Thursday, 23 June 2016

Only 7% MBA grads are employable?

Only 7% MBA grads are employable?

The Study by the Assocham Education Committee revealed that about 5500 Business Schools in the country are producing “ un- employable” sub- par graduate, earning less than Rs 10000 a month except graduates from IIMs .and also added that lack of quality control , infrastructure, and poor faculty are the major reasons for India’s unfolding B-School disaster. This study is published on major newspapers in April 28, 2016.

Management is doing things right, leaderships is doing the right things.
                                                                                                                     -- Peter F Drucker
The global business environment is moving at a galloping pace and is becoming increasingly complex. Organizations need highly talented youth with effective managerial skills to encounter all business vicissitudes. Now the strategy of corporate entities is to recruit exuberant MBAs to survive in this complicated business world. Corporate entities strongly believe that fresh MBAs can drive organizations quickly and smoothly to adjust with the global economic pace. Global business entities are desperately in need of fresh talent to get returns on their huge capital investments.
Regardless of your reasons, if you are contemplating attending graduate school to obtain your MBA, you should read this article before you make your final decision. This article will take you through all the important issues you need to contemplate before making your decision of whether — and when — to obtain your MBA.
What is an MBA? It’s a Master of Business Administration degree, granted after one to two years of graduate-level university study that provides training in the theory and practice of business management. The MBA is basically a document that certifies that you have a general competency in all the major functional management roles you’ll find in the modern corporation. An MBA is a career accelerator across a number of industries and MBA graduates can usually command higher salaries.

Ideal Time to Get MBA

When is the best time to enroll in an MBA program? The obvious answer is to enroll at a point in your career when the MBA is necessary to take your career to the next level, but the choice is never that simple.
For the college undergrad, the biggest question you need to ask yourself is why — why are you interested in going straight through and getting your MBA right after your bachelor’s degree? The top-ranked programs will not even admit you if you don’t have at least several years of experience, and a freshly minted MBA with little or no job experience is often in a much tougher job hunt than a recent college grad with little or no job experience.
For the job-seeker, the question about getting your MBA involves how as much as when. Will you keep working while earning your MBA in a part-time program or do you have the financial resources to quit your job and return to school full-time? Will your current employer help finance your MBA? Do you need the MBA as part of a career change — and if so, how are you going to do it?
Finally, there is the question of the economy. Some people think it’s a good hedge to get an MBA during an economic slowdown — a safe haven — rather than face the tough job market; however, when the economy is bad, even having an MBA is no guarantee of obtaining a lucrative job offer. The best advice? Talk to recruiters and MBA career placement counselors — and read the current trends in magazines such as Business World, Times of India, and Fortune500 and World Report.

MBA Enrollment Trends

The number of MBA degrees conferred annually has seen explosive growth over the last few decades, going from under 5,000 MBAs in 1960 to more than 100,000 MBAs in 2000 — and now averaging more than 150,000 annually, according to the National Center for Education Statistics (NCES). Enrollment is also influenced by the economy, and as the economy turns toward a downturn, both recent grads and displaced workers head back to earn their MBAs.
Because of the growing number of graduate business programs that confer more and more MBA degrees, the degree itself is not as special or highly-valued as in the past. An MBA alone will not be the magic key to the door of career and job-hunting success.

Types of MBA

One of the questions you’ll need to answer is whether you are interested in a general MBA, which is often shorter in duration, or a specialized MBA, which may take longer but make you more marketable.
Regardless of the type of MBA, the core topics you’ll encounter include:
·         Accounting
·         Quantitative analysis
·         Economics
·         Marketing
·         Organizational behavior
·         Operations Management
·         Finance
·         Information Technology
·         Communication
·         Business Ethics
·         Consumer behavior
·         Advertising
Specialized MBAs offer more advanced study in a particular area of business (such as marketing) or a particular industry (such as higher education).
Finally, you’ll need to determine the value of the “name” of the program you are considering. If you are searching for a big push that fast tracks your career, snagging an MBA from one of the top schools in the country may be the ticket. But, if you’re looking to simply get ahead and move your careers along, don’t discount the many MBA programs that are unranked but that offer you the degree and value you need.

MBA Costs — and Returns

Factors that can affect your salary include:
·         whether you stay with your current employer or seek a job with a new employer.
·         the amount of relevant experience you have for the job you are seeking.
·         the reputation of the graduate school you attended.
·         the type of job you are seeking — and the level of supply/demand for workers.
·         the industries where you are seeking a job.
·         the location of the jobs you are seeking.
But don’t forget to factor in the costs as well, with the average cost of graduate study leading to an MBA at about 100,000. Tuition and expenses add up to about 54,000 per academic year (resulting in an investment of more than 300,000 for the full-time two-year MBA). You’ll find tuition closer to 45,000-100,000 at state university and college graduate programs, and those schools with generic MBA degrees.

What an MBA Can Do for Your Career

If you’re looking for the MBA to help you get into the executive suite, it may be just the ticket you need. a graduate degree in business is still important to reach senior management ranks within most companies.
And there is growing evidence that having an MBA not only gives you more leverage in dictating new job titles and salary, but also gives you leverage in achieving a better balance between work (read: fewer hours working) and life outside work.
Pursuit of Young MBAs
To get original professional glamor rather than artificial make-up, B-Schools must remain steadfast. Now, its challenge is to meet global trends by imparting new knowledge, enhancing creative and entrepreneurial talents, ethical values and mould MBA aspirants as global managers. MBAs must take prudent career choices which will help them to learn all the essential skills required on the job in order to become effective managers. Those who fail to acquire this foundation of managerial competencies in the starting days will suffer badly in future when they are promoted as team leaders or run their own enterprises. An MBA graduate can be described as one who acquires knowledge and enhances corporate skills in a wide range of areas that together makes him a competent manager. Skills developed during the course of the program enable students to show real professionalism by giving the right shape to management practices, exhibiting managerial skills and creative talents and imparting new management techniques to bring real corporate image to the organization. Many young MBAs (especially B-School students) want to find the best campus placements. They come under enormous pressure from their parents to bag high-salaried jobs on campus recruitments and are also expected to have a corporate look after two years of the MBA program. So, students must develop soft skills and basic corporate skills to lure the employers.
Life Skills Play a Vital Role
• Future managers must focus on life skills from the date of admission itself. Students must not only be confined to personality development books but also read about the environment, geography, economy, history and international political affairs thoroughly.
• Watch English news channels: NDTV, CNN, BBC and listen to famous personalities talk on various issues. This will improve listening skills and communication skills.
• Cultivate the habit of jotting down day-to-day activities in a diary in English. Learn new languages and try to frame sentences. This enables students to write effective business reports and enhances their writing abilities.
• Try to speak in English always and never let go of the chance, whenever there is an opportunity, to speak in English. Frequently watch good English movies in theaters or on TV. Try to follow the dialogues carefully.
• To build self-confidence, participate in all college events and deliver speeches on the dais. This improves fluency and removes stage fear.
• Get command over fundamental, on domain subjects and develop application-oriented working style.
·         To develop general awareness by using Library.
• Discuss burning issues such as the global financial crisis, inflation, environmental pollution, etc., with your peers.
• Try to develop your personality and self- confidence. Don't be an introvert.
No `Spoon-feeding'
The transition from a theoretically-oriented classroom coaching and a spoon-feeding environment has became obsolete. The present world demands aggressive learning methods to face the real world of cut-throat competition. It is likely to be unmanageable for students unless they are properly trained. Admissions have to be merit-based followed by quota. Smart alumni should be invited to motivate the students by sharing their experiences and insights on the extent to which they learned at the institution that has helped them to succeed in life. Besides classroom coaching, live projects, paper presentations, seminars and industrial visits must be added to the curriculum as mandatory. This would help MBAs to relate to what is taught to what happens in the real world. To inculcate self-grooming and learning capacities in students allot some activity-oriented tasks such as library assignments, classroom seminars, group discussions, role-plays, quiz, talent search, etc. These are immensely useful for students to exhibit their talents. These activities must be considered as academic and some marks must be allotted for internal evaluation.
Role of B-Schools
Students with a will to do great things but without the talent to do them are a tragedy. Talent has become a strategic issue as companies take decisions based on the availability of talented workforce. Corporate firms are searching for young MBAs who have the zeal and passion for work. Unfortunately, management education in India merely focuses on concepts and ideas. It doesn't provide them with how theoretical concepts actually work or its practical application. Gaining practical experience and knowledge take much time and are long-term oriented. Usually students' project work helps them to acquire industrial knowledge and to understand corporate work culture. Management institutions and B-Schools face the challenge of how to enhance professional excellence in MBAs. Now, they have begun to upgrade their curriculum to meet corporate demands. B-Schools are introducing innovative teaching and creative learning methods to augment the hidden talents of students. Everywhere, skill and talent enrichment are given top priority. Thus, the goal of management education has become a challenging task to recruit top-notch faculty to provide excellent management education for moulding students into industry-ready professionals.
Identify Special Talents
Obviously many students don't get the opportunity to showcase their talents in the early days of management education. Hence, teachers should recognize hidden talents of students and motivate them in the right way. They can identify students' level of intellectual stamina based on varied interests. In fact, a positive classroom and college environment attract students to showcase their innate talents. Recognizing talent is the right way to encourage student involvement in management meets. Teacher observation permits the evaluation of development over time. They should monitor how students use their time, and how they express their feelings in various contexts. Remember students' actions are indicators of their behavior and personality. Progress of students overtime, along with overall achievement, can be assessed by various scientific parameters for improving their profiles. This allows for evaluation in areas such as exceptional learning, usage and generation of knowledge. Also, unlike standardized tests, profile improving assessment tests enhance the creativity of students. Identifying the special talents of students coming from diverse backgrounds is just the first step towards helping them achieve their full potential. B-Schools should invent new programs and teaching tools to create interest among students. The teacher should focus on demonstration of subjects in a realistic way rather than merely delivery the lecture.
Eyeing the Youth
Since the advent of globalization, the industry is thriving on fresh and multifaceted talent to run the business effectively. Many corporate entities are facing the problem of an ageing workforce. This has led to the demand for young and skilled employees, especially in developing countries. India's youth has to grab this opportunity to capture potential job markets. Western companies are trying to recruit young people because a huge workforce is going retire soon. Activity-oriented learning will teach MBAs to face the real world and shape them into effective, professional managers.
Setting Eyes on the Competitive World
Management education should not be just exam-oriented; it must vigorously train students to tackle life challenges. Business is flux and unpredictable. So, skill enrichment and practical-oriented learning are highly essential for MBAs. Marks alone can't assure a comfortable life. World has become so turbulent that students need various job skills to meet the aggressive competition. Assertive consumer demands, temporariness of employment have led to frequent relearning. Hence, Gen-Y will continue to develop new grooming skills throughout their life. They have to keep in mind that value-added jobs alone are well-paid and routine jobs continued to be less remunerative. After globalization the government no longer remains the main employer. Corporate firms have opened their doors to the exuberant youth to meet the fierce competition and believe that this is the time to pump young energies into their organizations to survive in future.
Update Pedagogy
Faculties should have a link with the real world through research and consultancy which would bring authenticity to their teaching and enhance their professionalism. Interact with corporate entities and make some MoUs which enable faculties to acquire valuable contacts with potential employers and facilitate better placements for the students. Design a curriculum to enhance problem-solving skills in students and more scope to put creative thoughts into practice. B-Schools should develop a creative environment with new technologies to expose MBAs to new challenges. MBAs require clear objectives, a flexible teaching and learning environment and evaluation based on skills. Now the Internet has become the integral part of learning. It gives an ample supply of latest information to enrich knowledge and delve into new domains. Now, MBAs require not only quality education but also seek right information about job opportunities and placements. As a result, MBA colleges are trying to create an innovative and flexible learning environment.
Why are MBAs Valued by Corporates?
MBA aspirants are accustomed to writing numerous academic reports and frequently give presentations on global business issues during the two of program. Hence their communicative skills are supposed to be very good. They have strong interpersonal skills because they frequently work on projects with tight deadlines with peer teams. As a result, MBAs develop strong leadership qualities and organizing abilities, and motivate people to achieve their goals. Corporate entities assume that MBAs possess the following qualities:
·         Are good at people management
·         Can do things differently
·         Good analytical and decision-making skills
·         Organizing abilities and effective team building
·         Good at boss management.
Why the Sudden Boom for MBA?
The massive expansion of global markets paved the way for a plethora of job opportunities in various sectors, such as BFSI, Retail, Aviation, and Advertising, which required a huge crop of fresh management graduates. Now MBA assumes to be a minimum qualification and, hence, it has become a hot cake in academic market. As per the recent survey reports revealed the facts that most young people like to pursue management degree to get immediate placement. Gone are the days when youngsters ran after Engineering and Medicine. Now the MBA program offers millions of jobs in various sectors with high starting salaries. MBA degree before stepping into the job market and it is an investment worth its money. Without an MBA, youngsters would be considered an obsolete force. Expecting smart salary pay packs without MBA is foolishness.
Promising Career with MBA
MBA gets a wise investment venue. A management degree is an entry ticket to the job market. After globalization, the MBA program got a tremendous boost and assures a promising career to all holders. Based on placement reports, MBA aspirants are getting rich dividends on their investment in management courses. Now students from all branches are seeking to pursue the MBA degree. In the M.G.University alone, in any given year, there are nearly 1200 aspirants pursuing MBA. In India more than 1 lakh MBA graduates roll out every year. But still this figure is not sufficient to meet the market requirements. Every year registration for MBA courses has been increasing all over the world with the intention of getting hold of lucrative jobs. In this free market era, MBA is an essential qualification in one's job profile to occupy a high position in any organization. Irrespective of the nature of one's job or profession, an MBA degree can be a valuable addition for professional growth.
"Only 30% of the MBAs from our countries are suitable for jobs," Dhanam Magazine. it also says that Universities should train MBA students as per the requirements of the industry to ensure that they are better equipped for jobs. Management students can excel in their performance by assuming `psychological ownership'. Especially, MBAs need to play different roles to shine in an organization. MBAs should not become somebody's autobiography, but they have to write their own autobiography and become a benchmark for others.
Aspects that Need to be Considered in an MBA Program
·         More industry exposure
·         Exchange programs
·         More contemporary subjects
·         Infrastructural concerns
·         Good learning environment
·         Emphasis on case methodology
·         Focus on live projects.
MBA is a Passport to Global Placements
Every country has its own idiosyncratic education system to suit its geographical conditions and economic policies. An MBA has become a global academic qualification that has been recognized and valued around the world.
MBAs Need Sharing of Knowledge and Individual Focus
MBA aspirants can grow by sharing their experience and knowledge. Exchange of knowledge will help to store essential information forever. It's true that outsourcing of self-development is highly impossible. It is one's sole responsibility to enrich one's skills and knowledge. An MBA aspirant who stops focusing on himself/herself stops living.  MBAs should be the first role models for others and work hard in a smart way. Management students should be able to think from another's point of view and achieve the desired goals. Actions under different roles bring home laurels and enhance personal charm too.
Business Knowledge: Young managers play a pivotal role in business management and development. Every firm needs MBAs to overcome difficulties and to draw future plans. All B-Schools and reputed MBA institutions design the MBA curriculum to suit market demands and employer requirements. Faculties teach various business strategies in the most practical way by sending students to visit various corporate firms to observe their business affairs and competencies required to do a job. MBAs also have to take up summer internship to understand the real work culture, time management, skills needed to accomplish tasks, importance of peer relationships, etc. It's true that practical exposure makes MBAs more dynamic and gives them an opportunity to observe trends in the market. Recruiters affirm that young MBAs must be "Jacks of all trades and masters of one".
Leadership Abilities: The ability to communicate the vision of an organization, gain people's trust, inspire team members, and commitment and integrity are essential qualities to become an effective leader. Everyone gets opportunities to display their leadership skills, whether at the office or within their social networks. An MBA degree involves rigorous training, assignments, reports, presentations and group projects. These activity-oriented assignments enhance leadership abilities to handle workforce issues and business challenges in real life.
Networking: During the two years of the management program, MBA aspirants usually associate with pals and form peer teams to perform various career-oriented tasks. Hence they have to develop relationships with group members. Unlike other courses, the MBA program gives invaluable practical business knowledge to become real professionals in future. Young managers must reap the benefits of continuous communication with peers as it is always best to keep the channels open with one's contemporaries to expand the social network, which is vital to become a people's manager in future. MBA aspirants should cultivate interactive skills and mingle with people. To enhance these qualities, aspirants can form different study groups to discuss various business issues and participate in lectures and presentations to groom interpersonal skills.
Like Creative Works: The present MBAs are dynamic and seek out ways to carve a special identity for themselves by taking up creative works. They have a penchant for novel and qualitative jobs rather than focusing on quantity. Young managers know that cosmetic works are not appreciated by the corporate people. So, they try to unleash their hidden potentialities. In this process they may become creators of a new business world.
What Makes an MBA Aspirant Capable?
Some people believe that great leaders are made, but not born. It's true that without practice, without enthusiasm, and without integrity, there can be no true development in leadership. A good MBA student displays leadership traits and excellent all-round performance. Obviously, goal-oriented MBA aspirants are strong, dedicated, disciplined and focused on intended career paths. They know what is required to achieve success and are very clear about the particular area of interest to pursue after MBA program. Young managers need to identify their inner potentialities and groom them to match with their priorities. Modern organizations accomplish their tasks through the combined efforts of different groups of people by sharing their ideas and expertise. So as to adjust in various teams and to work effectively, MBA students ought to develop their interpersonal skills to bring out the best in each team member to foster creativity and cooperation. Effective team members do better at analytical and critical decision making. They can examine how their input affects the behavior of colleagues and can more easily keep track of progress updates.
Value of MBA to the Employer
A critical component to an organization's success are the people who work there. MBAs contribute a broad perspective of business from customer service to strategy that translates a company's competitiveness positively. It is proved in many instances that MBAs are the right people to open the doors to success. They facilitate to improve company performance and increase managerial effectiveness. MBA qualification that manifests itself in applied skills is of immense worth to the employer. It is prudent if companies sponsor their employees MBA education. The first step would be to gain an understanding of this distraught business world to become effective managers. It all starts with an understanding of the economy and how businesses can contribute to the invention of products that will increase the country's resources. MBAs with clear understanding of economic concepts, a watchful eye on drastic changes in global markets, simple insight into managerial economics, profit maximization and managerial decision-making skills will get myriad job opportunities.
True Value to the Company
In aligning the company with the government's economic policies, the manager with an MBA can monitor the financial operations effectively and follow up legal aspects to be fulfilled. Young MBAs can understand the company accounts and rightly assess the performance of the business. With the well-acclaimed holistic viewpoint of MBA graduates, productivity can be observed in terms of output as well as profitability. The management program can mould a person as a real strategist and financial analyst to evaluate the financial soundness of the business. The logical process applied by a young manager in evaluating customers' needs and satisfaction levels can change the fate of the business. An MBA with clear vision can maintain a cordial relationship with customers and other stakeholders who bring the true value-addition to the company.
Quest for Excellence
Excellence is based on the decision-making skills of young managers. A business executive with purely financial or marketing background may not be capable of making various decisions needed for a productivity and competitive analysis. An MBA graduate with all potential talents can forecast trends and developments in the organizational design and use techniques to improve the performance of the organization as a whole. A budding manager can evaluate the contribution made by operations management to the competitiveness and profitability of the company. It is accepted that the MBA qualification will have given the managers the ability to have a strategic outlook on how operations can adhere to world-class standards and how they can operate in synergy with the other business functions.
The New Generation MBAs
New generation MBAs don't like formals. Successful young CEOs said that it is old fashioned to have top chairs occupied by gray hair. Now it is time for smart MBAs to occupy the top level right from the beginning. The demand for young MBA graduates has become greater than ever. As per the latest recruitment reports, most companies have increased the hiring of fresh MBA graduates, and corporate entities are now willing to employ young management graduates. It is all about catching young talents and organizations are taking necessary steps to infuse their workforce with young blood. Recruiters wander onto B-School campuses and other premier MBA colleges conducting campus placements to grab young MBAs the moment they step out of the institution.
Infusing the Right Spirit
MBAs of the 21st century are bundles of energies waiting to explore the global markets, obtain new knowledge and apply it to their potential understanding in order to reach the highest acclaim in their career map. Money is not the only parameter to judge these youngsters. It extends beyond the boundaries of finance and goes into spheres such as work environment, job satisfaction and challenging assignments to expose their leadership qualities and managerial skills.
Ushering in New Corporate Culture
The modern generation, which is known for its high velocity and impulsive approach, has made a tremendous impact on the culture and attitudes of the corporate world.Young MBAs like hard work, and are making a mark for themselves and creating their own niche within the company. Vivacious MBAs are paving ways for a stress free and peaceful work environment. The high speed Internet has broken barriers of place and time. This is one of the biggest advantages for modern MBAs over the earlier generations. Amidst booming technology, they are at ease with its operations and utilization.
Ability to Brave Challenges
One of the biggest challenges in any business is to make customers pay for innovation. It's amazing to see the new generation growing and storming into workplace with panache. Now young MBAs have realized that there is a gap in the market in terms of creative ideas and have dared to change the rules of business. Young executives should treat work like a favorite game and not be bogged down in the event of failure. They must thrive on challenge and develop the ability to brave them.
Speedy Career Growth
Another astonishing feature of modern MBAs is the high expectations from their employers as well as themselves. They would like to have a pay rise within the next six months, fringe benefits, smart pay packets, respectable position; all these within a few years. Needless to say, today's young MBAs are more open to the idea of working hard and climbing up the career ladder quickly which is quite a refreshing change.
No Shortcuts, only Commitment
Youngsters are showing more enthusiasm for hard pursuits and are more capable of grabbing the attention of global markets. The same trend was likely to continue in future. Many young MBAs believe that there are no back doors and short cuts for success. The only way to succeed is through sincerity and commitment towards work. For a new entrant in any organization, the bigger challenge is from where to start the work. Hence the youth must develop only a professional relationship with peers to understand the work culture and respect seniors. Straightforwardness and transparency are a must. Nothing is impossible for honest and committed people.
Challenges for Young Executives
Team Building
The team building exercise is a difficult task for young MBAs. The first and foremost duty of a new breed executive is to build a dynamic team. These days cost-cutting is very important. So study every minute aspect of business closely before assuming the big role. Step out of comfort zones and try to do innovative things.eam management becomes tough and tricky at times for young CEOs the biggest challenge for young managers is to command respect from the team. Perhaps, age acts as a barrier for someone young occupying a high position.
Problem with Age
Age is the biggest hurdle for young executives as people don't take them seriously. Young honchos concede that the tough task is to get respect from people. Recognition comes automatically with gray hair. But young managers can get recognition slowly with their commitment towards work and performance. Owing to their young age, peers treat them as a friend, but not superior. But this doesn't mean that they should crack the whip.
Right Delegation of Work
The present generation doesn't feel guilty in committing intellectual mistakes and learn new lessons from them. They like to delegate work and follow the principle of win-win. The new age leaders have a rare sense of humility and level-headedness. There is no sense of pride. Due to heavy workload, delegation of work to subordinates is right because they too get to explore new challenges and growth in profile. executives don many roles and wear different caps before expecting a big position. They have to watch every aspect of business closely and delegate some work to lower cadre employees. But delegation is a vital element which decides the fate and future of organizations. Young managers must know how to figure out the vacuum and weakness of firm and fill the gaps with effective delegation of work to the right candidates.
Team Motivation
Team motivation is a difficult task. Young executives must view each day anew and infuse the right spirit in the employees. They should spend a lot of time in setting up the perfect organizational structure and an effective system. Stand every day with a winning spirit and behave in a professional manner. Nothing can stop people if they are honest and good to others. Young leaders should not feel that their age is an obstacle in the way of a successful career. Just win people's trust and reap the benefits. Invest more time for team members and infuse zeal in them. Make people happy at the end of the day and share their feelings. Consider employees the biggest asset and focus upon them in front of customers.
The premier quality of an effective manager is the ability to laugh even at failure and develop the art of troubleshooting in the company. This spirit pumps new energies and strengths. Be a keen learner and do new things in life.

Final Words of Wisdom about MBAs

Whatever you do, don’t jump into an MBA program without doing all the necessary research and introspection. And once you have made the firm decision to attend a graduate business program.
Conclusion
The usefulness of management education has been hard to measure. Employers know that the knowledge and insight of MBAs can change the bottom-line benefits of an organization. Companies select exuberant MBA graduates with high managerial competencies to meet tough challenges in employment Young MBAs bring a high-level of commitment and show enthusiasm at the workplace. In many instances, MBAs have proved that they are capable of solving sensitive issues with very little fuss. Quest for excellence has motivated many people to take up the MBA program all over the world. At present, various institutions throughout the world are offering MBA programs in different modes such as direct, distance and flexible learning. MBA aspirants with strong basic managerial skills and practical exposure will eventually hoist the victory flag.
 Corporate entities confess that fresh MBAs bring fresh energies, new corporate culture and creative inputs to the workplace. Their inherent willingness to learn and adaptability to change portends untold value in pushing business forward. Usually, in the earlier days of employment, youngsters are free from all family crises and tensions. They don't bring any emotional baggage to the work place and are extremely malleable. So recruiters can easily groom their potential for effective leadership. Bright MBAs herald a high caliber and contemporary managerial skills. Hence to tap the latest knowledge in specific domains, corporate firms try to reap the benefits of acquiring key talents and skills. Young MBAs come out from academia with freshness and original thoughts to prove their mettle towards the success of the organization. In turn, the corporate entities also enjoy the enthusiasm, energy and motivation levels of fresh management graduate



Collected work by JUSTIN JOSEPH

















Wednesday, 15 June 2016

MBA - 2016 M.G.University Third Sem Syllabus

THIRD SEMESTER - 2016

Course
No

Title

Internal
Evaluation
Marks

External
Evaluation
Marks

Total
Marks

CC18
International Business
40

60
100
CC19

Business Ethics & Corporate
Governance

40

60
100
EC1
ELECTIVE
40

60
100
EC2
ELECTIVE
40

60
100
EC3
ELECTIVE
40

60
100
EC4
ELECTIVE
40

60
100
EC5
ELECTIVE
40
60
100
EC6
ELECTIVE
40
60
100

CC20
OS
40
60
100

TOTAL
360
540
900


CC18- INTERNATIONAL BUSINESS
Module I
Introduction to International Business – Nature & Dimension of International business –
Environment of International Business – Economical, Political, Demographical, Global,
Social, Cultural, Technological, Legal – Entry strategies for International Business.
Module II
Process of Globalization – Globalizations of Indian Business – WTO, Regional block –
International commodity agreement – Global Trade – Global Supply Chain and Logistics
Management – Investment Environment.
Module III
International Economic Institutions – IMF, World Bank, UNCTD, UNIDO – Asian
Development Bank, - International Trade centre – Foreign Exchange Market Mechanism – Determinants of Exchange rate.
Module IV
Export and Import Procedure – Licensing & Joint ventures - International Investment –
FDI – Production linkages, Foreign – Investment in India, Cross Border – Forex reserve
– Over view of Currency Exchange and Risk Management.

Module V
Social responsibility of business,.Country Evaluation & Selection – International Asset
Protection, Foreign Trade Policy, Social issues in International Business, Labour issues,
Environmental issues .

References
1. Dr.Francis CherruniIam, International Business Environment, Himalaya Publishing
2. Shyam Shukla, International Business, Excel Book, New Delhi
3. Rakesh Mohan Joshi, International Business, Oxford University Press, New Delhi.

CC19- BUSINESS ETHICS & CORPORATE GOVERNANCE
Module I
Introduction – Ethics and morality, Ethics and law, Ethics and ethos, Business Ethics,
Concepts, Importance and benefits, Ethical theories, Values and its relevance in
Management, Values for Managers, Ethics in Business and Indian Value system, Various approaches to ethics-Indian examples.
Module II
Ethical Corporate Behavior, its Development, Ethical leadership with examples, Ethical
Decision Making, Work ethics: nature and scope, Ethical issues at workplace, Ethics and cultural issues, Environmental Ethics, Ethical dilemma, ethical displacement.
Module III
Ethics in Functional Areas: Operations, Marketing, Finance, HR & I. Technology, Recent challenges in ethics, Ethics in different countries.
Module IV
Corporate Governance, Corporate Governance initiatives in India and abroad. Corporate Governance failures with examples, General ethical issues and the court verdicts in the domain of business ethics, obligation to stakeholders.
Module V
CSR and its significance in Business, social audit – Ethical Issues-Corruption, - whistle
blowing-competition-privacy-trade secrets, IP rights, Harassment & Discrimination.

References
1. Manisha Paliwal,. Business Ethics Newage International press. New Delhi.
2. Patyrick J. A. & Quinn J. F. Management Ethics, Response Publishing, New Delhi.
3. Sherlekar, Ethics in Management, Himalaya Publishing, New Delhi.

MM 01 - AGRI BUSINESS AND RURAL MARKETING
Module 1: Agricultural Marketing: Nature and Scope, Objectives of Agriculture
Marketing, Challenges in Agricultural Marketing, Marketing of
Agricultural Inputs – Features – Seeds - Fertilizers – Pesticides – Tractors - Challenges and Opportunities. An Overview of Indian Agro-chemical Market. Marketing of Agricultural Products – Definition and Scope - Features of Agricultural Products, Classification of Agricultural Markets - Methods of Sale - Channels of Distribution.
Module II: Introduction to Rural Marketing: Definition and Scope of Rural
Marketing, Components of Rural Markets, Classification of Rural Markets, Rural vs. Urban Markets. Population, Occupation Pattern, Income Generation, Location of Rural Population, Expenditure Pattern, Literacy Level, Land Distribution, Land Use Pattern, Irrigation, Rural Development Programs, Infrastructure Facilities, Rural Credit Institutions, Rural Retail Outlets.
Module III: Rural Marketing Mix Strategies: Rural Product Strategies and Brand
Management –Rural Pricing Strategies – Rural Distribution Strategies – Rural Promotional Strategies, Challenges in Rural Communication,
Target Audience.
Module IV: Rural Media- Mass Media, Non-Conventional Media, Personalized Media, Importance of the two-step flow of Communication, Media Typology, Media Model, Media Innovation, Influence of Consumer Behaviour on Communication.
Module V: The Future of Rural Marketing: Focused Marketing Strategies, Market Research, Consumer Finance, Rural Vertical, Retail and IT Models, Public-Private Partnership, E-Rural Marketing, Role of Government and NGOs in Rural Marketing.

References:
1. Badi & Badi Rural Marketing, Himalaya Publishing New Delhi.
2. Mamoria, C.B., Badri Vishal Agriculture problems in India, McGraw Hill, New Delhi.
3. Arora, R.C. Integrated Rural Development, McGraw Hill, New Delhi.

MM 02 - BUSINESS TO BUSINESS MARKETING
Module 1: Introduction to Business Marketing: Meaning and Scope, Differences between Industrial and Consumer Goods – Types of Organizational Customers - Demand for Industrial Goods - Business Market Segmentation, Targeting and Positioning - Role of CRM.
Module II: Organizational Buying: Factors Influencing Organizational Buying - Models of Buyer Behavior - Buying Centre Roles - Organizational Buying Process Stages – Buy Classes - Organizational Buying Practices - Enquiries and Tenders - Supplier Evaluation - Buyer Seller Relationship.
Module III: Role of Marketing in Product Development Process - Managing Industrial
Product Lines - Managing Across Product Life Cycle – Product Revitalization/Elimination Decisions – Characteristics of Pricing in B to B Market- Factors influencing Pricing - Pricing Methods and Strategies – Leasing.
Module IV: Industrial Channels of Distribution: Types of Distribution Systems - Choice of Channel Systems - Channel Partners - Managing Channel Conflicts - Distribution Logistics - Personal Selling - Sales Force Management - Post Sales Service - Customer Satisfaction and Evaluation.
Module V: Industrial Goods Promotion - Branding of Industrial Products – Creating Corporate Image - Industrial Advertising - Role of Internet in Business Market - Industrial Marketing Control.


References
1. Vitale & Giglierano, Business to Business Marketing Thomson South-Western
2. U C Mathur, Business to Business Marketing, New Age International Publishers
3. Robert R Reeder, Edward G. et al, Industrial Marketing, Prentice Hall of India

MM 03 - CONSUMER BEHAVIOUR

Module 1: Introduction to Consumer Behaviour: Nature and Importance of Consumer Behaviour, Application of Consumer Behaviour in Marketing - Factors influencing Consumer Behaviour - Consumer Research Process - Models of CB - Nicosia, Howard & Sheth, Engel-Kollat Blackwell Models - Levels of Consumer Decision Making - EPS,LPS,RRB.
Module II: Individual Determinants of Consumer Behaviour: Motivation: Needs/Motives & Goals, Dynamic Nature of Motivation, Arousal of Motives. Personality: Nature, Theories, Self concept, Psychographic and Life Style - Perception: Process, Consumer Imagery, Perceived Risk Learning: Principles, Theories - Attitude: Structural Model of Attitude, Attitude formation & Change.
Module III: Group Determinants of CB: Reference Group Influence: Types of Consumer Relevant Groups, Factors affecting Group Influence,
Application of Reference Group Concept - Family: Functions of Family, Family Decision Making, Family Life Cycle - Opinion Leadership and Personal Influence - Diffusion of Innovation: Adoption process, Diffusion process.
Module IV: Environmental Influences on CB: Social Class, Life Style Profile of Social
Class Application to CB, Social Class Mobility - Culture: Meaning, Characteristics, Factors affecting Culture, Role of Customs, Values and Beliefs in Consumer Behaviour, Sub-culture: Meaning, Sub-culture Division and Consumption Pattern in India, Types of Sub-cultures, Crosscultural Consumer Analysis: Similarities and Differences among People, Cross-cultural Marketing Problems in India, Strategies to Overcome Cross-cultural Problems.
Module V: Organisation and Consumers: Factors Influencing Organisational Buying Behaviour – Consumer and Marketer - Marketing Communication and Persuasion, Developing Persuasive Communication – Market Regulation – Customer Dissatisfactions – Consumer Protection Act.

References
1. David L. Loudon and Albert J Della Bitta, Consumer Behaviour, Tata McGraw Hill.
2. Leon G.Schiffman and Leslie Lasar Kanuk, Consumer Behaviour, Pearson Education, India.

MM 04 - DIGITAL MARKETING
.
Module 1: Principles and Drivers of New Marketing Environment - Digital Media
Industry - Reaching Audience Through Digital Channels- Traditional and Digital Marketing - Introduction to Online Marketing Environment - Dotcom Evolution - Internet Relationships - Business in Modern Economy - Integrating E-Business to an Existing Business Model – Online Marketing Mix - Mobile Marketing - Digital Signage.
Module II: Purchase Behavior of Consumers in Digital Marketing Format - Online
Customer Expectations - Online B2C Buying Process - Online B2B Buying Behavior -Website Designing - Website Content - Forms of Search Engines – Working of Search Engines - Revenue Models in Search Engine Positioning – SEO - Display Advertising - Trends.
Module III: Product Attributes and Web Marketing Implications - Augmented Product
Concept - Customizing the Offering - Dimensions of Branding Online - Internet Pricing Influences - Price and Customer Value - Online Pricing Strategies and Tactics – Time-based Online Pricing - Personalized Pricing - Bundle Pricing.
Module IV: Internet Enabled Retailing - Turning Experience Goods into Search Goods
-Personalization through Mass Customization - Choice Assistance - Personalized Messaging - Selling through Online Intermediaries – Direct to Customer Interaction - Online Channel Design for B2C and B2B Marketing.
Module V: Integrating Online Communication into IMC Process - Online Advertising
– Email Marketing - Viral Marketing - Affiliate Marketing – Participatory Communication Networks - Social Media Communities – Consumer Engagement - Co-Created Content Management-Interactive Digital Networks - Customer – Led Marketing Campaigns- Legal and Ethical aspects related to Digital Marketing.
References:
1. Smith P R Chaffey Dave, E-Marketing Excellence: The Heart of E-Business,
Butterworth Heinemann, USA
2. Strauss Judy, E-Marketing, Prentice
MM 05 - INTEGRATED MARKETING COMMUNICATION
Module 1: Introduction to Integrated Marketing Communication (IMC) - IMC as an
Integral Part of Marketing – Buying Decision Process – Communication Response Hierarchy – Setting Communication Objectives: DAGMAR Approach -Budgeting for Marketing Communication.
Module II: Fundamentals of Advertising Campaigns - Brand Positioning through Advertising- Planning Process - The Creative Brief - Creating an Appeal - Strategic Approaches: Generic Approach – USP - Brand Image – Positioning - Public Service Advertising - Celebrity Endorsement - Elements of Print Advertisement - Scriptwriting for Radio and Television - Legal and Ethical aspects of Advertising- Kids Advertising.
Module III: Advertising Agencies – Roles – Types - In House Agencies - Direct
Response Agencies - Sales Promotion Agencies - PR Firms – Interactive Agencies –Advertising Agency Structure - Client Agency Relationship - Agency Selection - Agency Compensation.
Module IV: Promotion Tools: Sales Promotion - Trade Oriented Sales Promotion - Direct Marketing – PR – Publicity – Sponsorships – Merchandising – Van Promotions -Mobile Advertising – Word-of-Mouth -Village Fairs – Trade Shows - Exhibitions and Event Management – OOH - Transit Advertising - Personal Selling - World Wide Web Communications - Strategies for combining Advertisements and Promotional Tools for IMC.
Module V: Online Marketing Communication Process - Setting Online Communication Objectives - Online Advertising - Online Sales Promotion - Online PR - Direct Marketing through Internet. - Impact of Consumer Generated Communication - Virtual Community Influence on IMC.

References:
1. George E Belch & Michel E Belch, Advertising & Promotion and Integrating Marketing Communication Perspective Tata McGraw Hill.
2. Clow, Baach, Integrated Advertising Promotion and Marketing Communication, Pearson Education. India.

MM 06 - MARKETING RESEARCH
Module 1: Introduction, Definition, Need, Relevance and Scope of Marketing
Research, Types of Research - Qualitative and Quantitative Research, Steps in Research Proposal, Limitations – Cost & Time Constraints, Industrial Versus Consumer Marketing Research, Ethical Issues in Marketing Research. Marketing Research Organizations in India, Role of Information in Marketing Research, Use of Internet in Marketing Research.
Module II: Marketing Research Process, Research Problem Identification, Research
Objectives, Literature Review, Identification of Variables, Hypothesis Formulation, Research Design.
Module III: Sources of Data, Population and Sampling Frame, Sampling Concepts and
Methods, Units of Study, Measurement Scales, Methods of Data Collection, Data Collection Tools, Questionnaire Design, Interview Techniques, Survey Methods.
Module IV: Coding and Tabulation of Data, Data Presentation, Data Analysis
Techniques, Hypothesis Testing, Application of Software Packages for Data Analysis, Report Writing and Report Presentation: Steps in Report Writing, Documentation and Referencing, Interpretation of MR Reports. Case Studies in Marketing Research.
Module V: Applications of Marketing Research in Business: Market Segmentation
Studies, Market Potential Studies, New Product Research, Brand Positioning Research, Brand Perception Research, Brand Equity Research, Advertising Research, Consumer Behaviour Research, Pricing Research, Distribution Effectiveness Studies, Effectiveness of Promotions, Customer Satisfaction and Perception Studies.
References
1. G.C.Beri, Market Research, Pearson Education, New Delhi.
2. Naresh K. Malhotra, Marketing Research: An Applied Orientation, TMH, New
Delhi.
4. Cooper & Schindler, Marketing Research, Concept & Cases. Tata McG



HRM
HRM 01 - COMPENSATION MANAGEMENT
Module I Compensation: Concept, factors, Base and Supplementary Compensation, Wage and Salary, Wage Components - minimum wage, Fair wage, living wage, Wage Policy in India, Wage differentials, Wage Theories- Market Theories, Human Capital Theories, Bargaining Theories – Social Theories. Economic and Behavioural theories.
Module II Job Evaluation-nature and importance- methods, Computer aided job evaluation, Internal and external equity- Pay surveys.
Module III Pay structure-Types, Broad Banding, Performance Linked Compensation -
Types of Incentives , Bonus, Profit sharing ,Gain Sharing , stock options, Benefits and allowances-types, Executive and shop floor level rewards, Compensating Expatriates and knowledge workers.

Module IV Legal framework of Wage determination Welfare Legislations, Tax
Planning, Down sizing, VRS, gratuity, commutation, pension plans, Machinery for wage fixation – Wage Boards – Pay Commissions – Statutory Wage Fixation.
Module V Total Reward System, Components of pay, Pay structure for startup organisations Pay restructuring in Mergers and Acquisitions, alliances and turnarounds, Board room pay, Compensation management in public, private and emerging sectors, Emerging Issues in Compensation management-Future trends.
References:
1. Michael A. Armstrong and Helen Murlis, Reward Management: A Handbook of
Remuneration Strategy and Practice , London Kogan Page.
2. B D Singh, Compensation and Reward Management Excel Books. New Delhi.
3. Henderson, Compensation Management in a Knowledge Based World New
Pearson Education, New Delhi.
4. Bhattacharya, Compensation Management, Oxford Press.
5. Milkowich, Newman, Compensation, Tata Mcgraw Hill, New Delhi.
HRM 02 - COUNSELLING SKILLS FOR MANAGERS
Module I Introduction: Meaning, Functions and Type of Counselling, Goals of Counseling Emergence and Growth of Counseling Services; Approaches to counseling; Counseling Skills, Verbal & Non- Verbal communication, Listening Barriers, Counselor Qualities.
Module II Counseling process - Beginning, Developing and terminating a counseling relationship and follow up. Counseling Procedures, The Counseling Environment, Intake, Referral procedures, Guidelines for effective counseling.
Module III Counselor’s Attitude and Skills of Counseling; Counselors – Client Relationship, Understanding Client’s Behavior. Assessing Clients problems. Counseling Therapies- Insight Oriented Therapy. Behavior Therapy.
Module IV Selecting Counseling Strategies and Interventions – Changing Behaviour through Counseling In the Educational Settings, Special Areas in Counseling, Handling Situations of Strikes, Disputes Through Counseling.
Module V Special problems in counseling: Need of Counseling Cell in the Organization. Application of Counseling to Organizational situations with a focus on Performance counseling. Organizational Application of Counseling Skills in Change management, Downsizing, Mentoring and Team Management / Conflict Resolution.
References
1. S Narayan Rao, Counseling& guidance, Tata Mcgraw Hill, New Delhi.
2. Jeffrey A Kotter, Counseling theories and practices, Cengage Publishing, New
Delhi.
3. Robert C Carson, Abnormal psychology, Tata Mcgraw Hill, New Delhi.

HRM 03- HUMAN RESOURCE PLANNING
Module I Human Resource Planning ; Concept and Objectives - HRP at Micro and Macro levels ; HRP and Business plans - Different Approaches – Human Resource Planning Process; Demand and Supply Forecasting ; Different tools and techniques ; Labor wastage – Absenteeism and labor turn over .
Module II Job Analysis; Job Descriptions, Job Specification - Human Resource Inventory - Career Management; Career Planning, Career Paths, Career Anchors, Career Development.
Module III Recruitment: Recruitment Policy, Approaches, Sources of Recruitment,
Advertisements, Web Recruitment, The Employment Exchange (Compulsory Notification of Vacancies) Act, 1959. Selection: Concept and Process of Selection; Application blank, Weighted Application Blank, Resume, Resume Scanning Psychological Tests – definition ,Purpose, Characteristics and Developing Psychological Tests, Different Types of Tests – Attitude, Aptitude, Traits, Interpreting
Test Results, Reliability and Validity.
Module IV Selection, Interviewing ; Purpose; Types of Interviews ; Interview Techniques; Interviewing skills ; Advantages and Limitations of Interviews; Do’s and don’ts of selection Interviewing, Medical Checkups, Reference and back ground check, Choice of selection methods, assessment Centers, Reliability and validity of selection tools.
Module V Employment offers; service conditions, contract of employment, Psychological contract - Induction. Importance, Socializing the new employee, Different types of Socialization. Placement, Probation and Confirmation, Promotion and Transfer; Policies and Procedures, Retraining, Out placements, HR out Sourcing.
Reference
1. Gary Desler ,Human resource management , PHI.
2. D K Bhattacharya, Human Resource Planning –Excel Books.
3. Anne Anastasi,Susan urbina ,Psychological testing , PHI
4. Michael Armstrong ,Ann Cummins ,Sue Hastings, Willie Wood, Job Evaluation
;A guide to achieving equal pay, Kogan page, New Delhi.

HRM 04 - INDUSTRIAL RELATIONS
Module I Evolution Of Industrial Relations: Introduction-definition-nature-evolution of industrial relations-Evolution of IR in India-origin and development of IR-context and environment of IR.-concept and organization: aspects of IR-Three actors and their roles in IR: Approaches to IR-HR Relations approach-Gandhian approach-Marxian approach and Dunlop’s Systems approach. Social security and welfare legislations-concepts of social security-social security measures in India.
Module II The state and IR policies-evolution of IR policies-National Commission on Labour & IR policy(1969)-Grievance procedure-discipline- Labour courts-Collective bargaining: concept and development-future of IR in India. Industrial unrest in India-Industrial Disputes Act 1947-objects of the Act-Important definitions: Authorities under the Act-reference of disputessettlement- strike and lock-outs-Lay off-retrenchment-unfair labour practices-standing orders-service rules-misconduct-principles of natural justice-domestic enquiry-remedial counseling.
Module III Trade Unions; concept and objectives-Indian Trade Unions Act 1926- participative management-forms and levels of participation-Process of negotiation-prerequisites of a collective bargaining-employee empowerment. Tripartite and bipartite bodies-Joint management council- Conciliation machinery: -mediation-arbitration-adjudication.
Module IV Evolutions of Labour legislation in India- Social security and welfare legislations. Concept of social security: ILO and social security-social security measures in India; Workmen’s Compensation Act-1923, Employees State Insurance Act 1948, Employees Provident Fund and (Miscellaneous Provisions) Act 1952 Maternity benefit Act 1961, Payment of Gratuity Act 1972, Payment Bonus Act 1965.
Module V Welfare legislations: The Factories Act 1948-Plantation Labour Act 1951-
Contract Labour (Regulations and Abolitions Act-1970,Kerala Shops and Commercial Establishment Act 1960, Kerala Labour welfare fund Act 1975. Latest rules regarding Industrial relations in IT and ITEs industries. Functions of Labour department in Kerala officers under the Department and their duties and responsibilities.
References
1. C B Marmoria, Dynamics of Industrial Relations in India, Vikas Publishing, New
Delhi.
2. P C Tripathi, Personnel management and Industrial Relations, S Chand, New
Delhi.
3. P Subba Rao, Human Resources Management & I R, S Chand, New Delhi.

HRM 05- MANAGING OF INTERPERSONAL AND GROUP
PROCESS
Module I Intrapersonal process- Understanding human behaviour, Self concept, Perception, Attention, Distraction, Attitude, Occupational stress, Spill over and coping, Impression management.
Module II Memory process and types- Intelligence, Intelligence quotient – Emotions; Emotional intelligence, Emotional quotient.
Module III Interpersonal process – Transactional analysis & Johari window helping process, Practical applications, Interpersonal Communication and feedback, Interpersonal styles.
Module IV Group and intergroup process- Group formation and group process, Group Dynamics, Group cohesiveness – Team development and team functioning, Conflict collaboration and competition, Sensitivity training.
Module V Organizational process- An overview of major concepts on emerging trends-power, politics, authority, Integration and control, Organizational climate and culture, Organizational effectiveness.
Reference
1. VSP Rao, Organizational Behaviour: Excel Books.
2. Stephen.P.Robbins, Organizational Behaviour: Prentice Hall.
3. P.G. Aquinas, Organizational Behaviour: Concepts, Realities, Applications and
Challenges, Excel Books.
4. Clifford T Morgan, Richard A King, John R Weiz, John Schopler, Introduction
to Psychology; Tata McGraw Hill.

HRM 06 - MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT
Module I Organizational Change: Meaning- Necessity for Change- Classification of change-factors affecting change-Model of Organizational change- Kurt Lewin Three Stage Model and Force Field Analysis- Systems theory, 7 Stage models, Burke-Litwin model, Porras and Robbortson. Change Agent-Role and Skills of a change Agent.HR Role as change agent, Resistance to Change and minimizing the resistance: Impact of change on Human Resources Planning; quality consciousness as an emerging catalyst for change.
Module II Organizational development –Concept and evolution-nature and characteristics- First order and second order Change -Foundations of Organizational Development: Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model, Parralel learning structures- Process of organizational development -
Org.Diganosis .
Module III Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting, coaching and mentoring, role focused interventions. HRM Interventions- Performance Management & HRD.
Module IV Structural Interventions -Restructuring organization, BPR Vs TQM, employee involvement, work design. Strategic Interventions – Organisation and environment relationships, competitive and collaborative strategies, organization transformational strategies.
Module V Contemporary issues and applications – Organizational development in global context, organizational development in service sector, OD Practioners – role, competencies requirement, professional ethics and value and experiences; Trends in OD.
References
1. Cummings, Thomas G. and Christopher G. Worley, Organisation
Development and Change,Thomson Learning.
2. W Warner Bruke, Organizational Change:Theory and Practice,Sage
3. Ramnarayan S., T.V. Rao and Kuldeep Singh, Organisation Development Interventions and Strategies, response Books, New Delhi.
4. French, Wendell L. and Lecil H. Bell, Organisation Development, PHI, New
Delhi



FINANCE

FM 01 - BANK MANAGEMENT
Module 1 Evolution of Commercial Banks-Banking System-Structure of Commercial Bank-RBI Role & functions- Method of Credit Control-- Banking Regulation ACT –Recent trends in Indian Banking Sector.
Module II Functions of Commercial Banks- Agency Services –General utility services-Credit Creation- Banker–Customer Relationship-Bankers as a trustee & an Agent-Appropriation of Payment- Right of Lien &Set off– Garnishee Order-Law of Limitation.
Module III Banking Technology; Electronic Banking-Core Banking –Distribution Channels- Remittance Facilities &Clearing System-Online Banking- Electronic Fund Transfer System- RTGS, SWIFT.
Module IV Evaluating Banking Performance –ROE Model- CAMEL Rating-GAAP
Probability Analysis- Balance Score Card-Asset Liability Management- NPA- BASEL Norms.
Module V International Banking- Types-Offshore Banking- Bank for International
Settlement (BIS)-London Inter Bank Offered Rate (LIBOR) –Bank Accounts- NOSTRO,VOSTRO,LORO, Indian Rupee & Foreign Currency Accounts- EXIM Bank – Facilities to Exporters & Importers.
References:
1. IIB& F, Central Bank Management, McMillan Publishers.
2. Institute of Banking & Finance, Principles and Practice of Banking, McMillan
publishers, New Delhi.
3. Muraleedharan D, Modern Banking-Theory and Practice’, PHI Learning Pvt. Ltd.
4. Shekhar K C & Lekshmy Shekar, Banking Theory and Practice,, Vikas
Publication House, New Delhi.

FM 02- FINANCIAL DERIVATIVES AND RISK MANAGEMENT
Module 1 Sources and Types of business risk –Implications of business risk-risk
perception of individuals and institutions-Alternatives for managing financial risk –diversification –reinsurance –contingency contracts- Derivatives in the Indian Context – Trading infrastructure.
Module II Risk Management using derivatives- Forwards and Futures –Commodity
Futures- Financial Derivatives- Stock Futures and Index Futures – Interest Rate Futures – Currency Futures –Designing Futures Contracts – Hedging Positions in Futures.
40
Module III Stock options – Basic Properties of Options –Stock and Index Options
Valuation–Sensitivity of Option Prices - Binomial Option Pricing – Black and Scholes Option Pricing using Black and Scholes Formula-Trading strategies using options –Hedging Positions in Options - Synthetic options
and portfolio insurance.
Module IV Interest rate swaps; forward rate agreements and interest rate futures.
Module V Accounting and Administration of Derivatives - Regulation of derivatives activity.
References:
1. John C Hull “Fundamentals of Futures and Options Markets,” Pearson,
seventh edition.
2. Elton Edwin J and Gruber Martin J, Modern Portfolio Theory and Investment
Analysis, John Wiley & Sons,
3. Russel Fuller , Modern Investments and Security Analysis, McGraw Hill.

FM 03- INSURANCE SERVICES
Module 1 Concept of risk- risk identification and evaluation- risk management techniques- risk avoidance- loss control- risk retention-risk transfer, the nature of insurance- principle of insurance contract- requirements of an insurance contract.
Module II Life, health and income insurance - types of life insurance- life insurance contract provisions- loss of health – health insurance policiesdisability income insurance- annuity scheme- pension schemesstructure and characteristics.
Module III Property and liability loss exposure – types of loss exposure- direct and indirect losses- liability damages- civil and criminal law provisions.
Module IV Accounts of insurance companies- Valuation balance sheet-
Insurance claims- Fire- consequential loss (fire).
Module V Market structure of insurance services- functions of insurersreinsurance
– types of insures- channels of distribution of insurance services- regulation of insurance services-IRDA – Role, duties and powers- liberalisation of insurance services in India.
References:
1. George E. Rejda, Principles of Risk Management and Insurance, Pearson Education.
2. Harold D Skipper, W. Jean Kwon- Risk Management and Insurance- Perspectives
in a Global Economy, Blackwell Publishing.
3. M N Mishra, S B Mishra- Insurance Principles and Practice- S Chand.
Publishing, New Delhi.
.
FM 04- INTERNATIONAL FINANCIAL MANAGEMENT
Module 1 Introduction – Significance of Foreign Exchange Rate- Growing importance of International Finance – Introduction to foreign exchange markets – Exchange rate determinants – Supply and Demand Factors.
Module II International Financial System - Exchange rate systems in the world – Role of IMF and World Bank – Impact of regional economic integrations– Global integration of economic systems and exchange rate issues relating to Developing countries.
Module III International Financial Markets- Major international financial markets –
Euro banking and Euro currency market – American and Japanese capital markets.
Module IV International Financing- Modes of International equity financing –
Depository receipts – Issue Mechanisms – International credit instruments – Euro bonds and Notes – International credit syndication mechanism – Recent developments in the Euro Market – Risk factors in International finance.
Module V International Investing-Capital budgeting for international investment – FDI – International portfolio investing – Opportunities and challenges.
References:
1. Levi Maurice D, International Finance, McGraw Hill, India.
2. Apte P.G., International Financial Management, Tata McGraw Hill, New Delhi.
3. Pilbeam Keith, International Finance, McMillan Press, India.
4. Madura Jeff , International Financial Management, Thompson, India

FM 05- MANAGEMENT OF FINANCIAL SERVICES
Module 1 Overview of Financial services sector – Characteristics of Financial services – role of financial services sector in the Economy – Institutional Framework of Indian financial system- Role and Functions of NBFCs, RBI guidelines on NBFCs.
Module II Merchant banking: functions of merchant bankers – SEBI guidelines on merchant bankers. Leasing-Types: Hire purchase.
Module III Factoring: concept, mechanism, types of factoring, benefits and functions of factoring – factoring Vs Forfeiting, Factoring Vs Bills Discounting – Factoring; International and Indian scenario. Depositories – mechanism and functions – credit cards and retail financing.
Module IV Mutual funds: concept – functions – types of funds – constitution of mutual funds – SEBI regulation of AMCs – Evaluating mutual fund performance. Asset securitisation.
Module V Credit rating: features and advantages – credit rating process. Venture capital: meaning – origin and growth of venture capital – stages of venture capital financing – venture capital industry in
India.
References:
1. Shanmugham R, Financial Services, Wiley India Pvt. Ltd., New Delhi, 2010.
2. Khan M.Y., Financial Service, Tata McGraw Hill Publication Limited, New
Delhi.
3. Bhole L.M and Jitendra Mahakud,, Financial Institutions and Markets: Structure,
Growth and Innovations, Tata McGraw Hill Publication Limited, New Delhi.
4. Dr. Roshna Varghese & Dr. K. Sreeranganadhan, Corporate Disclosure by Indian
Companies, Serals Publications, New Delhi.

FM 06- MANAGEMENT ACCOUNTING AND COTROL SYSTEMS
Module 1 Relationship between Strategy and Management Accounting – Role of cost and management accounting in strategy formulation and performance measurement –Management accounting and strategic cost management: Indian perspective – Application of new management accounting techniques in the current business environment –Techniques for profit improvement and cost reduction.
Module II Activity Based Costing – Implementing ABC – Activity Based Budgeting – Customer Profitability Analysis.
Module III Target Costing –JIT –– Quality Costing - Life Cycle costing –Total Cost Maturity Model of Confederation of Indian Industry for improving cost competiveness of Indian industry.
Module IV Pricing Strategies - Product pricing and Transfer Pricing – Methods of Transfer pricing -Value Chain Analysis.
Module V Performance Measurement Systems – The Balanced Score Card – Key Performance Indices and Critical Success Factors.

References:
1. Robert Anthony and Vijay Govindarajan, Management Control System, Tata
McGraw Hill Publishing. India
2. Norman .B Macintosh,Paolo Quattrone, Management Accounting and Control Systems, John Wiley and Sons, New Delhi.
3. John K Shank & Vijay Govidarajan, Strategic Cost Management - The new Tool for Competitive Advantage, Free Press
4. Robert S Kaplan and David P Norton, “Balance Score Card – Translating Strategy into Action”, Harvard Business Press, New Delhi.