

than twice on additional fee payments.


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3. AVAGMAH VIRTUAL CAMPUSAvagmah Virtual campus (AVC) is based on a proven and scalable

Learning Management System (LMS) 24x7 LearnTrak. Learners can

access the eLearning content through the Virtual campus. AVC is

accessible worldwide, 24 hours a day, anywhere, anytime and as often as

you like.

Features ofAvagmah Virtual Campus:

Allows an individual to learn in concise "knowledge bites"; in

chunks as small as a few minutes. It helps to stay focused and

successfully achieve students learning goals.

Learning through the virtual campus is self-paced. Learners can

undertake learning according to their convenience.

A Researched Online Study material facility (ROSM) through a

Digital library which will offer sections such as white papers,

technical presentations, and reviews of books in the library,

links to web-based resources or magazines, news etc. Learners

have the ability to contribute or review the technical resources.


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4. EVALUATION SCHEME4.1 Annual & Supplementary Examination ScheduleThe annual University Examinations will be held in the month of May/

June every year.

Supplementary examinations will be conducted in the month of December.

These examinations will be held at respective Business School.

4.2 Scheme of ExaminationsThe total marks for each course is 100.

Course Duration

Max. Marks. WrittenExamination +

Assignment

Min. Marks for

a Pass

First Year

Course 1 3 hours 75+25 50








Total = 800 400

Second Year







Course 7 Project work and viva

voce

150 + 50 100

Total = 800 400


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4.3 Passing MinimumAt the end of each year of study, candidates shall have to take their

examination in all the courses they studied during that year.

A candidate shall be declared to have passed the examination if he / she

obtains not less than 50 per cent of marks in each course. Candidates

securing less than prescribed pass minimum shall be deemed to have

failed in the written examination of that year.

However, he / she shall be required to appear again for those courses only

in which he / she has failed in order to get a pass in the subsequent

examination.

A candidate who opts for project work shall be declared to have passed in

the Project Work and Viva-voce Examination, if he / she secures an overall

minimum of 50 per cent (combining both project work and the Viva-Voce)

out of 200 marks.

4.4 Classification NormsFirst Class: Candidates securing 60% and above in aggregate in the whole

examination shall be placed in the First class.

Second Class: Those who obtain 50% and above but less than 60% shall

be placed in the Second Class.

Candidate who obtains 75% in aggregate shall be deemed to have passed

the examination with distinction, provided they pass all examinations

prescribed for the programme in the First appearance itself.

4.5 For unsuccessful candidatesCandidates who failed in any course in the First year will be permitted toproceed to the second year.

If a candidate fails in any of the theory courses he / she shall be required

to reappear for that course(s) only.


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4.6 Attendance Requirement for Appearing in ExaminationPersonal contact Programme is arranged at different centres for the

benefit of the students. The minimum number of days to be conducted in

a year is 60 days. It is compulsory for students to attend 80% of the

days. In the second year Special lectures / Case Studies / Group

Discussions / Role Plays / Management Games / In-Basket Exercises /

Brain Storming classes will be conducted. Teaching will be through study

materials sent to the students supplemented by face to face contact

programmes guest lectures and audio and video cassettes.

4.7 Examination Form & FeesExamination form will be sent directly to students by the University in the

month of February.

Students will submit the duly filled form along with examination fees to

the ABS with in the stipulated period as mentioned in the form.

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

The suggested breakup of 1st Year Examination fees:

# List of Heads Fees per Head1 Examination Fees for

eight subjects

3080

2 Examination ApplicationRegistration Fees

45

3 Postal Charges 80

4 Mark List Fees 80

5 Centre Fees 245

Total 3530


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The suggested breakup of 2nd Year Examination fees:

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

# List of Heads Fees per Head

1 Examination Fees for

eight subjects 2695

2 Dissertation & Viva-voce 715

3 Examination Application

Registration Fees

45

4 Postal Charges 80

5 Mark List Fees 80

6 Provisional or Pass

Certificate Fee

155

7 Centre Fees 245

8 Membership Fee 45

Total 4060


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5. SYLLABUS - FIRST YEAR

5.1 Management Process and Organization

Objective

The objective of the course is to make students aware of environmental

changes and to show them how effective managers are adapting. The

emphasis will be on the conceptual developments in the area of planning,

organizing, leading and controlling managerial functions. The course also

elaborates on conceptual framework of leadership and the role of

managers as leaders and change agents.

Unit-I: Nature of Management

Management Defined, Nature of Management, Scope of Management,

Need for Management, Management and Administration, Management-A

Science or an Art, Management Levels, Top-level managers, Middle

level managers, First level supervisory managers, General versus

Functional managers

Managerial Roles, Functions and Skills

Management Functions, Planning, Organizing, Staffing, Directing,

Controlling, Managerial Roles, Interpersonal Roles, Informational Roles,Decisional Roles, Managerial Skills, Technical Skills, Human Skills,

Conceptual skills, Diagnostic Skills, , Communicational Skills, Political

Skills

Unit-II: Evolution of Management Thought

Classical Approach, Bureaucracy, The Scientific Management Stage,

Contribution by F.W. Taylor - Scientific Management, Contribution by

Peter F. Drucker MBO

Coordination

Meaning and Definition of Coordination, Characteristics of coordination,

Need for coordination, Types of coordination, Principles of coordination,

Independence and coordination, Approaches for achieving effective

coordination


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Planning and Forecasting

Planning: An Overview, Importance of Planning, disadvantages of

planning, Principles of Effective Planning, Plan types , Levels of Planning ,

Forecasting, Techniques of Forecasting, Forecasting Demand and Supply

Unit-III: MBO and Systems Approach

Characteristics of Objectives, Organizational Objectives, Characteristics of

sound objectives, Hierarchy of objectives, Management by Objectives

(MBO), Objectives, Process, Advantages and Disadvantages of MBO,

improving the effectiveness of MBO.

Decision Making and Creativity

Managerial Decision Making, Defining a Problem, The problem pointers,

Factors Affecting Decision Making, Steps in Decision Making, Rational

Decision Making, Creativity

Structural Design and Departmentation

Organizational Structure: Design, Steps in the Organizational Structuring;

Structure, Mechanistic Versus Organic Structures, Types of Organizational

Structures, Organizational Chart

Unit-IV: Span of Management

What is Span of Management, Span of Control and Levels of Organization,

Narrow span structure; Wide span structure, Graicunas Theory, FactorsAffecting Span of Management, Limitations of Span of Management

Delegation of Authority

Concept and Characteristics of Authority, Sources and Scope of Authority,

Delegation of Authority, Principles and Process of Delegation,

Advantages of Delegation, Problems with Delegation, Personal Factors

as Barriers to Delegation, Reluctance of Executives, Reluctance of

Subordinates, Overcoming Obstacles

Unit-V: Centralisation and Decentralisation

Centralization versus Decentralisation, Factors Determining the Need for

Centralization and Decentralisation, Advantages of centralization,

Advantages of decentralization


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Line and Staff Relationship

Line and Staff Structure, Line and Staff Conflicts, Achieving Cooperation

between Line and Staff, Line Authority Relationship, Staff Authority

Relationship

Unit-VI: Nature, Process and Techniques of Controlling

The Controlling Process, Establishing standards, Comparing measured

performance with performance standards, Taking Corrective Action,

Techniques of Managerial Control, Feed-forward and Feedback Control,

Behavioural Implications and Guidelines for Effective Control

Corporate Ethics and Social Responsibility

Ethical Concepts, Business Values, The Concept of Social Responsibility,

Causes of growing awareness for Social Responsibility, Arguments against

and in favor of Social Responsibility, Comparative Study: Japanese

Management and Z Culture of American Companies.

Reference

1. Weihrich, Heinz and Harold Koontz, Management-A Global Perspective

(10th Ed.), McGraw Hill.

2. Weihrich, Heinz and Harold Koontz, Essentials of Management (5th Ed.),

McGraw Hill.

3. Stoner, Freeman and Gilbert, Management (6th Ed.), PHI

4. Watson, Tony.J. Organising and Managing Work, PHI


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5.2 Organizational Structure & Behaviour

Objective

This self-paced course, designed for a masters level field of study focuses

on the behavior of individuals and groups within diverse organizations and

on organizational structure and processes-To enhance understanding of

the dynamics of interaction between the individual and the organization

and facilitate the development of a perspective to diagnose and

effectively deal with the issues of human behavior in organization.

Unit-I: Introduction to Organizational Behaviour

What is an Organization? Managers in Organizations; Managerial

Networks; Direct Environmental Forces; Indirect Environment Forces

Approaches to Organizational Behaviour: A Historical Perspective;

Scientific Management; The Behavioural Approach to Management;

Contingency Approach

Quality of worklife: What is QWL? Responsibility of the Organization

towards QWL

Job Enrichment; Job Rotation

Unit-II: Foundations of Individual Behaviour

Biological Foundations of Behaviour; Causes of Human Behaviour;

Environmental Effect on Behaviour; Behaviour as an Input-output

System; A Code of Ethics; Behaviour and Performance

Motivation and Behaviour: Motivation: Overview and Sources of

Motivation; Historical Development; Theories of Motivation Evaluation of

the Theory; Porter Lawler Model

Learning and Behaviour Reinforcement: Theories of Learning;

Acquisition of Complex Behaviours; The Learning Curves; Principle and

Schedules of Reinforcement

Unit-III: Motivation at work

Theories of Work Motivation; Vrooms Expectancy Model; Equity Theory;

Goal-setting Theory; Goal- Setting: Motivation, Performance and Job


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Satisfaction; Consequences of Job Dissatisfaction, Sources of Job

Satisfaction

Perception:Overview and Characteristics of the Perceiver and Perceived;Perceptual Organization and Selectivity; Barriers to Perceptual Accuracy;

Attribution

Personality: Type A and Type B Personality; Major Contributing Factorsto Personality; Personality Dimensions; Introvert and Extrovert

Personalities; Personality Theories

Unit-IV: Stress and Behaviour

The General Adaptation Syndrome; Stress Responses; Basic Forms of

Stress; Frustration and Anxiety; Sources of Stress; Consequences of Job

Stress; Stress and Job Performance; Job Burnout; Coping with Stress

Group Behaviour: Reasons for Group Formation; Types of Groups; Group

Cohesiveness; Group Norms Committee Organization

Group decision-making: Advantages and Disadvantages of GroupDecision Making; Leadership Role, In-group Decision Making; Techniques

of Group Decision Making

Unit-V: Inter-Group Relations and Conflict Management

Interdependence of Groups; Nature of Conflict in Organizations; Changing

View of Conflict; Types of Conflict Situations; The Causes of Conflict;

Conflict Management ;Negotiation; Third Party Role in Negotiations; Johari

Window Model

Power and Politics: Power and Politics-An Introduction; Sources of

Power in Organizations-Interpersonal Sources, Organizational Sources;

Organizational Politics; Ethics

Leadership in organizations: Formal and Informal Leadership;Leadership Styles; Personal Characteristics of Leaders.

Unit-VI: Organizational culture and climate

Origins of Organizational Culture; Levels of Culture; Managing

Organizational Culture; Cross Cultural Communication

Preparing for a Foreign Assignment; Organization Climate


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Organizational Structure and Design: Steps in Organizational

Structure; Mechanistic and Organic Structures; Determinants of

Organizational Structure;

Organizational Change and Development: External Forces; InternalForces; The Change Process; Types of Change; Steps in Managed Change;

The Change Agents; Resistance to Change; Organizational Development

(OD); Basic OD Assumptions; OD Interventions.

Reference

1. Robbins, S.P., Organisational Behaviour, Ninth Edition, Prentice

Hall2. Luthans, F., Organisational Behaviour, Eighth Edition, Prentice Hall3. P. Udai, Rao, T.V., Pestonjee, D.T., Behavioural Processes in

Organisation, Oxford & IBH

4. Jones, George, Organisational Behaviour, Third Edition, PrenticeHall


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5.3 Business Communication

Objective

This course material is intended to improve the communication skill of

Managers, to understand role of global communication and its impact, to

plan and position your business case to maximize its effectiveness, to

maximize business opportunities and strengthen their organization as a

whole, to recognize the importance of emotions in determining

intelligence.

Unit-I: Basic forms of communication

Introduction; Need for Communication, Forms of Communication

International Communications: The impact of culture on

communication: Understanding How Culture Affects Communication;

The art of Global Communication: Recognize the benefits of

understanding the communication process in cross-cultural situations

Improving your Cross-Cultural Communications: Acknowledging the

differences; International communications simulation; Responding to

cultural differences using Hogsheads Cultural Dimensions model.

Unit-II: Principles of effective communicationIntroduction; the Effective Communication Skills; Questionnaire, Skills

Pertinent to Communication

Writing skills: Business letters:Introduction; Written Communication

EMail essentials: Essentials of electronic communication-mail

Fundamentals.

Optimizing E-mail at work: Recognize the benefit of writing effective e-

mail for business purposes.

E-Mail and organizational communication: Using E-mail as a

Communication Tool; Using E-mail to Support Corporate Culture.

Unit-III: Internal communication

Letters within the Organization; Letters to Staff; Circulars and Memos;

Letters from Top Management; Employee Newsletters


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How to write an effective internal business case: Preparing a

business case; Identify the benefits of writing a good business case

Writing a business case: Identify the benefits of writing a good business

case, Recognize the functions of a business case.

Presenting your case: Recognize the benefits of a well-prepared

business case presentation, Analyze an audience prior to giving a

presentation in a given scenario.

Unit-IV: Giving successful presentations

Presenting successfully: Recognize the benefits of understanding the basics

of presenting, recognize the benefits of being able to control anxiety and

the presentation environment.

Delivering the message: Recognize the benefits of presenting a positive

image, Match the key elements of a strong presentation opening to

appropriate behaviors

Available presentation resources: Recognize the benefits of using

visual aids effectively, Identify statements that associate types of visual

aids with specific uses.

Unit-V: Non-verbal aspects of communication

Introduction; Unit Objectives; Dimensions of Non-verbal Communication;

Body Language; Postures and Gestures; Attire Creates the First

Impression the Importance of Grooming; The Power of a Handshake;

Significance of Personal Space; Value of Time; Actions Speak Louder than

Words; Potency of a Smile; Organizational Body Language;

Unit-VI: Emotional intelligence at work

Defining emotional intelligence: Recognize the importance of emotions in

determining intelligence.

Emotional intelligence in the workplace: Recognize the importance ofemotional intelligence at work, recognize the benefits of regulating and

controlling one's emotions at work, choose the characteristics of integrity.


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Emotional intelligence and teamwork: Recognize the value of being

socially competent, identify the behaviors that demonstrate empathy,

recognize the value of developing the team's emotional intelligence.

References

1. Basic Business Communication: Robert Mc Archer, Ruth Pearson Amos

Prentice Hall Inc.

2. Excellence in Business Communication: Thill Handbook of Business

Correspondence by: Frailey.

3. Business Communication: Building Critical Skills by Kitty O. Locker,

Stephen Kyo Kaczmarek, Hardcover: 637 pages, Publisher:

Irwin/McGraw-Hill.


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5.4 Financial Accounting

Objective

This course intends to: Develop understating of financial statements including

consolidated financial statements; Capture techniques of financial statement

analysis; Enables to understand accounting standards; Develop knowledge of

using electronic data base containing financial information. This is an

intensive course that introduces students to financial decision making process

and to the tools and techniques of financial analysis, building knowledge on

making framing financial statements- banking industries.

Unit-I: Accounting principles and standards

Need for Accounting, Development of Accounting, Definition and Functions ofAccounting, Book-Keeping and Accounting, Is Accounting a Science or an

Art?, End-Users of Accounting Information, Accounting and Other Disciplines,

Role of the Accountant, Branches of Accounting, Difference Between

Management Accounting and Financial Accounting, Importance of Accounting

Unit-II: Meaning and Scope of Accounting

Meaning of Accounting Principles, Accounting Concepts, Accounting

Conventions, Indian Accounting Standards, Systems of Book-Keeping, Systems

of Accounting

Unit-III: Journalising transactions

Journal, Rules of Debit and Credit, Compound Journal Entry, Opening Entry

Ledger posting and trial balance: Ledger, Posting, Relationship between

Journal and Ledger, Rules Regarding Posting, Trial Balance, Voucher System

Unit-IV: Bank reconciliation statement

Need for Bank Reconciliation Statement, Meaning and Objective of BankReconciliation Statement, Importance of Bank Reconciliation, Technique of

Preparing Bank Reconciliation Statement

Final accounts: Trading and Profit & Loss Account, Manufacturing Account,

Balance Sheet, Adjustment Entries, Worksheet


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Unit-V: Company financial statements

Meaning and Types of Financial Statements, Nature of Financial Statements,

Limitations of Financial Statements, Preparation of Company Financial

Statements, Profit and Loss Account, Balance Sheet

Financial reporting: Meaning of Financial Reporting, Illustrative Example

Unit-VI: Financial statements: analysis and interpretation

Relationship between Analysis and Interpretation, Steps Involved in the

Financial, Statements Analysis, Ratio Analysis, Classification of Ratios,

Profitability Ratios, Turnover Ratios, Financial Ratios, Advantages of Ratio

Analysis, Limitations of Accounting Ratios, Computation of Ratios

Cash flow statement: Meaning and preparation of Cash Flow Statement,

Sources of Cash, Difference Between Cash Flow Analysis and Funds Flow

Analysis, Utility of Cash Flow Analysis, Limitations of Cash Flow Analysis, AS

3 (Revised): Cash Flow Statements.

Reference

1.

Bernstein, L.A., and John J. Wild, Financial Statement Analysis,McGraw Hill International.

2. Bhattacharyya, A.K., Financial Accounting for Business Managers, PHI

3. Financial Accounting: An Introduction to Concepts, Methods, and Uses

by Clyde P. Stickney, Roman

4. L. Weil, Hardcover, Publisher: South-Western College.


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5.5 Quantitative Techniques

Objective

This course module is intended to develop the statistical concepts and

techniques that are needed to make business decisions, making familiar with

the statistical and mathematical techniques, to develop working knowledge on

statistical techniques and appreciation of applications thereof for solving

business problems.

Unit-I: Introduction to quantitative techniques

Overview of Quantitative Techniques; Need of Quantitative Techniques;

Advantages of Quantitative Techniques; Limitations of Quantitative

Techniques; Classification of Quantitative Techniques; Statistical Techniques;

Operation Research Techniques; Quantitative Methods in Decision-Making

Unit-II: Data Collection

Statistical Data Collection: Measurement Scales; Data Gathering; Sampling

and Non-Sampling Errors

Data presentation: Classification of Data; Frequency

Distribution; Cumulative Frequency Distribution; Relative Frequency

Distribution; Cumulative Relative Frequency Distribution; Stem and Leaf

Display; Graphic Presentation

Unit-III: measures of Central Tendency

Descriptive Statistics; Measures of Central Tendency; The Arithmetic Mean;

The Median; The Mode.

Measures of Dispersion: Measure of Dispersion; Calculation of Standard

Deviation by Short-cut Method; Combining Standard Deviations of Two

Distributions;

Moments, Skewness and Kurtosis: Moments; Moments about theMean; Skewness; Kurtosis.


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Unit-IV: Regression and correlation analysis

Regression Analysis; Correlation Analysis

Time Series Analysis: Time Series Analysis Method; Smoothing

Techniques; Trend Analysis; Measuring the Cyclical Effect; Seasonal

Variation; Measuring Irregular Variation; Seasonal Adjustments

Probability Theory: Meaning of Probability; Types of Probability; Calculation

of Probability; Probability and Venn Diagram; Permutations; Combinations

Random Variables and Probability Distributions: Meaning of Random

variable; Meaning of Probability Distribution; Binomial Distribution; Poisson

Distribution; Exponential Distribution; Normal Distribution

Unit-V: Testing of hypothesis

What is a Hypothesis?; Null and Alternative Hypothesis; Standard

Error; Decision Rule; Test for a Sample Mean; Test for Equality of Two

Properties; Large Sample Test for Equality of Two Means ; Paired

Observations; F-test.

Sampling theory and its basic concepts: Sampling; Benefits of

Sampling; Methods of Sampling; Sampling Theory; Tests of Significance, Chi-

square ( 2) test: Degrees of Freedom

Decision theory: What is Decision Theory?; Types of Decision Making

Situations; Decision Tree

Unit-VI: Linear Programming

Meaning of Linear Programming; Graphical Solution; Simplex Solutions; Some

Important Points; the Dual; a Note on Goal Programming.

Transportation problem: Mathematical Formulation; Definitions; Optimal

Solution; Optimality Test; Modi Method

Assignment Problem: Definition; Mathematical Formulation of the

Assignment Problem; Difference between Transportation Problem and

Assignment Problem; Hungarian Method Procedure; Unbalanced Assignment

Problem; Maximization in Assignment Problem.


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Reference

1. Hadley, G, Introduction to Business Statistics, Holden - Day, San

Francisco.

2. Conover, W.J., Practical Non-parametric Statistics, John Wiley.

3. Montgomery, D.C., Design and Analysis of Experiment, John Wiley.

4. Myerson, Roger B., Game Theory - Analysis of Conflict, Harvard

University Press.

5. Sincich, Terry, Business Statistics by Example, Prentice Hall


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Conditions and warranties: Condition Defined; Warranty Defined; Implied

Conditions and Warranties; Doctrine of Caveat Emptor; Test Questions;

Practical Problems

Transfer of property: Essentials of Transfer of Property; Rules .

Performance of contract of sale: Rules as to Delivery of Goods; Acceptance

of Delivery by Buyer

Remedial measures: Rights of Unpaid Seller; Buyers Rights Against Seller;

Auction Sale

Unit-III: Negotiable instruments

Promissory Note; Bill of Exchange; Cheques; Hundis

Parties to negotiable instruments: Holder; Capacity of Parties

Presentment of negotiable instruments: Presentment for Acceptance;

Presentment for Sight; Presentment for Payment

Negotiation of negotiable instruments: Negotiable Instruments;

Negotiation by Unauthorised Parties

Dishonour and discharge of negotiable instruments: Dishonour of

Negotiable Instruments; Discharge of the Instrument and the Parties

Unit-IV: Banker and customer

Crossing of Cheques; Types of Crossing; Liability of Banker;Consumer Protection Act-1986: Definition of Consumer; Who can File a

Complaint;

The copyright act- 1957: Copyright; Ownership of Copyright; Assignment of

Copyright.

The patents act: 1970: Definition of Patent; Application for Patents;

The Foreign Exchange Management Act- 1999: Regulation and

Management of Foreign Exchange; Authorised Person; Contravention and

Penalties; Adjudication

The Competition Act-2002: Prohibition of Certain Agreements

Information Technology Act-2000: Rationale behind the IT Act; 2000;


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Unit-V

The Company: Companies Act and its Administration; Definition of Company

Kinds of Companies: Kinds of Companies according to the Mode of

Incorporation

Memorandum of Association: Definition and Importance; Contents of

Memorandum.

Articles of Association: Obligation to Register Articles; Contents of Articles;

Alteration of Articles;

Prospectus: Definition of Prospectus; Issue of Prospectus; Shareholders or

Members: Distinction between Shareholder and Member; Methods of

Becoming a Member; Who May Become a Member?; Termination of

Membership.

Shares and Share Capital: Legal Nature of a Share; Share Capital; Kinds of

Shares

UNIT-VI:

Borrowing Powers and Methods: Ultra Vires Borrowings; Security for

Borrowings; Debentures;

Company Management and Administration: Directors; Director

Identification Number (DIN); Appointment of Directors; Removal of Directors;

Meetings and Resolutions: Meetings; Statutory Meeting; Annual General

Meeting; Accounts and Audit: Accounts; Annual Return; Audit; Removal of

Auditors; Prevention of Oppression and Mismanagement: The Rule of

Supremacy of the Majority; Protection of Minority; Prevention of Oppression

and Mismanagement

Compromise, Arrangement, Reconstruction: Compromise or

Arrangement; Reconstruction and Amalgamation

Winding Up: Meaning of Winding Up; Winding Up vs. Dissolution; Modes of

Winding Up.


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Reference

1. N D Kapoor-Elements of Mercantile Law-Sultan Chand

2. Legal Aspects of Business - Akhileshwar Pathak, 3rd Edition, Tata

Mc GRAW HILL.

3. Saravanavel & Sumathi - Business Law for Management

4. M C Kuchhal - Business Law Vikas Publication


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5.7 Marketing Management

Objective

The objective of the course is to enable students to interpret current

discussions in the field of marketing, apply relevant concepts and tools in

practice, be familiar with the advantages and limitations of these concepts and

tools and to prepare well founded decisions based on their analyses-

Introducing students to the elements of marketing analysis: marketing

environment analysis, customer analysis, competitor analysis, and company

analysis.

Unit-I

Fundamentals of Marketing: Understanding Marketing, The Marketing

Concept, Marketing Concept versus , Production Concept, Efficiency versus

Effectiveness, Market versus Internally Driven Businesses, Profile of

Customer-centric Organizations, Marketing Mix, Criticism of the 4Ps Approach

to Marketing, Segmentation, Targeting, and Positioning,

Marketing Research: Marketing Information Systems MIS, Approaches to

Marketing Research, Types of Marketing Research, Stages in the Marketing

Research Process

Marketing Environment: Economic Forces, Technological Factors, Socio-

cultural Factors, Demographic Factors, Political-legal Environment, Country

Analysis

Unit-II

Consumer Behaviour: The Buyer, The Buying Process, The Buying Situation,

Social Influences, Customer Loyalty and Profitability, Customer Portfolio

Management, Emotional Engagement with Customers, Customer Relationship

Management.

Segmentation and Targeting: Customer Value Proposition, Non-Segmented

Markets, Segmentation and Market Entry, Process of Market Segmentation:

Target Marketing, , Segmenting Consumer Markets, Combining Segmentation

Variables, Segmenting Organizational Markets, Target Market Selection,

Target Market Strategies


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Functions of Public Relations, Publicity, New Releases, Sponsorships,

Objectives of Sponsorship.

Unit-VI

Personal Selling & Sales Management: Challenges in Personal Selling,

Types of Salespersons, Sales Responsibilities, Personal Selling Skills, Phases

of the Selling Process, Marketing Strategy and Personal Selling, Strategic

Objectives, Personal Selling Strategies, Designing the Sales Force,

Management of the Sales Force, Problems of Sales Management

Competitive Marketing Strategy: Analyzing Competitive Industry Structure,

Competitor Analysis, Competitive Advantage, Creating a Differential

Advantage, Creating Cost Leadership, Choosing a Competitive Strategy,

Sources of Competitive Advantage, Sustaining A Competitive Advantage,Erosion of Competitive Advantage.

Reference

1. Kotler, Philip, Marketing Management Analysis, Planning,

Implementation and Control (The Millennium Edition), Parsons.

2. Aaker, David A., Strategic Market Management (1995), Wiley.


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5.8 Managerial Economics

Objective

This course seeks to integrate various principles and concepts from different

fields of economics with typical problems of managerial decision-making and

policy formulation in business organizations -The objective of the paper is to

explain the concepts of applied microeconomics - The emphasis shall be on

theory of the firm, consumer demand, market system, production analysis,

theory of cost, capital budgeting and risk analysis.

Unit-I

Introduction To Managerial Economics: The Basic Problems of an

Economy, Meaning and Nature of Managerial Economics, How EconomicsContributes to Managerial Functions, Major Areas of Economics Applied to

Business Decisions, The Scope of Managerial Economics

Economic Principles and Concepts Applied: Marginalism and

Incrementalism, The Equi-marginal Principle, Time Perspective in Business

Decisions, Opportunity Cost, The Concept of Present Value of Money and

Discounting Principle, Concept of Externalities, Concept of Trade-off.

Unit-II

The Fundamental Laws of Market: The Laws of Demand and Supply: The

Law of Demand: Price-Demand Relationship, The Demand Function, Types of

Demand, The Law of Supply, Equilibrium of Demand and Supply:

Determination of Equilibrium Price

Elasticity of Demand and Supply: Price Elasticity of Demand, Determinants

of Price Elasticity of Demand, Price Elasticity and Marginal Revenue,

Promotional or Advertisement Elasticity of Sales, Cross-elasticity of Demand,

Income Elasticity of Demand, Elasticity of Price Expectations, The Uses of

Elasticity, Price Elasticity of Supply

Unit-III

Theory of Consumer Demand: Cardinal Utility Approach: Cardinal Utility

Theory, The Law of Diminishing Marginal Utility, Consumers Equilibrium,

Derivation of Demand Curve, Drawbacks of Cardinal Approach


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Theory of Consumer Demand: Ordinal Utility Approach: The Meaning and

Nature of Indifference Curve, The Diminishing Marginal Rate of Substitution,

Properties of Indifference Curves, The Budget Constraint and the Budget Line,

Consumers Equilibrium, Effect of Change in Consumers Income, Effects of

Price Change, Income and Substitution Effects of Price Change on Inferior

Goods, Complementarity and Substitutability.

Demand Forecasting: The Need for Demand Forecasting, Methods of

Demand Forecasting, Survey Methods, Statistical Methods.

Unit-IV

Theory of ProductionI: Production With One Variable Input: Meaning

of Production, Some Production Related Concepts, Production Function

Theory of ProductionIi: Production with Two Variable Inputs: IsoquantCurves, Marginal Rate of Technical Substitution, Isoquant Map.

Theory Of Production Cost: Cost Concepts, Short-run and Long-Run Cost-

Output Relations, Economies of Scale, Cost Functions and Cost Curves.

Market Structure and Objectives of Business Firms: Objectives of

Business Firms, Profit Maximization, Alternative Objectives of Business Firms

Unit-V

Price and Output Determination Under Perfect Competition: The Market

Structure, the Features of Perfect Competition, Equilibrium of the Firm,

Derivation of Supply Curve of the Firm, Derivation of Supply Curve of the

Industry.

Price and Output Determination Under Monopoly: Monopoly, Cost and

Supply Curves Under Monopoly, Profit Maximization under Monopoly.

Price and Output Under Monopolistic Competition: Analysis of Selling

Cost and Firms Equilibrium, Critical Appraisal of Chamberlins Theory of

Monopolistic Competition

Price and Output Determination Under Oligopoly: Oligopoly: Meaning andCharacteristics, Duopoly Models, Oligopoly Models, The Game Theory Approach

to Oligopoly.


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Unit-VI

Alternative Theories of the Firm: Baumols Theory of Sales Revenue

Maximization, Marriss Theory of Maximization of Growth Rate, Maximization of

Managerial Utility Function.

Pricing Strategies and Practices: Cost-Plus Pricing, Bains Model of Limit

Pricing, Multiple Product Pricing, Pricing in Life Cycle of a Product, Transfer

Pricing, Competitive Bidding of Price, Peak Load Pricing.

Capital Budgeting and Investment Under Certainty: Capital Budgeting,

Determining the Optimum Level of Capital, Investment Decisions under

Certainty

Investment Decisions Under Risk and Uncertainty: Concepts of Risk and

Uncerainty, Investment Decisions Under Risk, Investment Decisions Under

Uncertainty.

References

1. Dholakia R.H., Oza A.N., Micro Economics for Management Students,

OUP, Delhi 1997

2. Koutsoyiannis A, Modern Micro Economics, Mac Millan Press Ltd.

3. Gupta G.S., Managerial Economics, Tata McGraw Hills 1998

4. Henderson James M. & Quant L.E. Micro Economic Theory, A

Mathematical approach, McGraw-Hill International Edition.


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6. SYLLABUS - SECOND YEAR6.1. Financial management

Objective

This subject imparts basic financial concepts to develop knowledge of

financial system, financial institutions and basic concepts / techniques of

corporate finance.

UnitI

The Finance Function: Goals, Objectives and Ethics: Scope of

Finance, Real and Financial Assets, Equity and Borrowed Funds

Domestic, Economic and Financial Environment: Developments Till

1991, Macroeconomic Reforms, Micro Economic Reforms, The Eleventh

Plan Proposals

International Economic and Financial Environment: World GNI and

Ranking of Individual Countries, Growth in International Trade and

Finance, The Importance of the Multinational Corporation, Methods of

Doing International Business, World Trade Organization, Forms of

Economic Integration among Nations, Balance of Payments

Unit II

Concepts of Risk and Return: Capital Market Theory: Return on a Single

Asset, Risk of Rates of Return: Variance and Standard Deviation, Portfolio

Theory, Portfolio Return: Two-Asset Case, Portfolio Risk: Two Asset Case,

Risk Diversification: Systematic and Unsystematic Risk, Capital Asset

Pricing Model (CAPM), Assumptions of CAPM, Characteristics Line, Security

Market Line (SML), Implications and Relevance of CAPM

Financial Ratio Analysis: Users of Financial Analysis, Nature of Ratio

Analysis, Standards of Comparison, Types of Ratios, Liquidity Ratios,

Current Ratio, Quick Ratio, Cash Ratio, Interval Measure, Net Working

Capital Ratio, Leverage Ratios

Time Value of Money: Time Value of Money, Compounding, Discounting


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Unit III

The Cost of Capital: Significance of the Cost of Capital, Investment

Evaluation, Designing Debt Policy, Cost of Equity and the Capital Asset

Pricing Model (CAPM);, The Weighted Average Cost of Capital, Book Value

vs. Market Value Weights, Flotation Costs, Cost of Capital and

Investment Analysis, Divisional and Project Cost of Capital, The Pure-Play

Technique, The Cost of Capital for Projects

Capital Structure: Theory and Policy: Assumptions of Traditional

Capital Structure Theories, Relevance of Capital Structure: Capital

Structure Planning and Policy, Cash Flow Analysis, Practical Considerations

in Determining Capital Structure, Assets, Growth Opportunities, Debt- and

Non-debt Tax Shields, Financial Flexibility and Operating Strategy.

Unit IV

Dividend Policies: Objectives of Dividend Policy, Practical Considerations

in Dividend Policy, Firms Investment Opportunities and Financial Needs,

Shareholders Expectations, Constraints on Paying Dividends, Stability of

Dividends, Constant Dividend Per Share or Dividend Rate, Constant

Payout, Constant Dividend Per Share Plus Extra Dividend

Working Capital Management: Concepts of Working Capital, Focusing

on Management of Current Assets, Focusing on Liquidity Management,

Operating and Cash Conversion Cycle, Gross Operating Cycle (GOC), Cash

Conversion or Net Operating Cycle, Permanent and Variable Working

Capital, Balanced Working Capital Position, Determinants of Working

Capital, Nature of Business, Market and Demand Conditions.

Unit V

Valuation Of Securities: Concepts of Value, Book Value, Liquidation

Value, Going Concern Value, Market Value, Features of a Bond, Bonds

Values and Yields, Bond with Maturity, Yield to Maturity, Current Yield,

Yield to Call, Bond Value and Amortization of Principal, Bond Values and

Semi-annual Interest Payments, Pure Discount Bonds, Perpetual Bonds,

Bond Values and Changes in Interest Rates, Bond Maturity and Interest

Rate Risk, Bond Duration and Interest Rate Sensitivity, Valuation of

Preference Shares, Valuation of Ordinary Shares, Dividend


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Capitalization, Single Period Valuation, Multi-period Valuation, Growth in

Dividends, Normal Growth, Super-normal Growth.

Unit VI: Cash Flows and Capital Budgeting

Nature of Investment Decisions, Importance of Investment Decisions,

Types of Investment Decisions, Expansion and Diversification,

Replacement and Modernization, Mutually Exclusive Investments,

Independent Investments, Contingent Investments, Capital Budgeting

Process, Capital Investments, Capital Investment Planning and Control,

Investment Evaluation Criteria, Investment Decision Rule, Evaluation

Criteria, Net Present Value Method, Calculating IRR by Trial and Error,

NPV Versus IRR, Non-Conventional Investments: Problem of Multiple IRRs,

Difference: Case of Ranking Mutually Exclusive Projects, Reinvestment

Assumption and Modified Internal Rate of Return (MIRR).

Reference

1. Brealey, R.A., and Stewart C Myres, Principles of Corporate

Finance, Tata McGraw Hill.

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

3. Prasanna Chandra, Financial Management, Tata McGraw Hill.

4. Damodaran, Corporate Finance, Wiley.


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6.2. Strategic Management

Objective

The course advocates a general management view point. It seeks to

develop cross functional and holistic thinking; and the ability to recognize

patterns of strategy under conditions of incomplete and imperfect

information. This course covers the important analytical approaches and

the process through which business and corporate strategy decisions are

formulated.

UnitI

Evolution, Definition, Nature and Scope of Strategic Management:

Concept of Strategy, Evolution, Definition, Scope and Importance of

Strategy, Central Concepts in Strategic Management, Collecting

Information on an External Environment, Deciding the Scope of an

Organisation, Acquiring Organisational Resources and the Skills to Match

External Opportunities and Threats, Deciding the Investment Patterns for

Future, Strategic Management Planning, Scope and Importance of

Strategic Planning, Strategic Decision-Making, Process of Strategic

Management, Levels at which Strategy Operates, Role of a Strategist.

UnitII

Strategic Intent: Concept of Strategic Intent, The Mission and Vision

Statements, Defining a Mission Statement, Defining a Vision Statement,

Creating a Sense of Vision , Importance of Vision and Mission Statements,

Characteristics and Components of a Mission Statement, Business

Definitions, Types of Business Activities, Objectives of Business.

Strategic Planning Process: Organizational Capability, Strategic

Advantage, Factors Affecting Organisational Capabilities, Financial

Capability, Marketing Capability, Operational Capability, Personnel

Capability, Information Management Capability, Factors Affecting

Organizational Appraisal, Approaches to Organisational Appraisal, Sources

of Information and Methods and Techniques of Organisational Appraisal.


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UnitIII

Business Challenges & Strategic Planning: The Nature and Role of

Business Level Strategies, Business Level Strategies, the Overall Cost

Leadership Strategy, The Differentiation Strategy, Location and Timing

Tactics, building and Use of Core Competence, Building Core Competence,

Assessing Core Competencies by Performing an Internal Audit.

Environmental Appraisal: The Nature of the Environment and the

Economic Variables, Concept of Environmental Appraisal, Effect of

Changing Environment, Need for Environmental Appraisal, Applicability of

Environment, Environmental Scanning Techniques, Barriers to

Environmental Appraisal, Macro Environment, Auditing Environmental

Influences.

UnitIV

Corporate Level Strategies: Concept of Corporate Level Strategies,

Corporate Level Strategies in Action, Comparing Business and Military

Strategies, Guidelines for Effective Corporate Level Strategies, Grand

Strategies, Dimensions to Evaluate Grand Strategy Mix, Types of

Strategies, Corporate Restructuring, Mergers, Concept of Synergy.

Strategic Analysis and Choice: Nature of Strategic Analysis and Choice,

Process of Generating and Selecting Strategies, Threats-Opportunities-

Weaknesses-Strengths (TOWS) Matrix, Boston Consulting Group (BCG)

Matrix, GE Nine Cell Matrix, Hofers Product Market Evolution Matrix, Shell

Directional Policy Matrix, Competitive Analysis: Porters Five Forces Model,

Qualitative Factors in Strategic Choice

UnitV

Strategy Implementation: Nature of Strategy Implementation, Matching

Structure with Strategy, Restructuring, Re-engineering, Restructuring, Re-

engineering, Managing Resistance to Change, Crafting Strategy Supporting

Culture, Production/Operations Concerns when Implementing Strategies,

Human Resources Concerns when Implementing Strategies, Projects and

Procedures, Project Implementation, Procedural Implementation, Resource

Allocation, Factors Affecting Resource Allocation;, Difficulties in Resource

Allocation;, Approaches to Resource Allocation, Organisational Structure


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and Strategic Implementation, Structural Mechanism for Implementation

of Strategy;, Structures for Strategies.

UnitIV

STRATEGIC CONTROL AND OPERATIONAL CONTROL: Evaluating

Strategy Implementation, Evaluating Marketing Issues in Strategy

Implementation, Evaluating Finance and Accounting Issues in Strategy

Implementation, Research and Development Issues in Evaluating Strategy

Implementation, Evaluating the Importance of Information Systems in

Implementing Strategy, Strategic Control and Operational Control,

Strategic Control, Operational Control, Benefits and Limitations of Control

Techniques, Organizational Systems and Techniques of Strategic

Evaluation, Techniques of Strategy Evaluation.

References

1. Porter, M.E., Competitive Strategy, Free Press, New York.

2. Porter, M.E., Competitive Advantage: Creating and Sustaining

Superior Performance, Free Press, New York.

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

Edition.

4. Ghemawat, P., Strategy and the Business Landscape, Pearson.


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7. SYLLABUS - SPECIALIZATION STREAMSMedia and Entertainment

7.1 Media Management

Objective

This programme offers students a broad-based understanding of

communication technology and media industries. This course will explore

the management of electronic media within the new information

environment, Understanding the management practices and programming

strategies in the electronic media industry;entertainment media publishing

and distribution, consumer patterns and industry trends: entertainment

business finance and budgeting.

UnitI: Media Arts

Oral, print, performance, photographic, broadcast, cinematic and digital

cultural forms and practices, network culture and media convergence, peer

to peer authoring etc, media as TV sound, Live events, film, animation,

journalism and reporting

UnitII: New Media and Comparative MediaBlogs, Wikis, RSS Feeds, Pod casts and Web technologies

UnitIII: Advanced Entertainment Law in India

Contracts, Copyrights and IP in India, drafting contracts, filing of patents,

formalities and necessary procedures, Law in Cyberspace, Internet related

legal issues, security concerns, trade secrets and privacy, IP, Digital

signature, telecommunication regulations

UnitIV: Entertainment Business Finance and Budgeting

Understanding of the strategic Role financial management plays in the

Entertainment Business, Financial function of the organization, roles and

responsibilities, ability to analyse business opportunities and contracts

from a financial standpoint, effects of global markets vs. local markets,


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raising long term finance, venture financing of corporation, returns on

values to shareholders, Capital management and laws to do with fund

raising

UnitV: Consumer Patterns and Industry Trends

Print media, film, sound and social websites, advertising in different media

fields and revenue patterns as in sound, film, animation, games, LIVE

events and internet

UnitVI: Entertainment Media Publishing and Distribution

Publishing Rights and Role of Publishing companies, Various forms of

distribution, Real world scenarios in order to resolve common issues in

publishing rights and distribution

References

1. The New Media Reader (Hardcover) by Noah Wardrip-Fruin, Nick

Montfort.

2. The SAGE Handbook of Media Studies (Hardcover) by Professor John D

H Downing (Editor), Dr. Denis McQuail (Editor), Professor Philip

Schlesinger (Editor), Ellen A. Wartella (Editor).

3. 43 Ways to Finance Your Feature Film, Updated Edition: A

Comprehensive Analysis of Film Finance (Paperback) by John W. Cones.

4. Entertainment Law: In a Nutshell (Nutshell Series) (Paperback) by

Sherri L. Burr (Author).


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UnitV: Entertainment Media Publishing & Distribution and

Mobile Marketing

Publishing rights, Effective Publishing rights for Different products,

Integrating mobile technology as part of marketing strategy, incorporating

new technology as part of business plan and distribution

UnitVI: Entertainment Business Case Studies

Current events and future trends in the industry, Case studies of

individuals, products and companies.

References

1. Sandler, Kevin (1998). Reading the Rabbit: Explorations in Warner

Bros. Animation. New Brunswick, New Jersey: Rutgers University Press.

2. Case Studies on Media and Entertainment Industry - Vol I by Saradhi

Kumar Gonela.

3. Wright Mills, the Mass Society, Chapter in the Power Elite.


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7.3 Sound Production and Music Industry Management

Objective

It provides a broad base of general music industry skills providingknowledge of music theory and studio studies, Recording Session Planning

and Budgeting, Recording for film, Introduction to Song and Jingle

Structures-Overview of Electronic Music Production.

UnitI: Music Theory and Studio Studies

Music History, Musical Notes & Scales, Time signatures & Key signatures,

Chords and Triads, Studio protocol, Recording, Mixing and Mastering

concepts

UNITII: Recording For Film

DAW, Editing, Professional Recording Studios, Audio Post production

Concepts, Recording Music, Recording Session Planning and Budgeting

UnitIII: Recording for TV

DAW and Professional Recording Studios, Audio Post production Concepts,

Recording Music for Films, Recording Session Planning and Budgeting

UnitIV: Sound for RADIO

Recording Sound for Radio, Audio Content for Radio (Spots and Jingles),

Radio Broadcast technology (AM and FM), Routing and transmission

UnitV: Introduction to Electronic Music Production

Introduction to Song and Jingle Structures, Introduction to Software based

Music Production, Software tools for Music Production (Nuendo and VST

instruments), Reason, Ableton Live, and Logic Pro.

UnitVI: Introduction to Live Sound Theory

Live Sound Reinforcement Protocol, Audio Gears used for Live Sound

Reinforcement, Live Sound Reinforcement Techniques, and Mixing Live


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References

1. Yamaha Sound Reinforcement Hand Book, Standard Handbook ofAudio and Radio.

2. Engineering, Second Edition Jerry C. Whitaker and K. Blair Benson.


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7.4 Film and TV production, Programming Management

Objective

The course provides with a wide range of professional skills from pre to

post production, including working process of production house, artiste

mgmt & production television programming and management, Sound for

TV and film: dubbing and on-location sound, editing and vex direction,

Artiste management and studio production.

UnitI: Various Genres of Film and Television Programmes,

Preproduction Tech

Introduction to Video technology and terminologies, Film Genres,

Television Genres, Film Aesthetics.

UnitII: Storyboarding and Basic Photography, Operating DV

Cameras and Lighting

Visualization, Storyboarding, Fundamentals of SLR Camera, Composition,

Editing Aesthetics

Practical:

SLR Camera shoot focusing on Composition

Fundamentals of a Digital Video Camera, Shots and Scenes

UnitIII: How a Production House Works, Artiste Mgmt. &

Production

Theory:

Jobs involved in a Film Production house, Process involved in Production ofa Film, Marketing and Distribution of a Film


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UnitIV: Direction, Artiste Management and Studio

Production

Direction techniques, Managing Artistes and the products that make up the

artiste identity

UnitV: Introduction to Live Sound Theory

Overview of a Television Station, Managing a Television station and

careers involved, Programming TV shows, Advertisement Sales and

Revenue.

UnitVI: Music Industry Management

Introduces the music / entertainment industry. Presents an overview of

the music industry and associated management principles required to

succeed in todays changing, competitive, and dynamic

music/entertainment business environment.

References

1.

Film Directing Shot by Shot: Visualizing from Concept to Screen(Michael Wiese Productions) by Steve Katz

2. Cinematography: Theory and Practice: Image Making for

Cinematographers, Directors, and Videographers by Blain Brown

3. Lighting for TV and Film (Paperback) by Gerald Millerson C.Eng MIEE

MSMPTE

4. Film Production Management 101 by Deborah S. Patz

5. This Business of Artist Management (Hardcover) by Howard

Blumenthal, Oliver Good enough.


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MBA _Global_ Program Guide.Media and Entertainment.

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Transcript of MBA _Global_ Program Guide.Media and Entertainment.