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CO URS E CURRICUL UM & RE GUL AT IO NS GO VE RNIN G MAS T E R O F B US INE SS ADMINIS T RAT IO N (MB A) DE GRE E CO URS E W.E .F 2011
REGULATIONS 1. C o u r s e T ! " e The course shall be called Master of Business Administration D e g r e e C o u r s e . T h e d u r a t i o n o f t h e c o u r s e i s t w o ye a r s c o n s i s t i n g o f f o u r s e m e s t e r s ; t w o s e m e s t e r s i n e a c h ye a r . A c a n d i d a t e j o i n i n g the course shall ursue rescribed courses of studies. 2. E " # $ " ! % & o r A ' ( s s o ) Any graduate or ostgraduate in arts! science! commerce! business manage ment! allied sciences! engineering and technology! medical sciences of this "ni#ersity or from any other uni#ersity considered e$ui#alent thereto shall be eligible for admission to the course. %urther the a licant shall ha#e a minimum of &'( in the $ualifying e)amination. A rela)ation of &( is a#ailable for *C+*T , Cat-. candidates. *election of candidates to the course shall be done as er rules of the "ni#ersity and /o#ernment of 0arnata1a. *. Course Co)!e)! +)' I)s!ru,! o) + ) C o u r s e , o ) ! e ) ! - T h e c o u r s e c o m r i s e s o f s u b j e c t s o f s t u d y! internshi ! roject wor1 and field wor1 as rescribed. 2edagogy includes lectures! case studies! grou discussions! $ui33es! seminars! com uter racticals! summer internshi ! factory #isits etc. $) Su((er I)!er)s. /- After the second semester e)amination students shall underta1e team based summer internshi and re are a re ort under the guidance of a faculty me mber. The re ort shall be submitted before the commencement of the third semester failing which the student shall not be ermitted to join the third semester. ,) F )+" 0ro1e,!- During the third and fourth semesters each student shall underta1e roject wor1 and re are roject re o rt strictly in accordance with the guidelines in their electi#e area under the s u e r # i s i o n o f a f a c u l t y. T h e s t u d e n t s a r e r e $ u i r e d t o m a i n t a i n a roject wor1 dairy to be submitted for e#aluation. The roject re ort must be submitted before the commence ment of the fourth semester e)amination! failing which the student shall not be ermitted to a ear for the e)amination. 2. A!!e)'+),e +)' Co)'u,! The Course is a full time course and students S3ALL NOT ta1e u any em loyment+c ourse! art time or full time during their study. *tudents found #iolating this rule shall be remo#ed from the course. Minimum attendance of 4&( of actual wor1ing hours is re$uired in each a er. A student who does not satisfy the re$uirements of attendance and conduct shall not be ermitted to write the e)amination in the concerned subject. 4. E5+( )+! o) 5ach subject is di#ided into internal assessment 6.A7 and end of term e)amination with mar1s allocated as shown in the table. .nternal assessment must be s read o#er si)teen wee1s allowing reasonable inter#al between assessments. .A mar1s shall be awarded on the basis of announced and sur rise tests! term a ers + seminars + $ui33es + case discussions and com uter racticals. The brea1u of assessment mar1s will be as follows8 Announced test 9 '& Mar1s *ur rise test 9 '& Mar1s Term a er + seminar + case discussion 9 :' Mar1s ;i#a-#oce 9 '& Mar1s To!+" 6 24 M+r7s There shall be a term end e)amination of < hours duration for each subject at the end of each semester 6e)ce ting roject re ort7. E9+"u+! o) o& 0ro1e,! Re/or!s :. *ummer internshi re ort and roject wor1 diary are e#aluated for &' mar1s through internal #aluation. = . * t u d e n t s s h a l l h a # e t o s u b m i t a w o r 1 d a i r y a n d s yn o s i s o f the ro osed roject wor1! to be e#aluated for &' mar1s by the concerned guide! before the commencement of third semester e)amination failing which he+she will not be allowed to a ear for the third semester e)amination. <. 5ach roject re ort is e#aluated for 4& mar1s by internal and e)ternal e)aminers. The guide ordinarily shall be the internal e)aminer. >. A #i#a-#oce for =& mar1s will be conducted by a board of three me mbers constituted by the Chairman! B?5 from the a ro#ed list of e)aminers. De,"+r+! o) o& Resu"!s The declaration of results shall be made as follows8 a. Minimum for a ass is >'( of the mar1s in each e)amination a er and &'( of the mar1s in the aggregate of four semesters. There is no minimum for internal assessment! and summer internshi re ort. b. The minimum for a ass in %inal roject re ort is <'+4& mar1s and there is no minimum for #i#a-#oce. c . C a r r yo # e r i s e r m i t t e d a s e r " n i # e r s i t y r e g u l a t i o n s . d. Declaration of grades shall be done after the fourth semester e)amination on the basis of aggregate mar1s of all semesters. The declaration shall be made as follows8 /rade A: 9 4'( and abo#e in the aggregate /rade A 9 @'( and abo#e but less than 4'( in the aggregate. /rade B 9 &'( and abo#e but less than @'( in the aggregate /rade % 9 Aess than &'( in the aggregate 6%A.A7 a. b. c. d.

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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Declaration of results in the case of B525AT5B* shall be done according to general rules of the "ni#ersity.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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CO URS E CURRICUL UM & RE GUL AT IO NS GO VE RNING MAS T E R O F B US INE SS ADMINIS T RAT IO N (MB A) DE GRE E CO URS E
COURSE STRUCTURE F r s ! S e (e s ! e r
S" No :. =. <. >. &. @. 4. Su$1e,!s Management Conce ts , Theories ?rgani3ational Beha#iour Business 5n#ironment Managerial Communication Managerial Accounting Managerial 5conomics *tatistics for Manage ment To!+" Se,o)' Se(es!er S" No :. =. <. >. &. @. 4. Su$1e,!s Mar1eting Manage ment Cuman Besource Management Cor orate %inance Duantitati#e Methods Aegal as ects of Business ? erations Management Management .nformation *ystems To!+" L = = = = = = : 1* 0=S=F : : = = ' : = > To!+" < < > > = < < 22 L : = : : = = = 11 0=S=F : : : = = : = 10 Cre' !s; (L<0=S=F) To!+" = < = < > < > 21 Cre' !s; (L<0=S=F) S" No :. =. <. >. &. @. 4.

T . r ' S e (e s ! e r
Su$1e,!s 2roject Management 5ntre reneurshi 5lecti#e 9 . 5lecti#e 9 .. 5lecti#e 9 ... 2roject Eor1 Diary *ummer .nternshi Be ort To!+" L : : = = = ' --?

Cre' !s; (L<0=S=F) 0=S=F = : = = = < --12 To!+" < = > > > < --20 I)!". Ass!. =& =& =& =& =& &' &' 224

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E)' Ter( 4& 4& 4& 4& 4& ----*:4 To!+" :'' :'' :'' :'' :'' &' &' 800

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I)!". Ass!. =& =& =& =& =& =& =& 1:4 E)' Ter( 4& 4& 4& 4& 4& 4& 4& 424 M+r7s E)' Ter( 4& 4& 4& 4& 4& 4& 4& 424 To!+"

:'' :'' :'' :'' :'' :'' :'' :00

F o u r ! . S e (e s ! e r
S" No :. =. <. >. &. @. 4. Su$1e,!s *trategic Manage ment 5lecti#e 9 .; 5lecti#e 9 ; 5lecti#e 9 ;. 5lecti#e 9 ;.. 2roject Be ort 2roject ;i#a-#oce To!+" L = = = = = ' --10

Cre' !s; (L<0=S=F) 0=S=F : = = = = < --12 To!+" < > > > > < --22

M +r 7s
I)!". Ass!. =& =& =& =& =& --124 E)' Ter( 4& 4& 4& 4& 4& 4& =& 2:4 To!+" :'' :'' :'' :'' :'' 4& =& 800

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;L@Le,!ure 6 1 .our o& "e,!ure /er Aee7 &or 14 A ee7s @ 1 ,re' ! 0=S=F@0r+,! ,+"s=Se( )+rs=F e"' Wor7 6 2 .ours o& /r+,! ,+"s = se( )+rs = & e"' A or7 /er Aee7 &or 14 A ee7s @ 1 ,re' ! E"e,! 9e Are+s1. M+r7e! )# (M) 2. F )+),e (F) *. 3u(+) Resour,e M+)+#e(e)! (3RM) 2. I)!er)+! o)+" Bus )ess (IB) 4. I)&or(+! o) S%s!e(s (IS) 8. Tour s( & Tr+9e" M+)+#e(e)! (TTM) :. 3e+"!. C+re M+)+#e(e)! (3CM) ?. S(+"" Bus )ess M+)+#e(e)! & E)!re/re)eurs. / (SBM&E) >. Re!+ " )# & Su//"% C.+ ) M+)+#e(e)! (R&SCM) 10. B+)7 )# & I)sur+),e (B&I)

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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S BLL AB US FIRS T SE ME ST E R 1.2 O r#+) C+! o) +" B e. +9 or
:. Fu)'+(e)!+"s o& Or#+) C+! o)+" Be.+9 or- e #olution of organi3ational beha#ior! indi#iduals and ?rgani3ations! forces affecting organi3ational beha#ior! Changing wor1 force and em loyment relations! im act of globali3ation and information technology on organi3ational beha#ior! I)' 9 'u+" D (e)s o)s ) Or#+) C+! o)+" Be.+9 or- indi#idual differences 9 erce tions! interests! a titude! attitude! learning! e r s o n a l i t y! c r e a t i # i t y . Grou/ D%)+( ,s- # rou beha#ior ! team de#elo ment! grou cohesi#eness 9 grou decision ma 1ing rocess! ! 5ffecti#e teams! organi3ational conflicts! , conflict resolution! inter ersonal s1ills! Fohari Eindow and transactional analysis. Mo! 9+! o)- theories and models of moti#ation! Aeadershi ! theories of leadershi , leadershi styles. M+)+#e(e)! o& C.+)#e- resistance to change! change models! change agents.?rgani3ational effecti#eness. ?rgani3ational climate and culture.! learning organi3ations. References: rganizational Behavior . ,o++ins. rganizational Behavior- &red 'uthans %uman Behavior at /or*- Keith "avis rganizational (heory and "esign . "aft (he &ifth "isci-line- )eter Senge (he Seven %a+its of highly Effective )eo-le- Ste-hen 0ovey Understanding rganizational Behaviour . Uday )are*h (he &ive Minds-%o$ard #ardner 1ll the +oo*s +y Ed$ard "e Bono /or* in the 23st 0entury . 'andy and 4effrey

1.1 M+) +#e(e) ! Co) ,e/ !s & T . eor es

:. M+)+#e(e)! 8definitions! nature and sco e of management! functions and rocess of manage ment! e#olution of management t h e o r y f r o m T a yl o r ! % a y o l ! D r u c 1 e r t o t h e resent./rowth of rofessional manage ment in .ndia. 5thics in manage ment. M+)+#er +" 0"+)) )#- lanning rocess! ty es of lans! strategic #s. o erational lans! models of strategy formulation! lin1ing strategy to structure. De, s o) M+7 )#-managerial decision-ma1ing rocess and models! ste s in rational decision-ma1ing! creati#ity and grou decision-ma1ing. Or#+) C+! o)s- organi3ational theories and design! #arious forms of organi3ation structures! s an of manage ment rinci les of c o o r d i n a t i o n ! a u t h o r i t y! o w e r ! d e l e g a t i o n a n d d e c e n t r a l i 3 a t i o n . M+)+#er +" Co)!ro"-relationshi between lanning and controll i m i t a t i o n s o f c o n t r o l ! t y e s o f c o n t r o l s ys t e m s a n d t e c h n i $ u e s 9 manage ment by e)ce tion! budgetary control! functional and d ys f u n c t i o n a l a s e c t s o f b u d g e t a r y c o n t r o l ! i n t e r n a l c o n t r o l s ys t e m s ! internal audit and manage ment audit. References: Essentials of Management-Koontz and !"onnell. E-Mc#ra$ %ill, Introduction to Management-&red 'uthans-Mc#ra$ (he )ractice of Management-)eter.&."ruc*er Management- Stoner, &reemen and #il+ert Management- #riffin Management- %olt Management- (as*s and ,es-onsi+ilities- )eter. &. "ruc*er )rofessional management- (heo %aimann rganization (heory and "esign . ,ichard '."raft Management - ,ichard '."raft )eo-le and )erformance +y )eter &."ruc*er =.

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:. Bus )ess +s + so, +" s% s!e(- internal and e)ternal en#ironment! sta1eholder ma of business! role of go#ernment in economic acti#ity and its im act on business in .ndia. Business 5thics and Cor orate *ocial res onsibility. .ssues in cor orate go#ernance. E,o)o( , S!ru,!ure o& I)' +- economic lanning in .ndia! transition from mi)ed economy to a mar1et economy! outlines of 2ublic and 2ri#ate sectors. Characteristics of

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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industrial! ser#ice and agricultural sectors. Begional and sectoral imbalances! Dualism! Trends in /D2. <. Mo)e!+r% +)' F s,+" S%s!e( o& I)' +o # e r # i e w o f . n d i a s m o n e t a r y o l i c y! f i s c a l o l i c y! r o l e o f B B . ! t h e b a n 1 i n g s e c t o r ! . n d i a n f i n a n c i a l s ys t e m ! m o n e y m a r 1 e t a n d c a i t a l mar1ets! stoc1 e)changes and stoc 1 mar1et reforms in .ndia. .ndustrial finance in .ndia 9 role of de#elo ment financial .nstitutions and commercial ban1s! GB%Cs. %inancing of e) orts and im orts! 5H.M and 5C/C. .ssues in ta)ation and go#ernment e) enditure 9 %BBM Act! the roble m of fiscal deficit. I)' +) So, e!%D Cu"!ure +)' 0o" ! ,s- social roblems of .ndia! . m a c t o f m o d e r n i 3 a t i o n o n . n d i a n s o c i e t y ! d e m o g r a h y! g e n d e r ! en#ironmental issues. I ) ! e r ) + ! o ) + " B u s ) e s s E ) 9 r o ) ( e ) ! - . n d i a a s a l a ye r i n t h e .nternational mar1et lace 9 its osition and ros ects! the role of multi-national com anies in .ndia. %D. , %..s in .ndia. References: Business Environment . 0.1.&rancis Business, #overnment 5 Society . 1rthur #old Smith. Ethical choices - she*ar India "evelo-ment ,e-orts India in (ransition . 4agdish Bhag$athi India!s Economic -olicy . Bimal 4alan Is there a Indian $ay of thin*ing . 1.K.,amanu6am 1 Million Mutinies- 7.S.Nai-ual International Business Environment +y "aniels 5 ,ad+augh India in the Era of Economic ,eforms . Sachs, 4affrey, 7arshney, 1shutosh and ,a6-ai, Niru-am, Ne$ "elhi, 8ford, 3999. &iscal )olicy, )u+lic )olicy and #overnance . Shome, )arthasarathi Eight 'ectures on India!s Economic ,eforms . Srinivasan.(.N &iscal )olicy "evelo-ments in India 39:;-2;;; . Sury India!s Economic )erformance and ,eforms < 1 )ers-ective for the Ne$ Millenium . S$amy, Su+ramanian Imagining in India . Nandan Nile*ani =. Co((u) ,+! o) &or 0ro$"e( So"9 )#roblem sol#ing9 c o m m u n i c a t i o n m o d e l f o r c a s e a n a l ys i s a n d r e o r t i n g i n d e t a i l . /rou discussion! in-class or wor1sho e)ercises and assignments. Wr ! )# S7 ""s- e)ercises in drafting letters! memos! e-mail! ro osals! resume writing! re orts and e)ecuti#e summaries. The structure and rocess of creating business messages. Or+" Co((u) ,+! o)- e)ercises in s ea1ing! discussing! listening and negotiating! body language and 1inesics! business eti$uettes. Bus )ess 0rese)!+! o)s- hands9on with e)cel and office oint. References: Better Business 0ommunication . "enish Mur-hy /ritten E8ecutive 0ommunication - Shurter Model Business 'etters - #artiside. Business 0ommunication . 'esi*ar . )ettit - &latery. M'1!s %and+oo*. Business ,esearch Methods- 0oo-er and Schneider Business ,esearch Methods - =i*mund ower

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:. I)!ro'u,! o) !o A,,ou)! )#- meaning! accounting conce ts and con#entions 9%inancial Accounting ;+s Manage ment Accounting 9 B e c o r d i n g ! c l a s s i f yi n g a n d s u m m a r i 3 i n g b u s i n e s s t r a n s a c t i o n s leading to re aration of final accounts of sole r o r i e t a r y! merchandi3ing manufacturing and ser#ice businesses using 5)cel.

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Co(/+)% F )+" A,,ou)!s ) I)' +- re$uirements of Com anies Act of :I&@ with res ect to re aration of %inal Accounts of Com anies - Annual Be orts and its contents.

1.* M+) +#er +" Co((u ) ,+ ! o)

:. I)!ro'u,! o)- nature of managerial communication! the communication rocess. 5ffecti#e communication and barriers to communication! communication s1ills; writing! reading! logic! a n a l ys i s a n d l i s t e n i n g

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F )+), +" s!+!e(e)! A)+"% s s 8 techni$ues of financial statement a n a l ys i s 8 C o r i 3 o n t a l a n a l y s i s ! ; e r t i c a l a n a l ys i s ! T r e n d A n a l ys i s ! Batio Analysis 62rofitability! Ai$uidity! *ol#ency and Ca ital mar1et ratios7! re aration of fund flow , cash flow statement using 5)cel.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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>. E 5 , e " + / / " , + ! o ) s 8 r e a r a t i o n a n d A n a l ys i s o f . n c o m e * t a t e m e n t ! Balance *heet! Cash %low *tatement! Batios and 2rojections using e)cel &. &. Cos! +,,ou)! )#8 elements of Costs! Classification of costs! 2 r e a r a t i o n o f C o s t * h e e t ! C o s t a c c o u n t i n g s ys t e m s 8 F o b c o s t i n g ! rocess costing! contract costing and ser#ice costing! Marginal c o s t i n g a n d u s e o f b r e a 1 - e # e n a n a l ys i s i n d e c i s i o n - m a 1 i n g 9 B e l e # a n t costs for mar1eting and roduction decisions- Cost Dri#ers and Acti#ity Based Costing. References: &inancial 1ccounting< 1 Managerial -ers-ective .,.Narayans$amy Introduction Stratton. of Management 1ccounting%orngren, Sundem, Cartels and collusion! mergers and ac$uisitions and go#ernment regulations in the form of rice directi#es! ta)es! subsidies! antitrust action and com etition olices. N+! o)+" I),o(e A,,ou)! )#- conce ts of /D2! G.! er ca ita income! 222 Gational income accounting in .ndia. B u s i n e s s c yc l e s a n d b u s i n e s s f o r e c a s t i n g . M e a s u r i n g b u s i n e s s c yc l e s u s i n g t r e n d a n a l ys i s ! m a c r o e c o n o m i c i n d i c a t o r s i n b u s i n e s s c yc l e measurement! Co ing strategies for business. References: Managerial Economics- "ominic* Sal$atore. Managerial Economics- #u-ta and Mote Economics- Samuelson 5Nordhaus Managerial Economics +y )eterson and 'e$is Micro Economics . "ominic* Salvatore Macro Economics . )almer and others Macro Economics - Koutinyas

0ost and Managerial 1ccounting - "uncan /illamson 0ost accounting for Business Managers-1sish K Bhattacharayya. Management and 0ost 1ccounting- 0olin "rury Management 1ccounting .%ensen Mo$en &inancial 1nalysis and Modelling . 0handan Sen #u-tha =.

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Duantitati#e collection 9 charts using using #isual data inter retation in managerial decision ma 1ing8 classification 9 tabulation 9 fre$uency distribution 9 e)cel! measures of central tendencies and dis ersion 9 e) lorations in M* e)cel.

Correlation and regression8 multi le correlation 9 basic robability c o n c e t s 9 c o n d i t i o n a l r o b a b i l i t y 9 B a ye s t h e o r e m 9 u s e M * e ) c e l 2C *T AT =. 2robability distributions8 binominal distributions using e)cel 9 estimation 9 5)cel. 2oisson and normal oint and inter#al 9 using

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M+)+#er +" E,o)o( ,s- introduction! basic conce ts! a lication in business decision-ma1ing. Demand and *u ly A n a l ys i s ! d e t e r m i n a n t s ! e $ u i l i b r i u m ! e l a s t i c i t y! d e m a n d f o r e c a s t i n g and estimating methods T.eor% o& ,o)su (er $e.+9 or- consumer references! indifference cur#es! budget constraint! utility ma)imi3ation and the deri#ation of the consumer demand cur#e. 0ro'u,! o) +)' Cos! A)+"%s s- roduction functionscost functions! and rofit functions! total! a#erage and marginal costs! returns to factors and scale! short run #+s long run decisions! deri#ation of the su ly cur#e. M+r7e! A)+"%s s- mar1et for ms! m o n o o l y! m o n o o l i s t i c ! o l i g o o l y . ? u t u t a n d erfect com etition! rice determination. >.

* t a t i s t i c a l D e c i s i o n T h e o r y8 h y o t h e s i s t e s t i n g f o r m e a n s a n d r o o r t i o n s a n d f o r d i f f e r e n c e o f m e a n s a n d r o o r t i o n s 9 a n a l ys i s of #ariance. *am ling8 sam ling techni$ues! random sam ling! random numbers table! Monte Carlo simulation! Chi-s$uare tests! time series forecasting! hands-on with M* e)cel. References: Statistics for Managers . using Microsoft e8cel . 'evine, Ste-han 5 others Statistics for Management . ,ichard 'evin and ,u+in>e8cel version? Statistics . Murray S-iegel, Schaum Series

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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)ro+a+ility and Statistics . Murray S-eigel, Schaum Series @uantitative Business 1nalysis . (e8t 5 0ases . Samul Bodiley 5 others Business Statistics . Kazmier, Schaum Series Basic Business Statistics . Bereuram and 'evine @uantitative Methods . 1nderson, S$eeny 5 /illiam mar1eting. Distribution channels and logistics manage ment! Channel design and administration! 2ublic olicy and distribution decisions . References: Mar*eting Management . )hili- Kotler, )rentice %all India, ANe$ editionB Basic Mar*eting . )erault &undamentals of Mar*eting . /illiam Stanton )rinci-les of Mar*eting . )hili- Kotler and #arry 1rmstrong Mar*eting Management . ,a6an Sa8ena Mar*eting Management . =ic*mund Mar*eting . ,amesh Kumar

2.2 3 u (+) Resou r,e M+) +#e(e) !

:. 0ers/e,! 9es ) 3RM- role of CB managers! sub-systems of CBM! CB functions and olicies. ?rgani3ation for CBM! De#elo ment of CBM in .ndia! Becent trends in CBM! .m act of globali3ation on CBM.

S E CO ND S E ME S TE R 2.1
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3R 0"+)) )#D Re,ru !(e)! +)' Se"e,! o)- sco e of CB lanning! F o b a n a l ys i s ! j o b d e s i g n F o b d e s c r i t i o n a n d j o b e # a l u a t i o n ! m e t h o d s of recruitment. Testing for selection of em loyees! use of s yc h o l o g i c a l t e s t ! s e l e c t i o n r o c e s s ! i n t e r # i e w s ! e r r o r s i n s e l e c t i o n . Tr+ ) )# +)' De9e"o/(e)!- induction and ?rientation! meth ods of training! training manual! training under .*? and D* Certification. *u er#isory! 5)ecuti#e and Management de#elo ment rogrammes. Career de#elo ment. 0er&or(+),e M+)+#e(e)!- 0BA and 02As! Traditional #s Modern methods of erformance manage ment. 2otential a raisal! %eedbac1 s ys t e m s . F o b e # a l u a t i o n .

M+r7 e! ) # M+) +#e(e) !

I)!ro'u,! o) !o M+r7e! )# M+)+#e(e)!nature of mar1eting manage ment! Ty es of roducts + ser#ices. Mar1eting conce ts8 2roduct! 2roduction! *elling! Mar1eting and *ocietal! Conce ts Mar1eting en#ironment! elements of Mar1eting Mi). Classification of goods , ser#ices.

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= . C o ) s u ( e r B e . + 9 o r - c o n s u m e r , b u ye r b e h a # i o r r o c e s s ! m o d e l s o f consumer beha#ior. Mar1et research and mar1et intelligence. M a r 1 e t i n g i n f o r m a t i o n s ys t e m . <. M+r7e! Se#(e)!+! o) +)' T+r#e! )#- conce t of segmentation and targeting! basis for segmentation. *egmentation for consumer and industrial roducts! 2roduct ositioning. 0ro'u,! & 0r ,e- roduct Mi) and 2roduct Aine! le#els of roduct! n e w r o d u c t d e # e l o m e n t ! r o d u c t l i f e c yc l e s t r a t e g i e s . B r a n d i n g ! ty es of brands! brand building! measuring brand e$uity. 2ac1aging and labeling. 2ricing8 /eneral ricing a roaches! new roduct ricing strategies! 2ublic olicy and ricing. 0ro(o! o) +)' 0"+,e M 5- elements of romotion mi)! Mar1eting communication rocess! 2ublicity! Ad#ertising and ublic relations. 2ersonal selling and sales romotion. Direct mar1eting and online

& . C o ( / e ) s + ! o ) 0 " + ) ) ) # - w a g e s a n d s a l a r y! A d m i n i s t r a t i o n e r 1 s ! %ringe benefits! Bonus! .ncenti#es. Com ensation sur#eys. 2roducti#ity! 2erformance lin1ed! 2ay structure. Com ensation re#iew and structuring. References: %, and )ersonnel Management . Keith "avis )ersonnel Management . &li--o %uman ,esource Management . (.7. ,ao %uman ,esource Management . )attanai* %uman ,esource Management .Micheal 1rmstrong %uman ,esource Management .#ary "esseler

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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:. Go+" o& !.e F r (- rofit ma)imi3ation #s wealth ma)imi3ation! ;alue creation! Agenc y roble ms! *ocial res onsibility! Bole of f i n a n c i a l m a n a g e m e n t ! T i m e # a l u e o f m o n e y! ; a l u a t i o n o f s e c u r i t i e s 9 stoc 1s and bonds. Conce t of ris1 and returns of securities! using robability distribution to measure ris1! ris1 and return in ortfolio conte)t 6using e)cel7. >. L )e+r /ro#r+(( )#- ty es of linear rogra mmin g! sim le) meth od! rimal and dual! sensiti#ity analysis! resource allocation! roduction lanning! roduct mi) and ca ital budgeting decisions using softwares. &. Tr+)s/or!+! o) +)' +ss #)(e)! /ro$"e (- se$uencing roble ms! Decision ma1ing under ris1 and uncertainty! decision trees. M* e)cel sol#er for all the abo#e models References: Business ,esearch Methods . =i*mund Mar*eting ,esearch . Malhotra N.K. Business ,esearch Methods . "onald ,. 0oo-ers and Schindler &oundations of Behavioural ,esearch . &.N. Kerlinger M'1 %and+oo* for ,esearchers . M'1 1ssociation 1)1 Manual Social ,esearch Methods . Bryan 0ase Study Method of research . ,o+ert K Cin "esigning @ualitative research . Marshall and ,ossman ,esearch "esign 5 Methods . Kennet #.Bordeau8 5 thers Mar*eting ,esearch $ith S)SS . 0orl Mc."aniel 5 #ates Mar*eting ,esearch . 0hurchil 5 'aco+ucci

=. C+/ !+" Bu'#e! )#- estimating cash flows 9 initial! intermediate and terminal Cash flows on incremental basis! Ca ital budgeting d e c i s i o n r u l e s ! 2 a yb a c 1 ! A B B ! D C % t e c h n i $ u e s 9 G 2 ; ! . B B ! 2 . ! using e)cel. <. Cos! o& C+/ !+"- cost of debt! referred stoc1! e$uity! com uting EACC! The CA2M a roach! Adjusting EACC for ris1. Aong-term financing! 2ublic issue of debt! 2referred stoc 1 and Common stoc1! Term loans.

>. C+/ !+" S!ru,!ure T.eor es - traditional #iew #s MM hy othesis! MM osition . ,..! Ca ital structure designing in ractice 9 5B.T- 52* a n a l ys i s ! t h e e c 1 i n g o r d e r t h e o r y . D i # i d e n d d e c i s i o n s ! B e l e # a n c e # s irrele#ance of di#idends. &.Wor7 )# C+/ !+" M+)+#e(e)! +)' F )+),e - cash manage ment! Becei#ables management and .n#entory manage ment.Eor1ing ca ital finance in .ndia. References: &undamentals of &inancial Management . 7an %orne and /acho$itz &inancial )olicy and Management . 7an %orne, 32 th edition. &inancial Management . )rasanna 0handra 0or-orate &inance . Brigham and Erhardt 0or-orate &inance . ,oss, /etfield 5 4affer

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:. =. Ou!" )es- .ndustries De#elo ment and Begulation Act 6.DBA7! Com etition Act. %oreign e)change management act.6%5MA7 Ou!" )es- com any Aaw! ro#isions of .ndian Com anies relating to incor oration! management and administration. returns! Bemedies against mismanage ment and o ression. in#estigation by the /o#ernment! .ssues relating to good go#ernance. Act :I&@ %iling of 2owers of cor orate

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:. S, e)! & , (e!.o's- induction! deduction! theory! conce ts! constructs! definitions! #ariables! models! laws! hy othesis! s yl l o g i s m ! l e # e l s o f a b s t r a c t i o n . % a l l a c i e s o f r e a s o n i n g . T h e n a t u r e of research in Manage ment! 5)ercises in writing a research ro osal. 0r ), /"es o& rese+r,. 'es #)- ty es of basic research methods and secondary research methods! sam ling design! measurement and measurement scales. Data collection methods! obser#ational studies! e) erimentation. Dualitati#e methods of research.

Ou!" )es- intellectual ro erty rights! 2atents and Trademar1s Act ! co y rights act! geogra hical a ellation! Ou!" )es- security Mar1et Aaws! *ecurity and 5)change Board of .ndia Act 6*5B.7! *ecurities contract act! Aaws ertaining to stoc1 e)changes! *AB%5*. Act. rotection act and .nformation technology act.

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References: 1 Manual of Business 'a$s . S.N. Mahesh$ari and S.K. Mahesh$ari Business 'a$ for Management . K.,. Bulchandani Business Environment< (e8ts and 0ases . &rancis 0herunilam Business and 0or-orate 'a$s . S.S. #ulshan and #.K. Ka-oor Bare 1cts of res-ective legislations.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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2.8 O / er+! o) s M+) +#e(e) !
:. O / e r + ! o ) s M + ) + # e ( e ) ! - r o d u c t s t r a t e g i e s 9 2 r o d u c t l i f e c yc l e 9 2roducti#e system ty es 9 .m act of technology and organi3ation of the o erations function 9 Be$uirements of forecasting for o erations. 0"+)! Lo,+! o) +)' T%/es o& 0"+)! L+%ou!- roduct lanning and control 9 .n#entory lanning and control 9 Materials re$uirements lanning 9 2lanning roduction in aggregate terms. =. <. S % s ! e ( s D e 9 e " o / ( e ) ! - t h e c o n c e t o f s ys t e m s d e # e l o m e n t l i f e c yc l e 6 * D A C 7 ! T y e s o f * D A C ! " s e o f f l o w c h a r t s . A//" ,+! o) Te,.)o"o# es- 5B2 conce ts! 5#olution of 5B2! 5B2 ac1ages! *A2! Baan! M%/- 2B?! ?racle! 5B2 5#aluation! 5B2 and B2B! 5B2 .m lementation! 5)tended 5B2! Case studies. We$ 0u$" s. )#- web ublishing! T y es of websites! Eeb surfing! 5-commerce! B=B! B=C! C=C! 5-commerce security issues! 5thical issues 0r+,! ,+"s o) ER0 -. %unctional modules in business. References: MIS . Kennett #. 'auden and 4ane ). 'auden MIS . 4ames 1. !Brien MIS-0.S.7.Murthy 0om-uter (oday . S.K. Basudev E,) 0once-ts . 7.K. #arg

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<. Fo$ Des #) )#- wor1 study and time study 9 *tatistical $uality c o n t r o l m e t h o d s 9 F a a n e s e m a n u f a c t u r i n g s ys t e m s 9 % l e ) i b l e m a n u f a c t u r i n g s y s t e m 9 ? e r a t i o n s s ys t e m s o f t h e f u t u r e . >. To!+" Eu+" !% M+)+#e (e)!- trends in $uality management benchmar1ing and business rocess reengineering! 0ai3en 9 *i) *igma Motorola systems 9 Duality criteria based on Deming ri3e 9 M a l c o l m B a l d r i g e A w a r d . D u a l i t y M a n a g e m e n t * ys t e m s D . * ? *tandards. Su//"% C.+ ) M+)+#e(e)!- conce t of *CM. ? erating model for su ly chain. Managing the e)ternal and internal su ly chain. /lobal *CM and sourcing. References: Modern )roduction Management . Buffa El$ood. S, and ,a*esh K. Saren, 4ohn /iley and Sons, 2;;D. )roduction and -eration 1nalysis . Steven Nahmas 0ases in )roduction E -erations Management . K.N. Krishnas$amy (he Benchmar*ing Management #uide . 1merican )roductivity and @uality 0enter, )roductivity )ress, US1, 399D. (otal @uality Management . "ale %. Besterfield and others . )earson Education, Ne$ "elhi, 2;;D. (otal @uality Management . )oornima 0houdhary . )earson Education . Ne$ "elhi, 2;;2. (otal @uality Management . Sridhar Bhatt. Su--ly chain Management theory and -ractices . Mohanty and "eshmu*h, Biztantra 2;;:.

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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Re&ere),es 2roject Management 9 Clifford /ra y , Aarson The ractice and theory of roject management creating #alue through change 9 Gewton! Bichard 9 =''I! Cam shire! 2algra#e 2ub 5ffecti#e roject Management 9 Clements! Fames 2 , /ido Fac1 9 =''@! GewDelhi! Cengage Aearning 2roject Management8 A managerial a roach 9 Meredith! Fac1.B, Mantel *amuel.F 9 =''@! Gew Delhi! Fohn Eile y , *ons 2 r o j e c t M a n a g e m e n t f o r b u s i n e s s ! e n g i n e e r i n g , t e c h n o l o g y8 r i n c i l e s , r a c t i c e 9 G i c h o l a s ! F o h n . M , * t e yn l ! C e r m a n n 2roject Management 9 Car#ey Maylor 9 :III! Gew Delhi! Macmillan ub www. mi.org

E LE CT IVE 0A0E RS MARGE T IN G *.* E " e,! 9e MM 1- Co) su (er B e. +9 or +) ' M+r7 e! ) # Rese+r ,.
:. Co)su(er Be.+9 or- introduction! %actors influencing consumer b e h a # i o u r ! 2 e r s o n a l i t y! 2 s yc h o g r a h i c s ! % a m i l y! * o c i e t y! ; a l u e s o f e r c e t i o n ! A t t i t u d e a n d l i f e s t yl e s ! D i f f e r e n t m o d e l s o f c o n s u m e r b e h a # i o u r 9 5 c o n o m i c ! A e a r n i n g ! 2 s yc h o a n a l y t i c a l ! * o c i o l o g i c a l ! Coward *hett! Gicosia! Eebster and Eind! 5ngel! Blac1well and Minard models. =. Bu% )# De, s o) M+7 )# 0ro,ess- buying roles! *tages of the decision rocess 9 Cigh and low effort decisions! 2ost urchase decisions! Models of consumer beha#iour <. M+r7e! )# Rese+r,. Des #)s- ty es of research designs! T echni$ues and tools of data collection 9 *cales and measurement! ;arious ty es of data! *am ling techni$ues! *am le si3e determination. A n a l ys i s a n d i n t e r r e t a t i o n o f d a t a . B e o r t i n g t h e r e s e a r c h f i n d i n g s . >. A//" ,+! o) o& Eu+)! !+! 9e Too"s ) M+r7e! )#- decision ma1ing u s i n g B e g r e s s i o n a n a l ys i s ! A G ? ; A ! D i s c r i m i n a n t a n a l ys i s ! % a c t o r a n a l ys i s ! C l u s t e r a n a l ys i s ! M u l t i - d i m e n s i o n a l s c a l i n g a n d C o n j o i n t a n a l ys i s ! " s e o f * 2 * * f o r d a t a a n a l y s i s . M+r7e! Rese+r,.- mar1eting and mar1et research! Dualitati#e research! Mar1et and sales analysis. Moti#ation research! Communication research! 2roduct! 2ricing and Distribution research. References: Mar*eting ,esearch . ,.Nargund*ar 0onsumer Behaviour . Schiffman and Kanu* Mar*eting ,esearch . (ull, #reen and %a$*ins Business ,esearch Methods . =i*mund Mar*eting ,esearch . N.K. Malhotra Mar*eting ,esearch . )arashuraman, #re$al 0onsumer Behaviour . %oyer Mac Innis

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:. Fou)'+! o)s o& E)!re/re)eurs. /nature of 5ntre reneurshi ! social , cultural factors in nurturing entre reneurshi . .nstitutional su ort for romoting entre reneurshi in .ndia! role of "ni#ersities , Colleges! C*.B labs. Case study of incubation Bus )ess 0"+)) )#- from idea generation to re aration of detailed business lans. 5)ercises in re aration of business lans. Ve)!ure C+/ !+"- #aluing and financing a #enture! stages of #enture de#elo ment and financing! #enture ca ital firms 6;Cs7 #enture e) ansion strategies. Rur+" & so, +" e)!re/re)eurs. /otential for entre reneurshi in rural .ndia! *C/s! micro credit etc.! Case studies of rural ,social entre reneurshi in .ndia. E)!re/re)eurs ) I)' +family generation entre reneurs! women entre reneurs. References: Entre-reneurshi- . )rof. (.7.,ao Entre-reneurshi- . %isrich 5 )eter Stay hungry stay foolish-,ashmi Bhansal Entre-reneurshi--Mathe$ 4 Manimala Indias ne$ ca-italist . %arish "amodaran Business Mahara6a!s . #eetha )eramal businesses! new

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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:. *a"es M+)+#e(e)!- objecti#es of sales manage ment! 2ersonal selling rocess! De#elo ing ersonal selling strategies. ?rgani3ing the sales force 9 Ty es of sales organi3ations 9 Determining the 1ind of sales force and *i3e of the sales force. Dualities of sales e)ecuti#es. =. M+)+# )# !.e S+"es For,e- effecti#e Becruiting! *electing and Training the sales force. Time and territory management! *ales territories and *ales Duotas 9 Com ensating sales force! Moti#a ting the sales force 9 Controlling the sales force 95#aluating the sales force. <. Re!+ " )# +)' W.o"es+" )#- non-store retailing! 5-tailing! Direct mar1eting! Tele mar1eting! Mar1eting on the net! 5merging trends in retailing ,wholesaling. >.

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=. A'9er! s )#- ty es of ad#ertisement! ad#ertise ability and ad#ertising aids! Ad#ertising lanning and decision ma1ing. <. A'9er! s )# C+(/+ #) 0"+)) )#- setting ad#ertising goals and objecti#es! The DA/MAB A roach. Message strategies and tactics! C r e a t i # e a r o a c h e s ! C o yw r i t i n g a n d t e s t i n g ! A d # e r t i s i n g c o y d e s i g n a n d c o m m u n i c a t i o n s t r a t e g y! C o y - # i s u a l i 3 a t i o n l a y o u t ! Ad#ertising a eals and themes! Classification of ad#ertise ment c o i e s ! 5 s s e n t i a l s o f a g o o d c o y. 5 ) e r c i s e s i n d r a f t i n g a d # e r t i s e m e n t c o y. A'9er! s )# Me' +- ty es of media! media lanning and scheduling! Ad#ertisement budgets! a roaches to ad#ertising! budgeting. Measuring ad#ertising effecti#eness. Ad#ertising strategies for rural mar1ets.

>. D s!r $u! o) +)' Lo# s! ,s M+)+#e(e)!- design of distribution channel! *tructure and Channel manage ment. Com onents of logistics 9 inbound and outbound logistics! 1ey logistics acti#ities #i3.! Customer ser#ices - .n#entory management 9 Material handling 9 Communication 9 ?rder rocessing! 2ac1aging 9 Traffic and trans ortation 9 Earehousing and storage. &. Lo# s! ,s S!r+!e#%- logistics information syste m! ?rgani3ing for effecti#e logistics! .m lementing logistics strategy 9 Com uter ac1ages used in logistics. Betailing and wholesaling! sales and logistics for rural mar1ets. References: Sales Management . "ecisions, Strategies and 0ases . ,ichard ,. Still, Ed$ard /. 0undiff and Noman 1.). #ovani )rofessional Sales Management . ,.E. 1nderson, 4ose-h &. %ar, 1lan 4. Bash Mar*eting 0hannels . 'ouis /. Stern, 1del I. E, . 1nsary, (. 0oughlan &undamentals of 'ogistics Management . M. 'am+ert, 4ames ,. Stoc*, M. Eliram 'ogistics Management . "onald 4.B. and ".4. 0loss 'ogistics and Su--ly 0hain Management . Martin 0hristo-her Sales Management . 1nalysis and "ecisions Ma*ing . (homas N. Ingram Managing Su--ly 0hain . 4.'. #attorn and "./. /aldis

&. A'9er! s )# A#e), esrofile of major ad#ertising agencies in .ndia and abroad! Bural ad#ertising! social ad#ertising! ethics in ad#ertising! ad#ertising standards council of .ndia 6A*C.7. References: 1dvertisement and )romotion . Belch and Belch 1dvertising . 1a*er and Bathra 1dvertising Management . 0huna$alla 1dvertising Management . /rite and =iegler 0ontem-orary 1dvertising . /illiams 1rens 1dvertising Management . ,a6eev Batra, 4ohn #.Myer, "avid 1*er 1dvertising )lanning 5 Im-lementation . Sangeeta Sharma 5 ,aghuvir Singh 1dvertising )rinci-les and )ractice . /ells, Moriatry, Burnett 1dvertising Management . 4aishri 4eth$anry, Shruthi 4ain Mar*eting 0ommunication . "ahlen

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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for ac$uisition. "se of 5)cel for estimating cash flows , decision ma 1ing. =. B+)7 )# 0ro1e,!s- G2; #s .BB Conflicts! %ishers rate of intersection! Multi le .BBs! M.BB! ? timal decision under ca ital rationing Re+" O/! o)s ) C+/ !+" I)9 es!(e)!- ty es of o tions 9 e) ansion! Abandonment and ost onement. 0ro1e,! R s7 A)+"%s s 8 techni$ues for measuring stand alone ris1 9 *ensiti#ity analysis! *cenario analysis and *imulation F )+), )# De, s o)s8 sources of long-term finances for a roject. Aeasing 9 Ty es of leases! structuring of lease rentals and e#aluation of lease. * 2 1 M+r7e! e&& , e),%- random wal1 and the efficient mar1et hy othesis! 5m irical testing of 5fficient Mar1et Cy othesis 65MC7. 2ortfolio Theory 9 Ca ital allocation between the ris1y asset and the ris1 free asset! ? timal ris1y ortfolios-Mar1owit3 model ;s *tochastic Dominance Analysis6*DA7! 5$uilibrium in ca ital mar1ets 9 Ca ital asset ricing model! .nde) models and Arbitrage ricing theory and multifactor models of ris1 and return. F 5e' I),o(e Se,ur ! esbond 2rices and yi e l d 9Bond C h a r a c t e r i s t i c s a n d T y e s ! B o n d 2 r i c i n g ! B o n d yi e l d ! T e r m * t r u c t u r e of .nterest rate! .nterest rate ris1-interest rate sensiti#ity! duration! con#e)ity and immuni3ation. F u ) ' + ( e ) ! + " A ) + " % s s 8 e c o n o m i c a n a l ys i s ! . n d u s t r y a n a l y s i s ! C o m a n y a n a l ys i s ! % o r e c a s t i n g c o m a n y e a r n i n g s ! ; a l u a t i o n o f com anies! Te,.) ,+" A)+"%s s- mar1et indicators! %orecasting indi#idual stoc1 e r f o r m a n c e ! T e c h n i $ u e s ! T y e s o f c h a r t s ! D o w t h e o r y! B e l a t i # e strength! Contrary o inion! Mo#ing a#erage! Conference inde)! Trading #olume! Conce t of de th! breadth and resilience of the mar1et. A,! 9e 0or!&o" o M+)+#e(e)!- ortfolio erformance e#aluation 9 measuring in#estment return! con#entional theory of erformance e#aluation! M= and T=! mar1et timing! erformance attribution r o c e d u r e s ! s t yl e a n a l y s i s a n d m o r n i n g s t a r s ! r i s 1 a d j u s t e d r a t i n g . A c t i # e o r t f o l i o c o n s t r u c t i o n u s i n g T r e yn o r 9 B l a c 1 m o d e l

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3 UMAN RES O URCE MANA GE ME NT *.*

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E " e,! 9e 3 RM 1- 3u (+) Resou r,e De9e" o/ (e) !

3 u ( + ) R e s o u r , e D e 9 e " o / ( e ) ! - s u b s ys t e m s o f C B D , ? D ! C B M and CBD! 5merging trends in CBD! CBD in .T industry! ublic sector! go#ernment organi3ations! and G/?s.

&. T.e F r(Hs E)9 ro)(e)!D Go9 er)+),eD s!r+!e#% D o/er+! o) +)' & )+), +" s!ru,!ure - firms business en#ironment! o eration structure! financial structure! ris1 erformance and contingencies! e m i r i c a l a n a l ys e s o f r i s 1 .

=. 0er&or(+),e M+)+#e(e)!- traditional and modern techni$ues! ? en A raisal 9 .dentification of 0e y 2erformance Areas and 0e y Besult Areas 9 Managerial a raisal 9 5thical issues in erformance a raisal. 2otential a raisal! %eedbac1 mechanisms! 2erformance manage ment and career de#elo ment. Bi-directional erformance manage ment. <. Me)!or )#! Co+,. )# & E(/"o% ee Cou)se" )# Ser9 ,es 8 nature mentoring and coaching! Coaching to im ro#e oor erformance! 5 f f e c t i # e n e s s o f c o a c h i n g ! G e e d f o r e m l o ye e c o u n s e l i n g r o g r a m s ! C o m o n e n t s , C h a r a c t e r i s t i c s ! . s s u e s i n e m l o ye e c o u n s e l i n g .

*.4 E " e,! 9e FM *- 0or!& o" o M+) +#e(e) !

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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>. C+reer 0"+)) )# +)' De9 e"o/(e)!- meaning and rocess 9 ath! Career width and Aength 9 *uccession lanning 9 De#elo ment. &. Career Career References: rganization "evelo-ment . &ranch and BellF rganization Behaviour . &red 'uthans %uman Behaviour at /or* . Keith "avisF rganizational "esign for E8cellence . Khanda$alla rganizational intelligence . Sil+er Kearny (he dance of change . )eter Senge and others (he fifth disci-line . )eter Senge

Le+r) )# +)' 'e9e"o/(e)! ) 7)oA "e'#e se!! )#- learning in a 1nowledge en#ironment! creating a holistic de#elo mental a roach! de#elo ing social ca ital! de#elo ing 1nowledge leadershi ca abilities! r o j e c t - b a s e d l e a r n i n g ! w o r 1 i n g w i t h t e c h n o l o g y! building a com rehensi#e 1nowledge de#elo ment strategy! lanning for indi#idual de#elo ment. References: %uman ,esource "evelo-ment .,andy '. "esimone, 4on M./erner 5 "avid M.%arris. "esigning and Managing %uman ,esource Systems . )aree*, Udai and ,ao (.7. ,ecent E8-erience in %uman ,esource "evelo-ment . ,ao (.7. and )ereira, ".%. )erformance 1--raisal . (heory and )ractice . ,ao (.7. Effective %uman ,esource "evelo-ment . Neal E. 0halofs*ey, 0arlene ,einhart. %uman ,esource Management . Satyadian S. Mirza Kno$ledge Management . Shelda "e+o$s*i . 4ohn /iley, India -u+lications.

*.4 E " e,! 9e 3 RM *- T r+ ) ) # +) ' De9e" o/ (e) !

:. Tr+ ) )#- introduction! .m ortance of training! Ad#antages of training! Training challenges! Changing wor1 lace and wor1force! T r a i n i n g a s a s u b s ys t e m o f C B D ! A e a r n i n g e n # i r o n m e n t ! .nstructional design! Aearning outcomes! %eedbac1! Conditions of transfer! Con#erting training objecti#es to training lan.

=. Tr+ ) )# Nee's Assess(e)! (TNA)- meth ods of T GA! ?rgani3ational su ort for TGA! ?rgani3ational analysis 9 * ecifying goals! . d e n t i f yi n g c o n s t r a i n t s ! B e s o u r c e a n a l y s i s ! A e a r n i n g rinci les! Training enhancement! Trainee characteristics. <. Tr+ ) )# De" 9er%- traditional #s Modern methods! *DA2! *imulated wor1 settings! DA2! CD B?M! .nteracti#e Multimedia! Eeb-based i n s t r u c t i o n s ! . n t e l l i g e n t T r a i n i n g * ys t e m 6 . T * 7 ! ; i r t u a l B e a l i t y Training 6;BT7. >. Tr+ ) )# E9+"u+! o)- criteria! 5#aluation of criteria! Dimensions of criteria! "se of e) erimental designs! Duasi e) erimental designs! "tility conser#ations! .ndi#idual difference models! Content #alidity model! *tatistical method. &. Tr+ ) )# I)!er9e)! o)slearning 5) erience and Building ? r g a n i 3 a t i o n C a a b i l i t y! 5 m l o ye e c a a b i l i t y! A r e n t i c e s h i ! ;estibule! 5mbedded training! Team building! cross and .nterositional training! Aeadershi training. References: (raining in rganization . Ir$in '. #oldstein, 4. Kevin &ord. Effective (raining< System Strategies 5 )ractices . ) Nic* Blanchard 4ames / (hac*er. (raining &or rganizational (ransformation . ,olf ) 'ynton Udai )aree*. (he (rainers -orta+le mentor . #argulo 5 thers

*.2 E " e,! 9e 3 RM De9e" o/ (e) !

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Or#+) C+! o)+" C.+)#elanned organi3ational change! Change a g e n t s ! D yn a m i c s o f r e s i s t a n c e t o c h a n g e ! 2 l a n n e d c h a n g e . D u a l i t y wor1 life. Or#+) C+! o) De9 e"o/(e)!- histor y of ?rgani3ation! De#elo men t 9 ;alues 9 Assum tions 9 Beliefs in or gani3ation de#elo ment.

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<. T.eor% +)' M+)+#e(e)! o& Or#+) C+! o) De9e"o/(e)!- foundations of organi3ation de#elo ment 9 Managing the organi3ation de#elo ment rocess 9 Action research and organi3ation de#elo ment. >. Or#+) C+! o) De9 e"o/(e)! I)!er9 e)! o)- team inter#ention 9 .ntergrou and third arty eacema1ing inter#ention 9 Com rehensi#e inter#ention 9 *tructural inter#entions 9 Training e) eriences. Ge% Co)s 'er+! o)s +)' Issues- issues in consultant 9 Client relationshi s 9 *ystem ramifications 9 2ower! olitics and organi3ation de#elo ment 9 Besearch in organi3ation de#elo ment

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INT E RNAT IO NAL B USINE S S

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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*.* E " e,! 9e IB 1- I) !er) +! o) +" E ,o) o( ,s :.
T.eor es o& I)!er)+! o)+" Tr+'e- the law of com arati#e ad#antage! the standard theory of international trade! factors endowment and the Cec1sher-?hlin theory. De(+)' & Su//"% A)+"% s s- introduction! the e$uilibriu m relati#e commodity rice with trade- artial and general e$uilibrium analysis! r e l a t i o n s h i b e t w e e n g e n e r a l a n d a r t i a l e $ u i l i b r i u m a n a l ys e s ! o f f e r cur#es! the terms of trade and gains. E,o)o( es o& S,+"e- introduction! im erfect com etition and international trade! trade based on d yn a m i c technological differences! cause of trans ortation! industry location! en#ironmental standards and international trade. =. Tr+'e Res!r ,! o)sartial e$uilibrium analysis and effects of tariffs! theory of tariff structure 9 the rate of effecti#e rotection! generali3ation and e#aluation theory of effecti#e rotection! general e$uilibrium analysis of tariff in small and large country ers ecti#e! o timum tariff. <. No)I!r+'e B+rr ers +)' 0ro!e,! o) s(- introduction- im ort $uotasother non-tariff barriers and new rotectionism- the olitical economy of rotectionism-strategic trade and industrial olicies! the "ruguay round and outstanding trade roble ms. E,o)o( , I)!e#r+! o) I Cus!o( u) o)s +)' &ree !r+'e +re+s- trade creating custom unions! trade di#ersions! theory of second best and o t h e r s t a t i c w e l f a r e e f f e c t s o f c u s t o m u n i o n s - d yn a m i c e f f e c t s f r o m custom union! analysis of economic integration-5"%TA! GA%TA! attem ts at economic integration among de#elo ing countries! transition economies and emerging economies. I)!er)+! o)+" Tr+'e & E,o)o( , De9 e"o/(e)!- regulations! free trade! rotection! determinants! %D. regulations! currency con#ertibility regulations! regulations of foreign trade and im lementation in .ndia! im ortance and terms of trade to de#elo ment! e) ort instability! im ort substution+e) ort orientation! current roble ms facing de#elo ing countries. References: International #olm$ade International International author< "iliInternational 2;;9 International (rade )olicy . 1 contem-orary analysis . Nigel (rade and (rade )olicy . Ethanan %el-man (rade )olicy . 1 develo-ing country -ers-ective K."as (rade )olicy for (echnology (ransfer . Ci Shin (ang, (rade )olicy . &redic* 7ictor Meyer . 39JI

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>. E,o)o( , GroA!. +)' I)!er)+! o)+" Tr+'e- growth factors of roduction! technical rogress! growth and trade in small country and large country ers ecti#e! effect and e#aluation! trade changes. &. Tr+'e Mo'es- modes! determinants! foreign in#estments 9 %D.! %2.! %D. on national treatment factor. Ceterogeneity in international trade! .ndia in the global setting and globali3ation of .ndian business. References: "omenic Salvator . International Economics )aul ,.Krugman and +stfeld.M . International Economics, D rd Edition, %ar-er 0ollins )u+., 399G Buc*ley, 1drian . Multinational &inance, Ne$ Cor*, )rentice %all Inc.m 399H. International Economics . ,o+ert 4.0ar+augh 2;;I. International Economics . Michelle %.(umovs*y-2;;9 (heo.S.Eicher, 4ohn %.Mutti and

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International Economics . #lo+al Mar*ets and com-etition . %enry (hom-son, 2;;H

*. 4 E " e,! 9e IB *- E 5/ or! 6 I(/ or! 0ro ,e' u resD Do,u (e) !+! o) +) ' Su // " % C. + ) M+) +#e(e) !
:. I)!er)+! o)+" Tr+'e 0o" ,% Fr+ (eA or7- regulations for .nternational trade! legal as ects of e) orts 9 im orts contract! e)im olicy of .ndia. =. E5/or! Tr+'e 0ro,e'ures & Do,u(e)!+! o)- e) ort rocedures! reshi ment ins ection rocedure! e) ort documentation! 5C/C rele#ances! incenti#es! eligibility criteria! erformance e#aluation! self-certification rocedures! concessions and romotional ad#antages.

*.2 E " e,! 9e IB 2- I) !er) +! o) +" T r+' e 0o" ,%

:. O9er9 eA o& I)!er)+! o)+" Tr+'e- introduction! de#elo ment! o erating factors! factors leading to growth in international trade and e#aluation.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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<. E5/or! 0ro (o! o) Me+sures ) I)' +e) ort romotion organi3ations! role of go#ernment agencies! *TC! MGC+TGCs in romoting e) orts and e#aluation of its im act on B?2. I(/or! Tr+'e 0ro,e'ures & Do,u (e)!+! o)- restrictions! role and rele#ance of go#ernment inter#entions! measurement of im ort arity on /D2. &. Ro"e o& I)!er)+! o)+" Tr+' )# Ce)!er ) EI,o((er,ec o m u t a t i o n a l a n a l ys i s o f . n d i a s e ) o r t i m o r t l o g i s t i c s a n d sim lification of rocedural formalities and re$uirements. &. transition to syste ms design! rototy ing. "ser interface! in ut and o u t u t d e s i g n ! u s e r i n t e r f a c e d e s i g n . * ys t e m s i m l e m e n t a t i o n a lication de#elo ment! structured a lication de#elo ment! object oriented a lication de#elo ment! testing the a lication! documentation! management a ro#al! installation and e#aluation! training! data c o n # e r s i o n ! s ys t e m s s u o r t 9 u s e r s u o r t a c t i # i t i e s ! m a i n t e n a n c e a c t i # i t i e s ! s ys t e m s o b s o l e s c e n c e . Cross L &e C%,"e A,! 9 ! es +)' S7 ""sroject and rocess manage ment techni$ues! fact finding and information gathering! f e a s i b i l i t y a n d c o s t - b e n e f i t a n a l ys i s ! j o i n t a l i c a t i o n d e # e l o m e n t ! inter ersonal s1ills and communications. References: 4effrey './hitten and 'onnie ".Bentley . Systems 1nalysis and "esign, (ata Mc#ra$ %ill Shelly, #ary +., 0ashman, (homas 4 and ,osen+latt, %arry 4< Systems, 1nalysis and "esign, (homson Kendall and Kendall, Systems 1nalysis and "esign, )%I 'en &ertuc* . Systems 1nalysis and "esign $ith Modern Methods . B5E (ech Satzinger, 4ohn /.4ac*son, ,o+ert B.Burd, Ste-hen ", Systems 1nalysis and "esign in 1 changing $orld, (homson

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Reference: "esai.%.B . Indian Shi--ing )ers-ectives, "elhi, 1nu-am )u+lications, 39II #overnment of India hand+oo* of Im-ort . E8-ort )rocedures )aras ,am . E8-ort< /hat, /here and %o$, "elhi, 1nu-am )u+., 399:. E8-ort Management . Balago-al E8-ort Im-ort )rocedures . (homas E.4ohnson Ne$ Im-ort E8-ort )olicy 5 %and+oo* of )rocedures-Na+hi International (rade 5 E8-ort Management . &rancis 0herunilam

INFO RM AT IO N S BS T E MS *.* E " e,! 9e IS 1- S%s!e ( A) +" %s s +) ' Des #)

:. S%s!e( A)+"% s s Fu)'+(e)!+"s +)' !.e Mo'er) S% s!e(s A)+"% s!i n t r o d u c t i o n t o s y s t e m s a n a l ys i s a n d d e s i g n ! i n f o r m a t i o n s ys t e m com onents! ty es of business information systems! organi3ational s t r u c t u r e . * ys t e m s d e # e l o m e n t t e c h n i $ u e s a n d t o o l s ! t h e * D A C ! t h e s ys t e m s a n a l y s t o s i t i o n . I)&or(+! o) ReJu re(e)!s A)+"% s s- systems lanning! reliminar y in#estigation! the im ortance of strategic lanning! a frame wor1 for s ys t e m s d e # e l o m e n t ! i n f o r m a t i o n s y s t e m r o j e c t s ! e # a l u a t i o n o f s ys t e m s r e $ u e s t s ! s t e s i n r e l i m i n a r y i n # e s t i g a t i o n . S%s!e(s A)+"%s s 0ro,essre$uirements modeling! s ys t e m d e # e l o m e n t m e t h o d s ! m o d e l i n g t o o l s a n d t e c h n i $ u e s ! s ys t e m s re$uirement chec1list! fact9finding! inter#iews! other fact-finding techni$ues! documentation. Data and rocess modeling-D%Ds! data d i c t i o n a r y! r o c e s s d e s c r i t i o n t o o l s ! l o g i c a l # s . h y s i c a l m o d e l s . ?bject modeling-object-oriented terms and conce ts! objects and classes. T.e Des #) 0ro,ess +)' !s Esse)! +"s- e#aluating alternati#es! ste s in e#aluating and urchasing software software ac1ages!

*.2 E " e,! 9e IS 2- So& !A +re E )# ) eer ) # M+) +#e(e) !

:. T . e 0 r o ' u , ! + ) ' ! . e 0 r o , e s s - a n o # e r # i e w o f s ys t e m e n g i n e e r i n g ! a n a l ys i s c o n c e t s a n d r i n c i l e s ! a n a l ys i s m o d e l i n g ! d e s i g n c o n c e t s and rinci les! design methods! design for real time syste ms.

=. So&!A+re L &e C%,"e Mo'e"s- software re$uirement! software design! configuration manage ment. <. So&!A+re Me!r ,s- software rocess and roject metrics! technical metrics for software. 2roject lanning and management8 2roject manage ment conce ts! roject scheduling and trac1ing! software roject lanning. >. R s7 M+)+#e(e)!D Eu+" !% Assur+),e#aluation! testing. &. O$1e,! Or e)!e' Co),e/!sreengineering and software tools. $uality #erification and Methods! *oftware

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References: ,oger S.)ressman< Soft$are Engineering . 1 )ractitioner!s 1--roach . (ata Mc #ra$ %ill . I7 edition. Kieron 0on$ay, Soft$are )ro6ect Management< &rom conce-t to de-loyment, /iley "reamtech )ress Sommerville, Ian< Soft$are Engineering, 1ddison /esley

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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S.1.Kel*ar, Soft$are )ro6ect Management, )%I 0arlo #hezzi, Mehdi 4azayeri, "ino Mandrioli . &undamentals of Soft$are Engineering . )%I

*.* E " e,! 9e T T M 1- T ou r s( M+) +#e(e) !

: Or#+) se' Tr+9e"- defining Tourist , Tourism #i38 inbound! outbound! domestic! maintenance of tourism roducts! Alternati#e tourism! Mass tourism! * ecial interest tourism. I! )er+r% De9e"o/(e)!- introduction! meaning and definition! ty es o f i t i n e r a r i e s ! h o w t o d e # e l o a n e f f e c t i # e i t i n e r a r y! f u n c t i o n s o f t o u r m a n a g e r s a n d l a n n i n g t o o l s f o r a n i t i n e r a r y. Tour 0+, 7+# )# M+)+#e(e)!- conce t! origin and de#elo ment of Tour ac1aging! Ty es of Tour! Com onent of a *tandard 2ac1age Tour! %actors affecting Tour %ormulation! Tour Designing 2rocess! *ignificance of 2ac1age Tour! Tour Brochure. Tr+9e" A#e),% M+r7e! )#- mar1eting Conce t! uni$ue features of Tra#el Mar1eting! *ignificance of Tra#el Agency mar1eting! De#elo ing a Tour Mar1eting 2lan! Mar1eting *trategy of .nbound , ?utbound tours. Tr+9e" For(+ " ! es ) I)' +- #isa 9 Be$uirements 9 T y es of #isas 9 Currency regulations 9 custom formalities 9 Different ty es of ta)es. Bestricted and 2rotected areas 9 ty es of restrictions! Cealth Begulations. References: Mar*eting Management for (ravel 5 (ourism . Nelson (hrones Introduction to (ourism 5 %otel Industry . =ulfi*ar, S)" Mill and Morrison, A3992B, (he (ourism System< 1n Introductory (e8t, )rentice %all. 0oo-er, &letcher et al, A399DB, (ourism )rinci-les and )ractices, )itman.

*.4 E " e,! 9e IS *- Dat a Managem ent Techni $ues

:. =. Database Conce ts! *chemas! Models! 2roducts! %eatures! ??AD! ??2*! ?AA2! ?AT 2. Architectures! =

5)traction! Transformation and Aoading 65TA7! 5TA Conce ts and Tools in mar1et! Datawarehousing! Data Mining! DataMart! Data*torage Methods. Business .ntelligence! Tools and Methods. *tructure! Design! De#elo ment and Managing C o r o r a t e . n f o r m a t i o n * ys t e m s 6 C . * 7 . Data *ecurity Management and Control. References: (he "ata /arehouse E(' (ool*it< )ractical (echniKues for E8tracting, 0leaning +y ,al-h Kim+all and 4oe 0aserta E(' Strategy for the Enter-rise..+y Sandesh #a$ande Business Intelligence< 1 0a-a+ility Maturity Model By "orothy Miller Introduction to Business Intelligence By 4org %artenauer "ata+ase Management< 1n rganizational )ers-ective +y ,ichard (. /atson "ata+ase Systems "esign, Im-lementation, and Management +y )eter ,o+ and 0arlos 0oronel Modern "ata+ase Management A:th EditionB +y &red ,. Mc&adden, 4effrey 1. %offer and Mary B. )rescott "evelo-ing @uality 0om-le8 "ata+ase Systems< )ractices, (echniKues and (echnologies +y Shirley 1. Bec*er Strategic security management< a ris* assessment guide for decision ma*ers By Karim %. 7ellani (he +est damn I( security management +oo* -eriod By Susan Sneda*er Information Security Management $ith I(I', 7olume D By 4acKues 1. 0azemier, )aul ver+ee*, 'ou* )eters I( governance< a managerLs guide to data security and BS JJ99EIS 3JJ99 By 1lan 0alder, Steve /at*ins

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:. I)!ro'u,! o) !o E,o Tour s(- definition! Conce t! /rowth , 2rinci les 5merging Conce ts8 5co + rural + agri + farm + green + wilderness + countryside + s ecial interest tourism.

=. Tour s(- en#iron mental Bele#ance; 5co 9 tourism in < rd Eorld Countries 9 2roblems! ros ects for sustainability <. Co),e/! o& ,+rr% )# ,+/+, !%- eco 9 tourism as a world wide henomena. >. Co),e/! +)' /"+)) )# o& e,o 6 !our s( 'es! )+! o)s- de#elo ing and im lanting 5co tourism guidelines for wild lands and neighbouring communities.

T O URIS M AND T RAVE L MANAGE ME NT

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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&. E,o 6 !our s( +)' ,o((u) !% 'e9 e"o/(e)!- conference! con#ention , declaration related to en#ironments References: #lo+al Eco (ourism . )ra+has 0handra . Kanis*ha )u+lication 0odes . )rotocol 5 0harter International Eco (ourism Environment . )ro+has 0handra . Kanis*ha )u+lication (ravel 5 (ourism . 0ottman . 7N, (ourism System . Indtroductory (e8t . Mi* 5 Morrivon (ourism 5 Sustaina+ility . Mo$forth . ,outh Udge Managing &ront ffice -erations . Michael ' Kasarana 5 ,ichard Broo*s -erations Management . Stainley )hornco %ouse Kee-ing Manual . Sudhir 1ndre$s Introduction to %os-itality . I 5 II . "ennis &oster Mar*eting of %os-itality . Kotler, Bo$en, Ma*ens.

3E AL T 3 CARE MANAGE ME NT *.* E " e,! 9e 3 CM 1- Co((u ) !% 3 e+" !. D E/ ' e( o" o#% & 0o/ u " +! o) M+) +#e(e) !
:. E/ 'e( o"o#%- meaning , *co e! Models and factors associated with health and diseases; Cealth statistics and health indicator; Morbidity! Mortality8 Data sources! collection! analysis and uses. com uters! <. 3e+"!. I)&or(+! o) S%s!e(- use of rimary health care and community artici ation

*.4 E " e,! 9e T T M *- 3 os/ !+" !% M+) +#e(e) !

:. Tour s( & A,,o((o'+! o)- introduction t o h o t e l s ! A c c o m m o d a t i o n . n d u s t r y! T y e s ! 5 # o l u t i o n o f l o d g i n g i n d u s t r y! G e e d ! . m o r t a n c e ! r o l e o f h o t e l s ! % C B A . ! * t a r C o t e l s a n d classification. .nternational *cenarios and trends. 3o!e" I)'us!r% ) I)' +e#olution! Different grou s of hotels in .ndia! Cotel /rou s .TDC 9 role! im ortance! A*C?0A gr ou ! E5AC?M5 gr ou ! Taj /rou 9 role in .ndian Tourism Fro)! O&& ,e M+)+#e(e)! & 3ouse Gee/ )#- introduction to %ront ?ffice De artment! Ad#anta ges! %ormalities and formats! ty es of rooms and lans. ?rgani3ation chart and duties and res onsibilities! Dualities of a front-office staff 9 .ntroduction to Couse1ee ing! im ortance of house1ee ing de artment! ?rgani3ational chart and the duties and res onsibilities. Cleaning 9 different e$ui ments , agents! Daily routine systems! A a u n d r y! A i n e n , " n i f o r m ! . n t e r i o r D e c o r a t i o n , f a c i l i t i e s ! * e c i a l decorations. Foo' & Be9er+#e Ser9 ,e- introducing to food , be#erage ser#ice! ty es of ser#ices! organi3ational charts and duties! Menus! .dea about Be #erages 9 Alcoholic , Gon A l c o h o l i c . % o o d 2 r o d u c t i o n 9 . n t r o d u c t i o n ! C i e r a r c h y! . d e a a b o u t different cuisines 9 national and international! s ecific menus according to festi#als , other facilities. M+r7e! )# o& 3o!e"s- meaning and conce t of Cos itality Mar1eting 9 im ortance , its future! /reat Aeaders in hos itality 9 5llsworth *tatler! Bal h Cit3! F.Eillard Marriot. Mar1eting conce t! Mar1eting Mi)! Cotel Mar1et and new trends. References: (heory of 0oo*ery . Krishna 1rora Modem 0oo*ery 7ol-I 5 II . (.E.)hili&ood 5 Beverage Service . 7i6ay "ha$an

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References: 1+elin (.Brzens*i.=.4 and 0arstairs.7.", Measurement in health -romotion and -rotection, 39IJ, /% 0o-enhagen. 1lderson.M, 1n introduction to e-idemiology, 2 nd ed.39ID, MacMillan, 'ondon #reen.'./ and 1nderson.0.', 0ommunity %ealth, : th ed. 39IH. (imes Mirror Mos+y, St.'uios. %ill.1.B, 1 short te8t+oo*s of medical statistics, 39IG UNI +oo*s. 4olly.K.#, &amily -lanning in India 39H9-IG< 1 district level study, 39IH, %industan, "elhi. Mc#arthy Mar*, E-idemiology and -olicies for health -lanning, 39ID. )ollard.1.% etc, "emo gra-hic techniKues, 39I3, )ergamon, 8ford.

*.2 E " e,! 9e 3 CM 2- 3 e+" !. C+re +) ' So, +" 0o" ,%

:. S o , + " W e " & + r e - s o c i a l o l i c y! h e a l t h c a r e a n d s o c i a l d e # e l o m e n t ; u b l i c a n d s o c i a l o l i c y.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

:J
&. =. A//ro+,.es !o +)+"%s s- resources! structure and organi3ations; factors in social olicy; *ituational! structural! idealogical and en#ironmental. 3e+"!. /o" ,% &or(u"+! o)- factors! determinants and other sectoral issues; Gational health olicy8 Be#iew of different committees. D s ! r $ u ! o ) o & . e + " ! . s e r 9 , e s ) I ) ' + K d i s a r i t i e s ; h e a l t h o l i c y; in ut! out ut and erformance. Ro"e o& /r 9+!e +)' 9o"u)!+r% #rou/s- role of national and international agencies; Cealth and social o l i c y; . n t e r n a t i o n a l ers ecti#e; Cealth olicy the disad#antaged. References: 0hatterice, Meera, Im-lementing %ealth )olicy, 39II, Manohar, Ne$ "elhi. 0hristianson.4.B and Mamor.(.,, %ealth 0are )olicy< 1 -olitical Economya--roach, 39I2 Sage, 'ondon. "6un*anovic.7 and Mach.E.) ed, 1lternative 1--roaches to Meeting Basic %ealth Needs in "evelo-ing 0ountries, 39J:, /% , #eneva. 'ee Kenneth and Mills. 1nne, )olicy Ma*ing and )lanning in %ealth Sector, 39IJ, 8ford University )ress, 8ford. 'eichter.%.M, 1 com-arative a--roach to -olicy analysis< %ealth care -olicies in four nations, 39J9, 0am+ridge University )ress, 0am+ridge. )arsten.#, )lanners, )olitics and %ealth Services, 39I;, 0room %elm, 'ondon. ,oemer.M.I, 0om-arative National )olicies on %ealth 0are, 39JJ, Mareel "e**er, Ne$ Cor*. A//ro+,.esK contem orary trends in health care; Cealth Man ower o l i c y! lanning and manage ment; 2roject manage ment in Cealth care. References: &errer.%.) ed, (he %ealth Services 1dministration ,esearch and Management, 39J2, Butter$orths, 'ondon. %odgetts.,.M and 0ascio.".M, Modern %ealth 0are 1dministration, 39ID, 1cademic )ress, Ne$ Cor*. %om+y.) etc, #uidelines for %ealth Man-o$er )lanning, 39I3, /% , #eneva. %yman, %er+ert.%, %ealth )lanning< 1 systems a--roach, 2 nd ed., 39I2. 1s-en, ,oc*ville. Indian 0ouncil of Medical ,esearch, National 0onference on Evaluation of )rimary health care -rogrammes, 39I;, I0MS, Ne$ "elhi.

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S MAL L B US INE SS MANA GE ME NT & E NT RE 0RE NE URS 3 I 0 *.* E " e,! 9e S B M&E 1- Go9er) (e) ! Bu s ) ess I) !er& +,e
:. *tate 2artici ation in Business! interaction between /o#ernment! Business and different chambers of C o m m e r c e a n d . n d u s t r y i n . n d i a ; 2 u b l i c D i s t r i b u t i o n * ys t e m ; /o#ernment Control o#er rice and distribution. Consumer 2rotection Act 6C2A7 and the role of #oluntary organi3ations in 2rotecting Consumers Bights; .ndustrial olicy resolution! new industrial olicy of the /o#ernment. Concentration of 5conomic 2ower8 Bole of Multinationals! %oreign Ca ital and %oreign collaborations. . n d i a n 2 l a n n i n g * ys t e m 8 / o # e r n m e n t 2olicy concerning de#elo ment of bac1ward areas+regions; /o#ernment olicy with regard to e) ort romotion and im ort substitution; Controller of ca ital issues. /o#ernments olicy with regard to small scale industries. The res onsibilities of the Business as well as the /o#ernment to rotect the 5n#ironment; /o#ernment clearance for establishing a new enter rise.

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*.4 E " e,! 9e 3 CM *- 3 e+" !. S%s!e (s M+) +#e(e) !

:. S%s!e(s +)+"% s s +)' s% s!e(s '%)+( ,s ) .e+"!. ,+re- health systems8 Characteristics! lanning methodologies! goals and functions. S!r+!e# , (+)+#e (e)! ) .e+"!. ,+reK $uantitati#e f o u n d a t i o n s o f h e a l t h s e r # i c e s m a n a g e m e n t ; C e a l t h s ys t e m s research8 "ses and a lications. the >. Me!.o'o"o# es- e#aluation methodology for monitoring erformance and needs in health ser#ices. )

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References:
0herunilam &rancis, Business and #overnment. I th ed. Bom+ay, %imalaya, 399: "asgu-ta 1. and Sengu-ta.N, #overnment and Business, Ne$ "elhi, 7i*as, 39IJ Marathe, Sharad S. ,egulation and "evelo-ment, Ne$ "elhi, Sage, 39IH (rivedi.M.', #overnment and Business, Bom+ay, Multitech, 39I;

O/er+! o)+" /"+)) )# +)' (+)+#e(e)! ssues .e+"!. ,+re- health care decision ma1ing for me ga roble ms.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

:I
>. &. Monetar y olicy of the Beser#e Ban1 of .ndia for small business; %inancial Assistance from the central and state /o#ernments. *mall scale industries and financial allocation and utili3ation under f i # e ye a r l a n s 9 a c r i t i c a l a r a i s a l . References: Bhalla.K.K, &inancial Management and )olicy, 2 nd ed., Ne$ "elhi, 1nmol 399I. Bhattacharya.0.0, )u+lic Sector Enter-rises in India, 1llaha+ad, Kita+ Mahal, 399;. "esai, 7asant, Small Scale Industries and Entre-reneurshi-, Bom+ay, %imalaya, 399:. )ic*le %al B and 1+raham6on, ,oyee.', Small Business Management :th ed., Ne$ Cor*, 4ohn /iley, 399;. Schumacher.E.&, Small is Beautiful, Ne$ "elhi, ,u-a, 399;. Staley.E and Morsey.,, Small Scale industries in the develo-ing countries, Ne$ Cor*, Mc#ra$ %ill. 7 e - a , , a m . N , % o $ t o s u c c e s s i n S m a l l i n d u s t r y! G e w D e l h i ! ; i 1 a s ! :IJ>.

*.2 E " e,! 9e S B M&E 2- S (+" " B u s ) ess M+r7 e! ) #

:. Basis for com etition; structural Analysis of .ndustries; /eneric c o m e t i t i # e s t r a t e g i e s ; f r a m e w o r 1 f o r c o m e t i t i o n a n a l ys i s ; m a r 1 e t signals; com etiti#e mo#es. = . T e c h n o l o g y o f c o m e t i t i # e a d # a n t a g e ; s t r a t e g y t o w a r d s b u ye r s a n d su liers; strategic grou s within industries. <. Com etiti#e strategy in declining industries; com etiti#e strategy in global industries. >. *trategic analysis of integration ca acity e) ansion; strategies of entering into new business. &. 2ortfolio techni$ues in com etitor analysis; techni$ues of conducting industry analysis. References: 1l+er Kenneth.4, (he Strategic Management %and+oo*, Ne$ Cor*, Mc#ra$ %ill, 39ID 1llio ,o+ert.4, (he )ractical StrategistF Business and 0or-orate Strategy in the 399;s, 0alifornia, Ballinger 39II. 1nsoff %.I, Im-lanting Strategic Management, Engle$ood 0liffs, )rentice %all Inc. 39IG. %arnel, gary and )rahlad, 0.K., 0om-leting for the future. Boston, %arvard Business School )ress, 399G. %a8.1.0 and Ma6lyf, N.S.,eadings in Strategic Management, 0am+ridge, Ballinger, 39IG. )orter, Michael.E, 0om-etitive advantage, Ne$ Cor*, &ree )ress, 39I:. Stal*, #eorge, 0om-eting 1gainst (ime, Ne$ Cor*, &ree )ress, 399;.

RE T AIL & S U00L B C3 AIN MANA GE ME NT *.* E " e,! 9e R&S CM 1- S u/ /" % C. + ) M+) +#e (e) !
:. I)!ro'u,! o) !o Su//"% C.+ ) M+)+#e (e)! conce t! ?bjecti#es and function of *CM! conce tual framewor1 of * C M ! s u l y c h a i n s t r a t e g y! o e r a t i n g m o d e l f o r s u l y c h a i n . Managing the 5)ternal and internal su ly chain. G"o$+" Su//"% C.+ ) M+)+#e(e)!- 5D.! 2roblems of com le)ity confronting su ly chain Management! B e # e r s e * u l y C h a i n . ; a l u e c h a i n a n d # a l u e d e l i # e r y s ys t e m s f o r *CM. ?rgani3ation Design and Manage ment of su ly chain. sourcing issues! Manage ment in *u ly *C! .n#entory olicies! in#entory as an element >. Sour, )#- sourcing of material! /lobal 2roblems. /rou 2urchasing! .n#entory chain8 Bole and im ortance of in#entory in F.T ! ;M.. Bole of *tores manage ment in *C! of customer ser#ice.

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*.4 E " e,! 9e S B M&E *- F ) +) , ) # o& S (+" " Bu s ) ess

:. =. <. %inancial Management in small industries; financial needs of small business 9 ty es of ca ital re$uirements. Cash Manage ment roblems8 sources of finance for small business in .ndia; .ndigenous ban1ers! ublic de osits. *tate %inance cor orations! .ndustrial Co-o erati#es 9 ade$uac y and a ro riateness of funds from ban1ing and non-ban1ing financial intermediaries.

S!r+!e# , Issues ) Su//"% C.+ )s- lean Manufacturing! *trategic 2artnershi s! Alliances! and Collaborati#e ad#antage. *trategic relationshi s in 9 logistics! Candling systems and e$ui ment! *tores management. Best ractice and Bench mar1ing! Be-engineering of su ly chain. Re!+ " )# +)' su//"% ,.+ ) I)!er&+,e- retail su ly chain manage ment! Trans ortation and in#entory in retail *C! Channel design and management! Bole of 2ac1aging and Be ac1aging

&.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

='
in Betail business! Customer led business! Customer focus in *u ly Chain! Com laint Candling! de#elo ing customer ser#ice strategy! B%.D and Bar coding. Reference: Mohanty, ,.) and "eshmu*h, S.#, 2;;:,. Su--ly 0hain Management (heory and -ractices, Biztantra. Sunil 0ho-ra 5 Meindl)eter, 2;;D, Su--ly 0hain Management strategy, -lanning and o-eration, Drd Edition, )earson Education E )%I. 1lte*ar, 7. ,ahul, 2;;:, Su--ly 0hain Management, )%I. )ierre "avid, 2;;D, International 'ogistics, Biztantra. 4oel "./isner, #. Keong 'eong and Keah-0hoon (an, 2;;:, )rinci-les of Su--ly 0hain Management 1 +alanced 1--roach, (homson. ,onaKld %. Ballou, 2;;G, Business 'ogisticsE Su--ly 0hain Management, )earson education, :th Edition. 0oyle, 4.4., Bardi E.4. 5 4ohn 'angley.0, 2;;H, (he Management of Business 'ogistics- 1 su--ly 0hain )ers-ective (homson, Jth Edition. B.S.Sahay, 2;;G, Su--ly 0hain Management for #lo+al 0om-etitiveness, Macmillan India 'td, 2nd Edition. Metzer, 2;;:, MSu--ly 0hain ManagementN, ,es-onse. -erations Management, Stevenson 4. /illiam, 2;;J, 9th Edition, (M%. -erations Management strategy and analysis, 'ee 4. *ra6e$s*i and 'arry ).,itzman, 2;;J, 9th Edition, )earson -erations Strategy +y Slac* and 'e$is. )rentice %all, 2;;D. Manufacturing Strategy +y %ill. Ir$in Mc#ra$-%ill, 2;;;. Manufacturing Strategy< %o$ to formulate and im-lement a $inning -lan +y Milten+urg. )roductivity )ress, 399:. ,estoring our com-etitive edge< com-eting through manufacturing +y %ayes and /heel$right. 4ohn /iley 5 Sons, 39IG. -erations Strategy +y "avid #arvin. )rentice %all, 3992 Balanced Sourcing +y 'aseter. 4ossey-Bass )u+lishers, 399I.

*.4 E " e,! 9e R&S CMI *- S er9 ,es & Re!+ " M+r7 e! ) #
:. *er#ice8 conce ts! *co e of *er#ices. /oods-*er#ices continuum. >.s of *er#ices /oods and *er#ices Categori3ation. .ndustrial *er#ices. *egmentation target Mar1eting and ositioning! Customer e) ectations and erce tions of ser#ices. *er#ice mar1eting Mi)8 roduct! 2ricing! 2lace! 2romotion! 2eo le! 2hysical e#idence and rocess. Dimensions of *er#ice Duality! M e a s u r i n g s e r # i c e D u a l i t y. *trategies for Mar1eting8 o#er#iew! strategies for dealing with i n t a n g i b i l i t y! i n # e n t o r y! i n c o n s i s t e n c y a n d i n s e a r a b i l i t y. B u i l d i n g customer Belationshi through *egmentation and retention strategies. *er#ice Mar1eting Triangle- 5)ternal Mar1eting! .nternal Mar1eting! Belationshi Mar1eting and .nteracti#e Mar1eting. .ntroduction to Betailing8 ty es! %ranchising in retail! Technology in retail! %actors affecting retail! Betailing rocess. Betailing in .ndia and emerging trends and 2olic y im erati#es. Merchandise Management8 sources of merchandise! Aogistic Manage ment! Category Manage ment! *tore Aayout! Design and ;isual Merchandising! Betailing *trategy and Customer *er#ice. Reference: %offman, 2;;J, MServices Mar*etingN, (homson. 'oveloc*, 0hatter6ee, 2;;H, Services Mar*eting )eo-le, (echnology Strategy, :th edition, )earson Education. "avid #il+ert, 2;;D, ,etail Mar*eting Management, 2nd edition, )earson Education. =eithaml 7alorie 1. and Bitner Mary , 2;;;, Services Mar*eting (M%. ,am-al M.K. and #u-ta S.', 2;;;, Service Mar*eting, 0once-ts, a--lication and cases, #algotia )u+lishing 0om-any, Ne$ "elhi. 'evy 5 /eitz, 2;;:, ,etailing, (M%

=.

*.2 E " e,! 9e R&S CM 2- O / er+! o) s S !r+!e#%

:. .ntroduction to ? erations Manage ment8 role of ? erations M a n a g e m e n t i n t o t a l m a n a g e m e n t * ys t e m - . n t e r f a c e b e t w e e n t h e o e r a t i o n s y s t e m s a n d s ys t e m s o f o t h e r f u n c t i o n a l a r e a s . 2 r o d u c t i o n 2lanning and Contr ol8 Basic functions of 2roduction 2lanning and C o n t r o l ! 2 r o d u c t i o n C yc l e - c h a r a c t e r i s t i c s o f r o c e s s t e c h n o l o g i e s .

<.

>.

=. Contr ol of roduction o erations8 lant Ca acity and Aine Balancing. 2 l a n t l a y o u t - d i f f e r e n t t y e s o f l a yo u t s . A o c a t i o n a n d t h e f a c t o r s influencing location. Maintenance Management8 ?bjecti#es 9 %ailure Conce t! Beliability! 2re#enti#e and Brea1down maintenance! Be lacement olicies. <. *trategy , ? erations8 a framewor1 for o erations strategy . Tradeoffs! roducti#ity , com etition .2rocessing Getwor1 *trategies- Ca acity and real asset in#estment! Ca acity Timing and %le)ibility Bis1 Management and ? erational Cedging. >. *u lier , Customer *trategies8 outsourcing #s. .ntegration! 2urchasing *u ly Management! Designing contracts , ricing; Mass customi3ed ser#ice! Timely ser#ice , incenti#e mgt! Be#enue manage ment &. Aearning , /rowth *trategies - global standardi3ation+ automation! 5 m l o ye e c o m e t e n c i e s , c u l t u r e ! A e a r n i n g , r o c e s s i m r o # e m e n t ! com eting through learning and inno#ations Reference:

&.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

=:
1 4 'am+a, 2;;H, (he 1rt of ,etailing, (M% )atric* M. "unne and ,o+ert &. 'usch ,2;;:, ,etailing, (homson 'earning &ernie 5 S-ar*s, 2;;:, 'ogistics 5 ,etail Management, 7iva Boo*s #ilmore , 2;;:, Services mar*eting and Management, ,es-onse Boo*s #ronroos, 2;;:, Services Management 5 Mar*eting, 4ohn /iley 0ullen 5 Ne$man, 2;;J, M,etailing, environment and o-erationsN, (homson. =. C o m m e r c i a l B a n 1 c r e d i t t o . n d u s t r y8 T y e s o f f a c i l i t i e s ! T e r m l o a n ! u n d e r w r i t i n g ! w o r 1 i n g c a i t a l c r e d i t ! l o a n s yn d i c a t i o n ! b r i d g e finance! me33anine finance etc. Commercial ban1 credit to #enture ca ital firms !#aluation , ris1 manage ment Ty es of Betail etc. roducts8 Consumer loans! Auto loans! Come loans

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Agricultural loans 9 Ty es of loans , issues in ris1 manage ment.

B ANGIN G & INS URANCE *.* E " e,! 9e B &I I1- L+A & 0r+, ! ,e o& B +) 7 ) #
:. =. <. >. &. Ban1ing and Begulation act of :I>I A n a l ys i s o f % i n a n c i a l s t a t e m e n t s o f B a n 1 s Basel Gorms , issues in im lementation in .ndia Manage ment of Ban1s 9 G2A and *AB%A5*. Act Manage ment of Bis1 in ban1s 9 ;AB model! case studies of recent ban1 failures in .ndia.

FO URT 3 SE MES T E R

>.: S !r+!e# , M+) +#e(e) !

:. ?#er#iew of strategic management8 origin of strategy! strategy #s structure! elements of business strategies! *trategic Manage ment rocess. =. 5n#ironmental Analysis8 *trategically rele#ant com onents of internal and e)ternal en#ironment! .ndustry and com etiti#e a n a l ys i s ! a n a l ys i s o f r e s o u r c e s a n d c o m e t i t i # e c a a b i l i t i e s ! en#ironmental scanning techni$ues. <. 5stablishing organi3ational direction 9 de#elo ing strategic #ision! mission and setting objecti#es. *trategic intent and the conce t of s t r a t e g i c yr a m i d ! c o r o r a t e e t h i c s a n d s o c i a l r e s o n s i b i l i t y.

*.2 E " e,! 9e B &II 2- I) 9es! (e) ! B +)7 ) # & Mer,. +) ! B +)7 ) #
:. =. <. . >. &. Gature of .n#estment Ban1s , Merchant Ban1s! Con#ergence in ban1ing Begulatory issues concerning .n#estment , Merchants Ban1s Manage ment of GB%Cs !regulatory issues Ban1ing ser#ices , social inclusion A n a l ys i s o f s u b for .ndia. rime crisis of =''4 in the "* and its im lications

>. / e n e r i c

c o m e t i t i # e s t r a t e g i e s 9 s t a b i l i t y! e ) a n s i o n ! r e t r e n c h m e n t ! conglomerate and their #ariants. *trategic and com etiti#e ad#antage! new business models for global and internet economy! *trategy clusters and models relating to ortfolio analysis .

&. * t r a t e g y

im le mentation 9 building core com etencies and com etiti#e ca abilities! de#elo ing olicies and rocedures for im lementation. Designing and installing su orting

and

rewarding

s ys t e m s . 5 # a l u a t i n g a n d m o n i t o r i n g i m l e m e n t a t i o n . References:

*.4 E " e,! 9e B &I I*- Cor/ or+!e B +) 7 ) # & Re!+ " B +) 7 ) #
:. .ntroduction to roducts , ser#ices offered by commercial ban1s.

Strategy and Structure . 1lfred 0.0handler Strategic Management . 1le8 Miller and Ir$in

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

==
0om-etitive 1dvantages< 0reating and Sustaining, Su-erior )erformance .Michael E. )orter 0om-eting for the future . )rahlad and %ammel (he &uture of 0om-etition . )rahlad and 7en*ataraman 0rafting and e8ecuting Strategy . 1urthor 1. (hom-son and others (he 1rt of Strategy . 1vinash K."i8it and Barry 4.Nale+uff %and+oo* of ne$ -roduct management . 0hristo-her %.'uch

2.* E " e,! 9e MM 4- B us ) ess M+r7 e! ) # M+) +#e(e) !

:. T.e N+!ure o& Bus )ess M+r7e! )#- business and consumer roducts! Basis for classification! Difference between business and consumer mar1eting! Business mar1eting in global conte)t! Classification of business consumers! Classification of business roducts. =. Or#+) C+! o)+" Bu% )# Be.+9 our (OBB)- 1ey characteristics of organi3ational customer and b u yi n g rocess 9 2urchasing organi3ation and buying stages! Conce t of buying center! Buying moti#ations! 2urchasers e#aluation of otential su liers! 5n#ironmental influence on organi3ational b u yi n g rocess. M a r 1 e t i n g i n f o r m a t i o n s ys t e m f o r o r g a n i 3 a t i o n a l m a r 1 e t <. Bus )ess M+r7e! )# 0"+)) * e g m e n t i n g ! T a r ge t i n g a n d and 2roduct olicy! Gew ser#ices! 2AC of industrial )#- lanning rocess! Demand analysis! 2ositioning! .ndustrial roduct strategy roduct de#elo ment! Managing business roducts.

E LE CT IVE 0A0E RS MARGE T ING 2.2 E " e,! 9e MM 2- 0ro' u ,! +) ' B r+) ' M+) +#e(e) !
:. I)!ro'u,! o) !o 0ro'u,! M+)+#e(e)!- basic conce ts of roduct; classification of roduct; roduct mi) and line decisions; growth strategies for %MC/; organi3ing for roduct management. 2roduct mar1et strategies for leaders! challengers and followers. NeA 0ro'u,! 0"+)) )# +)' De9e"o/(e)!- organi3ing for new roduct! new roduct de#elo ment rocess! Aaunch strategy! Beasons for new roduct failures! consumer ado tion rocess! r o d u c t l i f e c yc l e c o n c e t s . M+r7e! )# 0"+)) )#- lanning rocess! com onents of mar1eting lan 9 com etition analysis! roduct category attracti#eness a n a l ys i s ! c u s t o m e r a n a l y s i s a n d c o m e t i t o r a n a l ys i s . * e g m e n t i n g 9 Targeting 9 2ositioning 6*T27 9 basis for segmentation! differentiation and ositioning! Techni$ues of good ositioning! 2ricing and channel management strategy. Br+)'s +)' Br+)' M+)+#e(e)!- , ustomer based brand e$uity 9 brand ositioning and #alues 9 choosing brand elements to build brand e$uity. Des #) )# M+r7e! )# /ro#r+(s !o $u "' $r+)' eJu !%- measuring sources of brand e$uity 9 design and im lementing branding strategies 9 managing brand o#er time . References: )roduct Management . "onald ,. 'ehman, ,ussel S. /inner and Strategic Brand Management - Kevin '.Keller (he Brand Management 0hec*list . Bra+ 7anau*en and Managing Indian Brands . ,amesh Kumar 1--lication E8ercises in Mar*eting . ,amesh Kumar Brands 5 Branding +y (he Economist Strategic Brand Management +y 4ean Noel Ka-ferer Building, Measuring, and Managing Brand EKuity +y Kevin '.Keller

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M+)+# )# Bus )ess M+r7e! )# C.+))e"s- direct and indirect distribution! 5-channels! Distributors! Manufacturer re resentati#e! Channel design and administration. Conce t of logistics and su ly chain management in business mar1eting. 2ricing strategy for business mar1ets 9 Com etiti#e bidding and leasing! Ad#ertising and sales romotion! 2ersonal selling in business mar1eting

&. M+)+# )# Bus )ess M+r7e!s- managing ersonal selling function! 0e y account manage ment! *ales administration! *elling through .nternet. 5-commerce! 2ros ecting on .nternet! Acce ting orders a n d a ym e n t o n n e t References: Business Mar*eting Management . Michael %utt and (homas S-eh, Ith Edition, (homson 'earning Industrial Mar*eting . ,eeder and ,eeder A)%IB Industrial Mar*eting . ,ichard %ill A1I(BSB Su--ly 0hain Management . Sunil 0ho-ra and )eter Meindl A3 st Indian re-rint, )earson EducationB Business Mar*eting . %aynes Business Mar*eting . ,angan

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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ser#ices mar1eting! *er#ice mar1eting mi)! Becent trends in ser#ices mar1eting. *ectoral #iew of ser#ice industry. =. Co)su(er Be.+9 our ) Ser9 ,es- ga analysis for understanding consumer beha#iour. Customer e) ectations 9 Customer erce tion! %actors influencing customer e) ectations. *er#ice de#elo ment and design! *tages in new ser#ice de#elo ment! *er#ice blue rinting. C u s t o m e r d e f i n e d s e r # i c e s t a n d a r d s . 2 h ys i c a l e # i d e n c e s e r # i c e s c a e . <. De" 9er )# +)' 0er&or( )# Ser9 ,es- em loyees role in ser#ice d e l i # e r y 9 B o u n d a r y- s a n n i n g r o l e s ! * t r a t e g i e s f o r c l o s i n g g a s . C u s t o m e r r o l e s i n s e r # i c e d e l i # e r y! D e l i # e r i n g s e r # i c e s t h r o u g h intermediaries and electronic channels. >. M+)+# )# De(+)' +)' C+/+, !%- managin g ser#ice romises! .ntegrated ser#ice mar1eting communications! 2ricing of ser#ices! The integrated ga models for ser#ice $uality. M+r7e! )# o& Ser9 ,es- health care! Cos itality ser#ices! Trans ort ser#ices! Telecommunication ser#ices! Consultation ser#ices! %inancial ser#ices. References: Services Mar*eting . Integrated 0ustomer &ocus 1cross (he &irm . 7alarie 1. =eithaml and M. 4. Bitner Services Mar*eting . )eo-le, (echnology and Strategy . 'oveloc* Services Mar*eting . ,avishan*ar Mar*eting of Services . 4ha Mar*eting of Services . #.S. Bhatia Mar*eting of Services . Sahu and Sinha .ncenti#es by the /o#ernment of .ndia and .nstitutional arrangement for e) ort romotion in .ndia. .m ort-5) ort olicies of the /o#ernment of .ndia 9 5) ort documentation rocedures and formalities. .ndian foreign trade since inde endence. &. I)!er)+! o)+" E,o)o( , I)s! !u! o)s +)' Foru(s- /ATT ! ET ?! 5%TA! AA%TA! 5"! *AABC! Eorld Ban1! .M% and other trading bloc 1s and common mar1eting for international business References: International Mar*eting . Sa* n*visit and 4ohn 4. Sha$ International Mar*eting . )hili- 0ateora and 4ohn #raham International Mar*eting . 0.1. &rancis

FINA NCE 2.2 E " e,! 9e FM 2- F ) +) , +" S !r+!e# es

:. Mer#ers +)' A,Ju s ! o)s- basic forms of ac$uisitions! ta) forms of a c $ u i s i t i o n ! A c c o u n t i n g ! * yn e r g y f r o m a n a c $ u i s i t i o n s ! a n d s o u r c e s o f s yn e r g y! c a l c u l a t i n g # a l u e o f f i r m a f t e r a c $ u i s i t i o n ! c o s t t o stoc 1holders from reduction in ris1! the G2; of merger! defensi#e tactics. Ta1eo#er and Buyouts. F )+), +" D s!ress +)' Res!ru,!ur )#- introduction! causes and effects of financial distress! o erational cutbac1s! Causes and effects! Di#estiture #s. asset sales! %inancial restructuring! Beforming go#ernance 6or7 Manage ment structures 6or7 Be lacing manage ment Debt restructuring! Ban1ru tcy! li$uidation , reorgani3ation. 0r 9+!e EJu !% +)' Ve)!ure C+/ !+"- introduction! Budiments of #aluing and financing a #enture! *tages of #enture de#elo ment and f i n a n c i n g ! % i n a n c i a l a n a l ys i s o f ; e n t u r e c a i t a l f i r m s 6 ; C C s 7 ! *tructuring the deal+ %inancial .nstrument! .n#estment nurturing! #aluation of ;C ortfolio! .nitial 2ublic offerings of stoc1 9. Managing internal and seasoned e$uity offerings. D 9 'e)' /o" ,% +)' S!o,7 Re/ur,.+ses- ! he .rrele#ance of Di#idends and *toc1 Be urchases in .deal Ca ital Mar1et. Ty es of Di#idends and Di#idend 2ayment 2rocess. Di#idends and 2rinci le Agent Conflicts. Di#idends! Ta)es and Transaction Costs. *toc1 Be urchases #ersus Di#idends. Cor orate Aiabilities- Alternate Debt %inancing *ources! Debt Maturity Decision! Cor orate use of Trade Credit! Ban1 Aoans and Belationshi Aending. .nfor mation in Debt related 5#ents. Mer,.+)! B+)7 )# +)' Cre' ! R+! )#- introduction to merchant ban1ing! merchant ban1ers+lead managers! registration! obligation and res onsibilities! underwriters! obligation! ban1ers to an issue! bro1ers to an issue. .ssue manage ment acti#ities and rocedure

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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ricing of issue! issue of debt instruments! boo1 building green shoe o tion! ser#ices of merchant ban1s! Credit Bating - *5B. guidelines! limitations of rating. &. M+)+#e(e)! o& )!eres! r+!e e5/osure- %BA interest rate ca s and floors. %inancial swa s-ty es-moti#a tion a lication of swa s. /DB! ADB. References: Buc*ley, 1drian . Multinational &inance, Ne$ Cor*, )rentice %all Inc.m 399H Kim, Su* and Kim, Seung . #lo+al 0or-orate &inance< (e8t and 0ases, 2nd ed. Miami &lorida, Kol+, 399D Sha-iro, 1lan.0 . Multinational &inancial Management, Ne$ "elhi, )rentice %all of India, 399: International &inancial Management +y ).#.1-te, Mc #ra$ %ill. International &inancial Management +y 4eff Madura

2.* E " e,! 9e FM 4- Der 9+! 9es

:. I)!ro'u,! o) !o Der 9+! 9es- forwards! %utures! o tions! swa s! trading mechanisms! 5)changes! Clearing house 6structure and o erations! regulatory framewor17! %loor bro1ers! .nitiating trade! Ai$uidating or %uture osition! .nitial margins! ;ariation margins! Ty es and orders. future commission merchant.

=. ForA+r' +)' Fu!ure Co)!r+,!s- forward contracts! futures contracts! %inancial futures! ;aluation of forward and future rices! *toc1 inde) futures! ;aluation of stoc1 inde) futures! Ceading using futures contracts! Ceading using stoc1 inde) future contracts! .nde) futures! Adjusting B5TA of a ortfolio using stoc1. .nterest rate futures and currency futures. <. O/! o)s Co)!r+,!s +)' Tr+' )# S!r+!e# eso tions contracts!trading strategies. characteristics of

2.4 E " e,! 9e FM :- Cor/ or+!e T +5+! o)

:. Ou!" )e o& I),o(e T+5 A,!D 1>81- basic Conce ts and Definitions! .ncidence of Ta)! Ceads of .ncome! 5)em tions and deductions. Co(/u!+! o) o& Bus )ess I),o(edefinitions! *co e! Com utation of 2rofits and /ains from Business or 2rofession! Deductions! Minimum Alternate Ta)! Ta) on Distributed 2rofits. Co(/u!+! o) o& C+/ !+" G+ )s- ca ital Asset! Transfer! *hort Term and Aong Term Ca ital /ain! Cost .nflation .nde)! 5)em tions. Se! o&& +)' C+rr% ForA+r'- business Aoss and "nabsorbed D e r e c i a t i o n ! B e t u r n o f . n c o m e ! A s s e s s m e n t ! A d # a n c e 2 a ym e n t o f Ta)! Ta) Deduction or Collection at *ource. Ta) .m lications in Business Bestructuring References for Elective FM 1 to 7: &inancial Management and )olicy . 7an %orne 0or-orate &inance . Brealy Myers< ,oss, $estfield, 6affe . Investments . /illiam Shar-e and othersF Bo$die and others Investment Management . )rasanna 0handra Investments . Schaum Series< &rancis and (aylor &inancial Management . Brigham and Erhardt 0or-orate &inance . Brigham and Erhardt Managerial &inance . /eston and 0o-eland 1dvanced 0or-orate &inance . gden, 4en and !0onnor Income (a8 1ct of 39H3 Income (a8 1ct . MalhotraF (a8man )u+licationF ,avi*ishore )ortfolio 0onstruction ,Management and )rotection +y ,o+ert 1 Strong "erivatives +y "u+ofs*y

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> . V + " u + ! o ) o & o / ! o ) s 9 g r a h i c a n a l ys i s o f c a l l a n d u t # a l u e s ! characteristics of o tion #alues! Models of #aluation; Binomia l and Blac1 and *choles model .? ton /ree1s. &. Co((o' !% &u!ure (+r 7e!- & orward mar1et commission; e)changes trading mechanism.

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:. I)!er)+! o)+" F )+), +" M+)+#e(e)!- S!ru,!ure o& &ore #) e 5 , . + ) # e ( + r 7 e ! - ! h e b a l a n c e o f a ym e n t s ! i n t e r n a t i o n a l m o n e t a r y s ys t e m 9 . . M . % ! t h e n a t u r e o f g l o b a l c a i t a l f l o w s 9 % D . ! % . . ! 2ri#ate e$uity and hedge funds. E5,.+)#e r+!e 'e!er( )+! o)- s tructural models of e)change rate d e t e r m i n a t i o n 9 . B 2 a n d 2 2 2 a r i t y! e ) c h a n g e r a t e f o r e c a s t i n g . Transfer ricing and netting.

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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&utures , -tionsand other "erivatives +y 4ohn 0 %ull &utures and -tions +y 7ohra and Bagri &inancial "erivatives +y N.,.)arasuraman. (he ,evolution in 0or-orate &inance +y edt +y Stern Modern Investment (heory +y ,o+ert 1 %augen (he hand+oo* of commodity investment - &a+ozzi 5 others Modern )ortfolio Management - 'ei+o$itz 5 thers Strategic %,M . Michael 1rmstrong, Kogan -age, 'ondon Strategic %,M . 1gar$al, 8ford University )ress, Ne$ "elhi. Strategic Management . #regory "ess and 1lle8 Miller. Strategy "riven (alent Management . Edtd Silzer "ovell

3 UMAN RE SO URCE MANAGE ME NT 2.2 E " e,! 9e 3 RM 2- S !r+!e# , 3 u (+) Resou r,e M+) +#e(e) !
1. Co)!e5! o& S!r+!e# , 3RM 8 in#estment ers ecti#e of CBM! factors influencing in#estment oriented organi3ations! .m act of changes in t e c h n o l o g y! E o r 1 f o r c e d e m o g r a h i c s , d i # e r s i t y o n C B M . S!r+!e# , Ro"e & 0"+)) )#- s trategic CB ;s Traditional CB! Barriers to strategic CB! *trategic CB lanning; aggregate , succession lanning. S!r+!e# , 0ers/e,! 9es o) Re,ru !(e)!D Tr+ ) )# & De9 e"o/(e)!T e m o r a r y ; s 2 e r m a n e n t e m l o ye e s ! . n t e r n a l ; s 5 ) t e r n a l recruiting; .nter#iewing! testing! references; .nternational Assignment! Di#ersity! *trategi3ing training , de#elo ment! need assessment! design , deli#ery. S!r+!e# , 0ers/e,! 9es o) 0er&or (+),e M+)+#e(e)!D Fee'$+,7 & Co(/e)s+! o)u s e o f * ys t e m ! w h o ! w h a t , h o e t o e # a l u a t e ! m e a s u r e s o f e # a l u a t i o n ! . n t e r n a l e $ u i t y! e ) t e r n a l e $ u i t y! a n d .ndi#idual e$uity. E(/"o%ee Se/+r+! o)reduction inforce! turno#er! retirement! .nternational ;s Domestic CBM! *trategic CB .ssues in .nternational Assignment. References: Strategic %,M . 4effery Mello, (hom-son )u+lication, Ne$ "elhi 'uis ,. #omez-Me6ia, "avid B.Bal*in, ,o+ert '. 0ardy, Managing %uman ,esources, )%I, 2;;3. . AUnit 3B S.K.Bhatia . Strategic %uman resources Management, "ee- 5 "ee)u+lication )vt. 'td., 2;;J.. 0harles ,, #reer, Strategic %uman ,esource Management, )earson Education, 2;;D. Kandula S.,. A2;;3B. Strategic %uman ,esource "evelo-ment. Eastern Economy Edition, )rentice %all India. Bo8ell 5 )urcell, 4. A2;;DB. Strategy 1nd %uman ,es-ource Management. )algrave Mcmillan

2.* E " e,! 9e 3 RM 4- L+$ ou r L e# s" +! o) s

:. I)'us!r +" D s/u!es A,! 1>2:- e m hasis on *ec = 6all definitions7! IA! :'! :=! :4! :J! ==! =<! =>! =&! Cha ter ; B! " to *ec =& 6*7 and *ec <<. 0arnata1a .D Bules! .ndustrial 5m loyme nt 6*tanding ?rders7 Act! 0arnata1a *tanding ?rders Bules.

=. I)' +) F+,!or es A,! 1>2?- 1arnata1a %actory Bules! Contract Aabour 6Begulation and Abolition7 Act :I4:! 0arnata1a Contract Aabour Bules. <. 0 + % ( e ) ! o & G r + ! u ! % A , ! 1 > ? 2 - / a ym e n t o f b o n u s a c t : I @ & ! 0 a r n a t a 1 a . n d u s t r i a l 5 s t a b l i s h m e n t s 6 G a t i o n a l % e s t i # a l C o l i d a ys 7 Act. E S I A , ! 1 > 2 ? - e m l o ye e s ro#ident fund and miscellaneous ro#isions act :I&=! wor1mens com ensation act :I<=. ayment wages act :I<@. Co'e o& D s, /" )e ) I)'us!r es- re ort of the second national labour commission =''=. Aatest .A? deliberation on labour legislation in de#elo ing countries. References: Industrial 'a$s . ).'. Mali* Industrial 'a$s . San6eev Kumar 'a+our 'a$ 4ournals . Monthly 0urrent 'a+our ,e-orter . Monthly 0', 1nnual "igest . 3999 . 2;;:

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:. I)'us!r +" Re"+! o)s- Cistorical bac1ground! conce t and a roaches in .B 9 sta1e holders of .B! #arious factors influencing .B! CB a r o a c h t o . B ! e s s e n t i a l s o f s o u n d . B o l i c y! . B s t r a t e g i e s ! l e g a l frame wor1 of .B! community of .B. 2roacti#e .B! industrial conflicts! dis utes! Conflict resolution.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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=. Tr+'e U) o)s- trade union mo#ement and growth of T" in .ndia! national le#el federations! trade union roble ms! trade union organi3ation! leadershi and management of Trade union! trade u n i o n a c t : I = @ ! r e g i s t r a t i o n o f t r a d e u n i o n ! e m l o ye r s a s s o c i a t i o n 9 objecti#es! origin and growth! legal status! roblems of trade unions. Gr e9+),es +)' D s, /" )es- grie#ances! redressal! disci line! standing orders! acts of misconduct! show cause notice! sus ension! 5n$uiry rocedure! 2rinci les of natural justice! 2unishments! Demotion sus ension! Termination! Bemo#al and dismissals! Conflicts 9 .ndustrial dis utes 9Aay off! Termination sim licitor! Betrenchment! closures! ;B*. >. G)oA"e'#e Cu"!ure- 0nowledge Culture 5nablers! Maintaining the 0nowledge Culture during Change! Be#iewing! .m lementing , Maintaining the 0nowledge Culture. &. G)oA "e'#e M+)+#e(e)! & 3RM 0r+,! ,es- structural *u ort! .m act of ?rgani3ational *tructure on 0nowledge Management! *taffing! 2erformance Management! Bewarding! 0nowledge Eor 1ers! Aearning , De#elo ment! ?rgani3ational 5#aluation and Be#iew. References: Kno$ledge Management . Shelda "e+o$s*i . 4ohn /iley India edition Kno$ledge Management . Elias M.1$ad 5 %assan M.#haziri . )earson Education. Kno$ledge Management . 0arl "avidson 5 )hili- 7oss . 7ision Boo*s

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>. Co""e,! 9e B+r#+ ) )#- , once t! its rele#ance in .B! CB as an institution! .A? erce tion of CB! ?bjecti#es of CB! *tructure! %unctions! rocess! negotiations! bargaining a roaches , techni$ues! atterns of bargaining. &. Se!!"e(e)!s- ! y es of settlements! wage settlement! bonus settlement! roducti#ity settlement! ;B* settlement! "nion issues settlement! Beorgani3ation settlement! transfer! Aayoff! retrenchment and closure settlements. References: Industrial ,elation Industrial ,elation Industrial ,elation Industrial ,elation . . . . ,amas$amy Sarma 7en*atarathnam 1run Monna--a

INT E RNAT IO NAL B USINE S S 2.2 E " e,! 9e IB 2- I) !er) +! o) +" M+r7 e! ) #
:. I)!er)+! o)+" M+r7e! )#- introduction and .m ortance 9 Basis of international trade! Theories of international trade! Trade barriers! .ndias foreign trade since inde endence. I)!er)+! o)+" M+r7e! )# E)9 ro)(e)!- economic! 2olitical! Aegal! *ocio-cultural and Demogra hic en#ironment. .nternational mar1et entry strategies 9 MGCs! /lobal mar1eters etc. Or#+) C+! o) &or I)!er)+! o)+" M+r7e! )#objecti#es of international mar1eting! %actors affecting international mar1eting! .nternational mar1eting mi) strategy. Distribution strategies and Ty es of intermediaries in international mar1eting. E5/or! 0"+)) )#- e) ort finance! Aetter of credit! e) ort licensing! 5) ort houses! e) ort ris1 and insurance! 5) ort romotion and .ncenti#es by the /o#ernment of .ndia and .nstitutional arrangement for e) ort romotion in .ndia. .m ort-5) ort olicies of the /o#ernment of .ndia 9 5) ort documentation rocedures and formalities. .ndian foreign trade since inde endence. I)!er)+! o)+" E,o)o( , I)s! !u! o)s +)' Foru(s- 5%T A! AA%T A! 5"! *AABC! A25C Eorld Ban1! .M% and other trading bloc1s and common mar1eting for international business. References: International Mar*eting . Sa* n*visit and 4ohn 4. Sha$ International Mar*eting . )hili- 0ateora and 4ohn #raham International Mar*eting . 0.1. &rancis

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2.4 E " e,! 9e 3 RM :- G) oA " e' #e M+) +#e(e) !

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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International Business . "aniel International Business . 7ye-tha*esh Sharan International Economics . "ominic* Salvatore )ros-ects of India!s &oreign (rade . N.1.Khan India!s &oreign (rade - 7adilal Manual of &oreign E8change . %.E.Evilt

2.* E"e,! 9e IB 4- I)' + & WTO

:. G"o$+" C+! o)- globali3ation of world economy! business! im act and im lications! olicy o tions and go#ernance. Arguments for .ndia joining ET ? - Arguments against me mbershi 9 benefits and disad#antages to .ndia. .ndias commitment and role in ET ? 9 .ndia as defendant and as com lainant 9 .ndias osition in ET ?. =. Begional trade bloc1s and economic integration 9 reasons for growth of economic bloc1s 9 economic 9 olitical 9 ty es of economical integration. Major regional trade grou s 9 GA%T A! M5BC?*"B! A25C!5"!B.M*TAC! A*5AG! /-@! .B*A. 5uro benefits of common currenc y 9 e) ectancy 9 im ediments of integration! .ndias role in romoting foreign trade 9 #ision ers ecti#e! road ma ! ros ects! erformance and e#aluation. <. ET ? 9 ?bjecti#es! function! /AT T and ET ?.! rinci les of ET ? 9 t r a n s a r e n c y! M % G t r e a t m e n t ! n a t i o n a l t r e a t m e n t 9 f r e e t r a d e r i n c i l e s 9 d i s m a n t l i n g t r a d e b a r r i e r s 9 r u l e d b a s e d t r a d i n g s ys t e m ! treatment of ACDs 9 com etition rinci les 9 anti dum ing measures 9 en#ironment rotection.

2.2 E " e,! 9e IB 8- I) !er) +! o) +" F ) +) , +" M+) +#e(e) !

:. I)!er)+! o)+" F )+), +" M+)+#e(e)!- structure of foreign e)change m a r 1 e t . T h e b a l a n c e o f a ym e n t s ! . n t e r n a t i o n a l m o n e t a r y s ys t e m 9 ..M.%! The nature of global ca ital flows 9 %D.! %..! 2ri#ate e$uity and hedge funds. =. E5,.+)#e r+!e 'e!er( )+! o)- structural models of e)change rate d e t e r m i n a t i o n 9 . B 2 a n d 2 2 2 a r i t y! e ) c h a n g e r a t e f o r e c a s t i n g . Transfer ricing and netting.

<. T.e &ore #) e5,.+)#e (+r7e!- structure! T y es of transactions! $uotations and Arbitrage . 5)change rate regimes 9 foreign e)change mar1et in .ndia. >. Me+sure(e)! o& e5/osure +)' R s7- classification! Transaction! translation and o erating e) osures. Management of e) osures. Cedging! forwards! currency futures! o tions! swa s and hedging with mone y mar1et. M+)+#e(e)! o& )!eres! r+!e e5/osure- %BA interest rate ca s and floors. %inancial swa s-ty es-moti#a tion a lication of swa s. /DB! ADB. References: Buc*ley, 1drian . Multinational &inance, Ne$ Cor*, )rentice %all Inc.m 399H Kim, Su* and Kim, Seung . #lo+al 0or-orate &inance< (e8t and 0ases, 2nd ed. Miami &lorida, Kol+, 399D Sha-iro, 1lan.0 . Multinational &inancial Management, Ne$ "elhi, )rentice %all of India, 399: International &inancial Management +y ).#.1-te, Mc #ra$ %ill. International &inancial Management +y 4eff Madura

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> . B e # i e w o f . n d i a s e c o n o m y o s t : I I & ! a n a l ys i s o f g e n e r a l a g r e e m e n t on trade in ser#ices 6/AT*7! definition of ser#ices under /AT*! modes of international deli#ery ser#ices 9 cross border su ly 9 commercial su ly 9 consum tion abroad! mo#ement of ersonnel s ecial agreements under ET ? 9 TB.2* 9 TB.M* 9 objecti#es of intellectual ro erty rotection! .ndian atent law and tri s 9 issues! contro#ersies and legal osition. &. Be#iew of .ndias .nternational Business with rele#ance to bilateral! referential! regional! free trade! multilateral trade agreements. .ndias stand on ET ? agreements 9 agriculture! GAMA! .2B! mode > restrictions! subsidies! concessions etc. .ndia as a felicitator in the formation of regional bloc 1s! economic bloc 1s. References: International International International International International Business Business Business Business Business . By ,oger Bonnet - Michael =in*ata - 4ohn d."aniels . ,ichard M.Shaffer - ,ugman

2.4 E " e,! 9e IB :- I) ' +Hs Fore #) T r+' e

:. Fore #) !r+'e +)' BO0 o& I)' +- foreign trade under lan! major e) orts and im orts im act on .ndian economy and B?2! trade directions! major hindrances in .ndian e) orts sector! structural treatment in romoting international trade by .ndia.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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*. SA0Hs SCM s% s!e (- recent de#elo ments in order and *CM based on * A 2 s ys t e m s ! c a s e s t u d i e s o n * C M ! . n t e r n e t r e s o u r c e s f o r * C M . 2. ReIe)# )eer )#- an im erati#e for sur#i#al! im lementing B2B 9 m e t h o d o l o g y a n d s t e s ! . s r e - e n g i n e e r i n g n e c e s s a r yK eo le

=. Becent trends in .ndias foreign trade! directional attern! major e) ort commodities 9 thrust area commodities! trends! roblem and ros ects! major com etitors! major im ort commodity grou s! trade control in .ndia 6foreign trade de#elo ment and regulation act7! i m o r t a n d e ) o r t c o n t r o l o r d e r s ! e ) o r t 9 i m o r t l i c e n s i n g s ys t e m ! e)change control in .ndia. <. 5) ort 2romotion 9 incenti#es! duty drawbac1s! ac1ing credits! e) ort romotion councils! ad#isory bodies 9 CA2AH.A! %.CC.! C..! 2CD chamber of Commerce! D/%T and functional facilitators! e#aluation of .ndias olicy on e)im lan! control of foreign trade. > . C o n t e m o r a r y 5 ) o r t . m o r t t r e n d a n a l ys i s 8 . n # i s i b l e e ) o r t s 9 Ban1ing! .nsurance! shi ing! tourism! man ower! consultancy! software etc 9 need to romote trade! control objecti#es and machinery for e) ort control! maintenance and de#elo ment of im orts. .m ort substitution! need to control im ort trade! objecti#es and machinery for im ort control! maintenance and de#elo ment of im orts &. Bole of /o#ernment in .ndias %oreign Trade8 *tate trading cor oration! mineral and metal trading cor oration! role of commodity boards! commercial treaties! trade agreements! counter trade References: Bhashyam.S . E8-ort )romotion in India< (he Institutional Infrastructure, 0ommon$ealth )u+., "elhi, 39II Khanna, Sri ,am . E8-ort Mar*eting in India!s Ne$ Manufacturers, University of "elhi, "elhi, 39IH 4ain.S.K . e8-ort )erformance and E8-ort Mar*eting Strategies, 0ommon $ealth )u+., "elhi, 39II Nayyar, "ee-a* . India!s E8-ort and E8-ort -olicies in the 39H;s, 0am+ridge University -ress, 39JH.

4. Tre)'s ) I)&or(+! o) !e,.)o"o#% - eo le #iew! em owering through information! managing change 9 the .ndian aradigm.

References: E,) . 1le8is 'eon, 'eon )u+lishers Su--ly 0hain Management +ased on S1) systems, #.Knolmayer, ).Mertens and 1.=eir, S-ringer International Edition (he one Source &or 0om-rehensive Solutions . Using Sa- ,ED III Edition . 1uthored +y 1sa- /orld 0onsutancy-)%I. Introduction to S1), an overvie$ of S", MM, )), &IE0 Modules of S1) 1n Insider!s Un+lased 1--raisal of S1) ,ED Management . /iley, 0oriolis . dreamtech E,), 7inod Kumar #arg and N.K.7en*ita*rishnan, )%I %ammer, Michael and 0ham-y, 4ames< ,eengineering the 0or-oration< 1 manifesto for +usiness revolution< %ar-er Business

2.* E " e,! 9e IS 4- E" e,!ro) , Co((er ,e

1. I)!ro'u,! o) !o EICo((er,e- ad#antages and limitations to 5Commerce! ;alue chains and managerial im lications of 5Commerce. 2. I)!er)e!- the internet and the worldwide web! the internet 2rotocol *uite! internet architecture! .nternet ser#ice ro#iders 6enabling technologies of the worldwide web7! .nter organi3ational Commerce and 5D.! 5D. im lementation! mobile Commerce. Co(/u!er Ne!Aor7s rotoc ols and media. & Se,ur !%different ty es of networ1s!

INFO RM AT IO N S BS T E MS 2.2 E " e,! 9e IS 2- E) !er/ r se Resou r,e 0" +) ) ) # A) ' B us ) ess 0ro, ess ReI E )# ) eer ) #
1. I)!ro'u,! o)- fundamentals of su ly chain manage ment! a s ys t e m s i n t h e i n d i # i d u a l b u s i n e s s f u n c t i o n s . lications

*. 2.

Se,ur !% +)' ,.+""e)#es- e lectronic ayment systems and the issues in#ol#ed! security issues and encry tion! 5-CBM! 5-*CM. 5*trategy.

2. I)!ro'u,! o) !o ER0- an o#er#iew of the enter rise! 5B2 and related technologies! 5B2 9 a manufacturing ers ecti#e! ;endors! consultants and users! introduction to *A2! an o#er#iew of *D! MM! 22! %.+ C? Modules of *A2.

4. Co)su(er or e)!e' E"e,!ro) , Co((er,e- ad#ertising and Mar1eting on the internet! Consumer *earch and Besource Disco#ery! Eeb based b=b 5-Commerce. .ntranets and e)tranets. Aegal and ethical issues! legal infrastructure for 5-Commerce in .ndia 6The . n f o r m a t i o n T e c h n o l o g y A c t ! = ' ' ' 7 ! . n t e r n a t i o n a l c yb e r l a w s . References:

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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,avi B.Kala*ota and 1ndre$ B./hinston . M&rontiers of Electronic 0ommerceN. 1ddison /esley, )earson Education, 1sia. M)ractical 0ry-togra-hyN, Bruce Schneir and Neils &erguson, /iley-dreamtech India )rivate 'td. ME-0ommerce-1mangarial -ers-ectiveN, ).(.4ose-h. )rentive %all, India MElectronic 0ommerceN, &rame$or*, (echnologies and a--lications, (ata Mc#ra$ %ill. MElectronic 0ommerceN, &rom vision to fulfillment, Elias M.1$ad, )%I. 4effrey &.,ay-ort and Bernard 4.4a$os*i-introduction to E0ommerce. Ne$ -ayment $orld< a managerLs guide to creating an efficient )ayment )rocess . +y Mary S. Schaeffer Managing information security ris*s< the 0(17E a--roach . +y 0hristo-her 4. 1l+erts, 1udrey 4. "orofee . Information Security< design, im-lementation, measurement, and 0om-liances . +y (imothy ). 'ayton 1n information security hand+oo* . +y 4ohn M. ". %unter

2.4 E " e,! 9e IS :- Bu s ) ess S!r+!e# es

1. I ) ! r o ' u , ! o ) - ' e f i n i n g yo u r b u s i n e s s i d e a ! c r e a t i n g a n e business lan! getting your business off the ground! Com onents! l i n 1 a g e s ! d y n a m i c s a n d e # a l u a t i o n o f b u s i n e s s m o d e l s ! d yn a m i c s a n d a raisals of business models. I)!er)e!-;alue configuration financing an internet start-u . and the internet #aluing and

2.2 E " e,! 9e IS 8- .2 B and C ybe r l aws

: I0R 9 introduction! Basics! Aegal Conce ts! .nternational Architecture of 2rotection! /lobal Begulatory! DB.2s! TB.2s! Di lomacy in .2B rotection! .2B in .ndia! .2B #s ;ertical .ndustries. C % $ e r L + A s - c yb e r a l e r t s ! i n t e r n e t f r a u d s ! t h e f t s a n d c r i m e s ! c yb e r laws ;s #ertical industries. O)" )e S.o// )# Me!.o's- sho ing carts! internet a ym e n t g a t e w a ys ! electronic data interfaces! a ym e n t m e t h o d s a n d a r o # a l m e c h a n i s m s ! c r e d i t c a r d m e r c h a n t s a n d a ym e n t s I)&or(+! o) com liances. Se,ur !%conce ts! methods! tools! standards! 2. *. 2.

e I $ u s ) e s s - B u i l d i n g yo u r e - b u s i n e s s ! d e s i g n i n g a n e - b u s i n e s s w e b s i t e ! u n d e r s t a n d i n g b a c 1 - e n d s ys t e m s . Bus )es E)9 ro)(e)!- ! he role of com etiti#e and macro e n # i r o n m e n t s ! a l yi n g t h e c o n c e t s m o d e l s a n d t o o l s ! s a m l e a n a l ys i s o f a n i n t e r n e t b u s i n e s s m o d e l c a s e . L+u),. )# %our eI$us )ess References: 0reating a $inning e-+usiness, I Edition, Na-ier, 4udd, ,ivers and /agner Internet +usiness models and strategies, Edition 2;;3, 1llan 1fush, 0hristo-er '.(ucci E-servie, Ne$ "irections in (heory and )ractice, ,oland (.(rust and ).K.Kannan, )rentice %all India. Steven 1lter< Information Systems< &oundation of e-+usiness, )%I For practicals: /e+ "esign, $ith %(M'E&lashE4avascri-tE"ream $eaverE&ront -age and e-0ommerce Multimedia Systems "esign, )ra+hat K.1ndleigh and Kiran (ha*rar.

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I)&or(+! o) Se,ur !% Co)!ro" and Disaster Management. References: )ractical 1--roach (o Intellectual )ro-erty ,ights By ,achna Singh )uri, 1rvind 7is$anathan ,e-thin*ing intellectual -ro-erty< the -olitical economy of co-yright ... By C i4un (ian Intellectual -ro-erty and information $ealth< issues and -ractices in the ... By )eter K. Cu 0y+er la$ sim-lified . +y 7ive* Sood 0y+erla$ for glo+al E-+usiness< finance, -ayment, and dis-ute s . +y (a*ashi Ku+ota 0y+erla$< the Indian -ers-ective- +y )avan "uggal Information (echnology in Business Management . +y "r. Mu*esh "hunna, 4. B. "i8it )ayment technologies for E-commerce +y /eidong Kou

T O URIS M & T RAVE L MANA GE ME NT 2.2 E " e,! 9e T T M 2- E 9e) ! M+) +#e(e) !
:. Definition! *co e of 5#ent Management8 introduction to con#entions! e)hibitions! meetings 9 definition , com onents.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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Gature and demand of conference mar1et. /rowth and de#elo ment o f e # e n t i n d u s t r y! e c o n o m i c a n d s o c i a l s i g n i f i c a n c e . =. Ty ology of lanned e#ents! #arieties , im ortance of e#ents! 0ey ste s to successful e#ents characteristics and com le)ities of e#ents chec1list for different e#ents! lanning schedule , actions agenda. Conference rogram designing! timing! su er#ision! resentation! catering and hos itality! Trans ortation! teleconferencing! recording , ublishing s onsorshi ! s onsors! organi3ers! customers , guests. 5#ent lanning! 0ey characteristics! 2re-e#ent res onsibilities! legal issues! negotiations. 5#ents and Tourism! Business tourist! Tourism , Culture! .ncenti#e tours Bis1 Manage ment! *afety and /lobal issues in 5#ent Manage ment. M.C5 Tourism8 tourism e#ents 9 national , .nternational *cenario .nternational Trade %airs , Mars 9 /ermany! China! *inga ore! Cong1ong! ".0! etc. 5#ents and Tourism Mar1eting. References: Event Management in leisure 5 tourism . "avid /att 0onferences . (omy ,ogers >. Cuman resources , cultural di#ersity8 "nderstanding d i # e r s i t y! cultural erce tions! business rotocol! considerations in negotiations. cultural cultural

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.nternational tourism sales , mar1eting8 Mar1et research! d e # e l o i n g a n i n t e r n a t i o n a l m a r 1 e t i n g s t r a t e g y! u n d e r s t a n d i n g # a r i o u s t r a # e l d i s t r i b u t i o n s ys t e m s # i 3 / D * ! r o d u c t o s i t i o n i n g . References: Mill, ,.0., A399;B, (ourism< (he International Business, )retience %all, Ne$ 4ersey. Bhatia.1.K., - International (ourism

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2.2 E " e,! 9e T T M 8- Ar! 3 er !+#e o& I) ' +:. .ndian Culture and Ceritage8 Conce t 9 Cistory 9 *tages of e#alaion 9 The Mohenjodaro and Cara an eriod 9 ;edic Age! Buddhist e och! /u ta 2eriod! 5arly and Aate Medie#al eriod! Modern eriod! %eatures of .ndian Cultural Ceritage 9 Conser#ation of Culture. * t u d y o f . n d i a n A r c h i t e c t u r e 8 t h e r o m i n e n t A r c h i t e c t u r a l s t yl e i n different eriod 9 Cara an Architecture! Ancient .ndian Architecture #i3 Cindu 9 Buddhist style. Mughal Architecture. The Boc 1-Cut monuments 9 colonial Architecture! *tudy of im ortant Architectural sites of .ndia. *tudy of .ndian Tem le Architecture and o ular religious centres 9 Cindu! Buddhist! Fain! Muslims! 2arsis and Christian. 2aintings8 .ndian 2aintings 9 characteristic features 9 Medie#al and Modern 2aintings! *tudy about erforming Arts of .ndia! Dances of .ndia! Cistorical e#olution 9 archeological and literary e#idence! .ndian Classical Dances 9 %ol1 Dances! Music of .ndia 9 c l a s s i f i c a t i o n 9 M a r g , D e s i ! 0 a r n a t i c s t yl e ! G o r t h . n d i a n M u s i c 9 Musical instruments. Bole of 2erforming Art in Tourism De#elo ment , Candicrafts8 .ndian Theatre 9 Different Theatrical forms! .ndian Cinema 9 5#olution 9 Bole in Tourism De#elo ment! .ndian handicrafts 9 t e ) t i l e s ! c l a yw o r 1 s ! s t o n e w o r 1 s ! w o o d w o r 1 s e t c . 9 c r a f t m e l a s 9 Mar1eting of Candicrafts 9 Bottlenec1. Museums and their role8 Bole of Museums in reser#ation of art Ceritage 9 Ty es of Museums 9 Ac$uisition of Museum Articles 9 Bole of Museum in * ecial .nterest Tourism. References: (ourism "evelo-ment . 1.K.Bhatia

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2.* E " e,! 9e T T M 4- I) !er) +! o) +" Tou r s(

:. /lobali3ation , tourism sector8 globali3ation , the business world! the tourism industry! challenges! %actors affecting /lobal , regional tourist mo#e ments! Demand and origin factors! destination , resource factors. Contem orary trends in international tourist mo#ements. The emergence of international hotels , tourisms8 historical as ects! de#elo ment of chains! de#elo ment abroad! airline connection. 2olitical as ects of the international tra#el! tourism Barriers to tra#el! tourism in#estment , business! regulations! international organi3ations dealing with barriers #i38 ET ?! .M%! .CA! need for go#ernment su ort of tourism! national tourism organi3ations! olitical s t a b i l i t y! tra#el ad#isories! olitical ris1! crisis manage ment. <.

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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%eritage (ourism "evelo-ment . ,omila (ha-er "evelo-ment of (ourism in India . %.'.).,ai )aryatan Bhugol . )rof. S.B.Shinde )aryatan Bhugol . "r. C.(.#har-ure )aryatan Bhugol . "r. Nagtode and others Stevens 'aurence, A399;B. #uide to Starting and -erating Successful (ravel 1gency, "elmar )u+lishers Inc.m Ne$ Cor*. 0hand, Mohinder, (ravel 1gency Management, 1nmol )u+lication Seth.).N A3992B, Successful (ourism Management 7ol. 3 5 2, Sterling )u+lications, "elhi. &oster, "ouglas A39IDB, (ravel and (ourism Management, McMillan, 'ondon.

2.4 E " e,! 9e T T M :- T r+9e" A#e) ,% M+) +#e(e) !

:. Tra#el formalities8 ass ort! #isa! health re$uirements! ta)es! customs! c u r r e n c y! tra#el insurance! baggage and air ort i n f o r m a t i o n . T r a #e l A g e n c y a n d T o u r ? e r a t i o n B u s i n e s s 8 C i s t o r y! / r o w t h ! a n d r e s e n t s t a t u s o f T r a # e l A g e n c y. D e f i n i t i o n o f T r a #e l A g e n c y a n d d i f f e r e n t i a t i o n b e t w e e n T r a #e l A g e n c y a n d T o u r ? eration business. Tra#el Agency and Tour ? erators8 Ain1ages and arrangements with hotels! airlines and trans ort agencies and other segments of tourism sector. A ro#al of Tra#el Agents and Tour ? erators8 a ro#al by de artment of tourism! /o#ernment of .ndia. .ATA rules and regulations for a ro#al of a tra#el agency! A ro#al by Airlines a n d B a i l w a ys . * t u d y o f # a r i o u s % i s c a l a n d G o n 9 % i s c a l i n c e n t i # e s a#ailable to Tra#el agencies and Tour ? erations business. %unctions of a Tra#el Agent8 understanding the functions of a tra#el agency 9 tra#el information and counseling to the tourists! .tinerary re aration! reser#ation! tic1eting! re aration and mar1eting of Tour ac1ages! handling business+cor orate clients including conference and con#entions. *ources of income8 Commission! * e r # i c e c h a r g e s . T r a #e l T e r m i n o l o g y 8 C u r r e n t a n d o u l a r t r a # e l trade abbre#iations and other terms used in re aring itineraries. %unctions of a Tour ? erator8 mar1et research and tour ac1age formulation! assembling! rocessing and disseminating information on destinations! Aiasioning with rinci les! re aration of .tineraries! tour o eration and ost tour Management. *ources of income for tour o eration. 2ublic and 2ri#ate sector in Tra#el Agenc y Business and Tour ? eration Business8 organi3ational *tructure and #arious de artments of a T ra#el Agency. Case study of .T DC. Case stud y of *.TA! Co) , 0ings! TC. and Thomas Coo1. The .ndian Tra#el Agents and tour o erators 9 an o#er#iew. Gational Trade Associations8 .AT? and TAA.. References: %ollo$ay.4.0 A39IDB, (he Business of (ourism, Mc"onald and Evans, )lymounth. Syratt #$enda, A399:B. Manual of (ravel 1gency )ractive, Butter$orth %einmann, 'ondon.

3E AL T 3 CARE MANAGE ME NT 2.2 E " e,! 9e 3 CM 2- 3 e+" !. C+re E ,o) o( ,s +) ' F ) +) ,e

:. Assessment of causes of oor health in the de#elo ing countries; health ser#ices! economic de#elo ment and national de#elo ment lanning. 5conomic a raisal of health ser#ices8 needs #s demand #s su m o d e l ; C e a l t h s e c t o r f i n a n c i n g a n d e ) e n d i t u r e s u r # e ys . ly

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2rimary care8 costs! resource a#ailability and allocation; methods and models in the analysis and e#aluation of health! sector financing. %inancial Management in health ser#ices8 budgeting! control! a n d e f f i c i e n c y. ricing

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5conomics of Gon-/o#ernmental health care; economic s of #arious Gational! health rogra mmes. References: 0arrin.#, Economic Evaluation of %ealth in "evelo-ing 0ountries, 39ID, 8ford University )ress, Ne$ C or*. 0leverley./."., ed, &inancial Management of %ealth 0are &acilities, 39JH, 1s-en, Maryland. 0onyers." and %ills.), 1n introduction to develo-ment -lanning in the third $orld, 39IG, 4ohn /iley, Ne$ Cor*. "rummond.M.&, )rinci-les of Economics a--raisal in %ealth 0are, 39I:, 8ford University )ress, Ne$ C or*. &error.%.) ed, %ealth Services< 1dministration, research and Management, 39J2, Butter$orths, 'ondon. &errnati.).4, %ealth care economics, 39J9, 4ohn/iley, Ne$ Cor*.

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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=. Cos ital organi3ation! classification of hos itals; com onents of a h o s i t a l s ys t e m ; c h a n g i n g r o l e o f h o s i t a l a d m i n i s t r a t i o n ; n e e d f o r managerial functional s ecialists! issues and challenges of hos ital manage ment. Decision ma1ing in hos itals! understanding decision ma1ing rocess; drawbac1s of hos ital communication syste m; need for s ys t e m s a r o a c h t o h o s i t a l . Conce ts of com uters and communication technology! database conce ts! networ1s and communication; ty es of networ1s! networ1 t o o l o g i e s ! i n f o r m a t i o n t e c h n o l o g y i n h o s i t a l s ; . n f o r m a t i o n s ys t e m conce ts! ty es of information systems. C o s i t a l i n f o r m a t i o n s ys t e m ; s y s t e m s a n a l y s i s a n d d e s i g n o f h o s i t a l information s ys t e m s ; design considerations; de#elo ment a roaches; im lementation strategies; functionality of c o m u t e r i 3 e d h o s i t a l i n f o r m a t i o n s ys t e m s ! m e r i t s a n d d e m e r i t s o f CC.*! trends in C.*;C.* as a control system; resource utili3ation , control in hos itals! issues and challenges of hos ital manage ment. References: 'ele.,." com-uters in Medicine, (ata Mc#ra$ %ill )u+lishing 0o.'td, Ne$ "elhi, 39II. Saini, 1nil Kumar Management Information System AMISB in hos-itals, "ee- 5 "ee- )u+, 399D. )an*o, ,aymond.,, Business "ata 0ommunications, )rentice %all Inc, 'ondon, 399J. %os-ital Information Systems . (he Ne8t generation, 7elde, ,udi 7an de S-ringer 7erlag, 3992. /ard, 4ohn, )rinci-les of Information Systems Management, ,outledge, 'ondon, 399:. %ealth Information in India, 0entral Bureau of health Intelligence, Ministry of %ealth 5 &amily /elfare, #ovt. of India, Ne$ "elhi. 1$ad, Elias.M, Systems 1nalysis 5 "esign, )rentice %all of India, Ne$ "elhi, 399;.

2.* E " e,! 9e 3 CM 4- E) 9 ro) (e) !+" 3 e+" !. M+) +#e(e) ! +)' S +& e!% 0" +) ) ) #
:. Conce t of health care lanning! health e) enditures! hos itals as a h e a l t h c a r e d e l i # e r y s ys t e m ; M a n a g e m e n t o f h e a l t h c a r e s y s t e m s ; Dimensions of health care management. Manage ment of Duality; conce ts of en#ironmental health care; Microbiological considerations; Aaundries! C**D! insect! Bodent control. 5mergenc y and disaster lanning; safety management; e r s o n n e l s a f e t y! f i r e s a f e t y! g e n e r a l s a n i t a t i o n . atients and &. <.

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Ca3ardous waste management; solid waste handling , dis osal; li$uid waste handling! collection , dis osal; water treatment and distribution. 2lanning and organi3ing for safety and waste manage ment. Aegal and social as ects of waste manage ment; trends and ractices; manage ment of costs; health care budgeting; cost containment; manage ment of conflicts; organi3ing for better health care manage ment; collecti#e em loyee artici ation; bargaining; rewards and unishments. References: &erry, (ed Safety 5 health management -lanning, 7an Nostrand ,einhold, Ne$ Cor*, 399;. Bond ,ichard.g, #.S.Michaelsen and ,oger ' "eroos, Environmental %ealth 5 Safety in health care facilities, Macmillan )u+.co.inc, 39JD. 4ournal of %azardous $aste management, US1 =$eife, )eter I and &riedrich Breyer %ealth Economics, 8ford University )ress, Ne$ Cor*, 399J. Kurt, "arr 5 4onathan.S.,., %os-ital organization and management< (e8t and reading, 0BS -u+lishers 5 "istri+utors, 3992. #oyal.,.0 %and+oo* of hos-ital -ersonnel management, )rentice %all of India, Ne$ "elhi, 399D.

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2.4 E " e,! 9e 3 CM :- 3 e+" !. Co((u ) ,+ ! o) - De9e" o/ (e) ! +)' D sse( ) +! o)

:. An o#er#iew of many substanti#e areas of study within health communication li1e inter ersonal communication! inter-cultural communication! mass media health ima ges! communication cam aigns! alternati#e medicine health ethics. "se of least three artifacts 6such as am hlets! rint ads! #ideo! etc7 a n a l ys i s t h e r h e t o r i c o f a s u c c e s s f u l o r a n u n s u c c e s s f u l h e a l t h

2.2 E " e,! 9e 3 CM 8- 3 e+" !. +) ' 3 os/ !+" I) & or(+! o) S %s!e(s
:. Conce t of health; health care and hos itals! .ndian health care s ys t e m ! / o # e r n m e n t - h e a l t h c a r e i n t e r f a c e 8 C o s i t a l a s a s u b s ys t e m of health care system; hos ital functions.

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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communication cessation. <. >. cam aign such as A.D* awareness! smo1ing re#ention &. %acilities ro#ided by different institutions and Agencies in .ndia! financing facilities for new enter rises! mar1eting and other facilities. References< 0aticts 1 "alleyF entre-reneurial Management going all out for results AMc#ra$ %ill, 39J3B. 0lelland.".0 and ".#./inerF Motivating Economic 1chievement ANe$ Cor*39H9B "ruc*er, )eter, Innovatin and Entre-reneurshi-, east-/est )ress A)B 'td., 3992. &.M.%ar+lsonF Entre-reneurial rganization as a factor in economic develo-ment, Kuarterly 6ournal in economics 1ugust 39:2. #u-ta.0.B and Srinivasan, Entre-reneurial "evelo-ment in India, Ne$ "elhi, Sultan 0hand, 399J. %isrich, ,o+ert." and )etors, micheal.) Entre-reneurshi-F Starting, develo-ing and managing a Ne$ Enter-rise, D rd ed. 0hicago, Ir$in, 399:. %olt "avid.%, Entre-reneurshi- . Ne$ venture creation, Engle$ood cliffs, Ne$ 4ersey, )rentice %all Inc., 3992. >. %easibility studies8 technical! mar1eting and financial; Managerial roblems of new enter rises; roduction urchasing! financing labour and mar1eting roble ms.

2lan! deli#er , e#aluate health information , disease cam aigns! ad#ocate for health olicy initiati#es.

Manage health care deli#ery syste ms or roduce the written material for a healthy cam aign or de#elo a tele#ision rogra mme+Cealth literac y , strategies dissemination in areas of ublic health emerging from research in hearing! balance! smell! taste! #oice! s eech or language. 2roduce materials that ma 1e com le) disease issues more understandable to ublic e.g. materials to accom any genetic counseling in areas of inherited disorders. References: )ayers, 'ynn, Medicine 5 culture . Ne$ C or*< %enry %olt 5 com-any 399H. "u )re, 1thena, 0ommunicating a+out healthF 0urrent issues 5 -ers-ective. Mountain vie$ '1F May field -u+lishing com-any, 2;;;. %ealth communication, Ne$ 4ersey school of -u+lic health, 399I. ,ole of mass media in -arenting education, 399J. %arvard school of -u+lic health centre for health communication. (e8t +oo* of -reventive 5 social medicine, 2;;;.

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S MALL B US INES S MANAGE ME NT & E NT RE 0RE NE URS 3 I 0 2.2 E " e,! 9e S B M&E 2- NeA E) !er/ r se M+) +#e (e) !
:. 5ntre reneurshi and its role in economic de#elo ment. 2roble ms of industriali3ation in underde#elo ed countries with s ecial reference t o . n d i a . . n d u s t r i a l o l i c y! B e g u l a t i o n a n d c o n t r o l o f i n d u s t r i e s i n .ndia. Mechanics of setting of new enter rises 9 si3e and location! o timum units 9 its meaning and determinants; si3e of industrial units in .ndia. Theory of industrial location factors determining the industrial location. Begional distribution of industrial acti#ity in .ndia; Becent trends in the locali3ation of industrial acti#ity in .ndia8 Begional lanning of industrial acti#ity in .ndia.

2.* E " e,! 9e S B M&E 4- E ) !re/ re) eu r +" De9e" o/ (e) !

:. 5ntre reneurial traits! ty es and significance; Definitions! characteristics of 5ntre reneurial ty es! $ualities and functions of entre reneurs! Bole and im ortance of entre reneur in economic growth. Com eting theories of entre reneurshi ; entre reneurial De#elo ment rogra mme in .ndia. Cistory! *u ort! objecti#es! s t a g e s o f e r f o r m a n c e s ; l a n n i n g a n d 5 D 2 o b j e c t i # e s . T a r ge t g r o u ! selection of centre! re-training wor1. /o#t. 2olic y towards **.s; 5ntre reneurial in ut; entre reneurial beha#ious and entre reneurial moti#ation. G-Achie#ement and manage ment success! entre reneurial success in rural area. .nno#ation and entre reneur; establishing entre reneurs system. *earch for business idea! sources of ideas! idea rocessing! in ut re$uirements; *ources and criteria of financing! fi)ed and wor1ing ca ital assessment; Technical assistance! mar1eting assistance! sic1ness of

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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units and remedial assistance; re aration of feasibility re orts and legal formalities and documentation. References: 0liffton "avis.S and &ylie "avid.E, )ro6ect &easi+ility 1nalysis, 39JJ 4ohn /iley, Ne$ Cor*. "esai.1.N, Entre-reneur 5 Environment, 399; 1shish, Ne$ "elhi. "ruc*er )eter, Innovation and Entre-reneurshi-, 39I:, %einemann, 'ondon 4ain ,a6iv, )lanning a Small Scale IndustryF 1 #uide to Entre-reneurs, 39IG, S.S. Boo*s, "elhi. Kumar.S.1, Entre-reneurshi- in Small Industry, 399;, "iscovery, Ne$ "elhi. Mc0lellan.".0 and /inter./.#, Motivating Economic 1chievement, 39H9, &ree )ress, Ne$ Cor*. )aree*, Udai and 7en*ates$ara ,ao.(, "evelo-ing Entre-reneurshi- . 1 %and+oo* on 'earning Systems, 39JI, 'earning Systems, "elhi. )ic*le %al B and 1+raham6on, ,oyee.', Small Business Management, :th ed. Ne$ Cor*, 4ohn /iley, 399;. Schumacher.E.&, Small is Beautiful, Ne$ "elhi, ,u-a, 399; 7e-a ,am.N, %o$ to success in small industry, Ne$ "elhi, 7i*as, 39IG.

2.4 E" e,! 9e S B M&E :- Go9er) +) ,e & M+) +#e(e) ! o& No) I0ro& ! O r#+) C+! o) s (N0O s)= NGO s H
:. /o#ernance , Management of Gon-2rofit organi3ations 6G2?s7+G/?s; An .ntroduction , Disco#ering the thin line of di#ision. /o#ernance .ssues8 /o#erning body , strategic manage ment! a c c o u n t a b i l i t y! t r a n s a r e n c y! s u s t a i n a b i l i t y , 2 a r t i c i a t i o n ! G o r m s of /ood /o#ernance! G/?+G2? Accreditation! /ender 5m owerment and ca acity building needs8 Assessment for strengthening /o#ernance. Management 2ractices of financial resources! human resources , e)ternal resources. 2roject lanning! design , im lementation.

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2.2 E " e,! 9e S B M&E 8- S (+" " B u s ) ess E )9 ro) (e) ! +) ' M+) +#e(e) !
:. *mall Business in .ndian 5n#ir onment 9 5conomic! *ocial! 2olitical cultural and legal; 2olicies /o#erning small scale units; industrial olicies and strategies relating to small scale sector. Technological 0now-how and a ro riate technology; Duality circles and roducti#ity and lin1a ge between small and big business. ?rgani3ational structure and other characteristics of small firms; * ecial roblems in the management of small business in #arious functional areas li1e finance! mar1eting! roduction and ersonnel. *ic1ness in the small-scale sector; Moderni3ation of small and #illage industries; Training rogra mme s and consultancy ser#ices. .nstitution assisting e) ort romotion of small business in .ndia; 5) ort romotion councils global ers ecti#e of small business in selected countries. References: "esai 7asant, rganization and Management of Small scale industry, Bom+ay, %imalaya, 39J9. Small Scale Industries and Entre-reneurshi-, Bom+ay, %imalaya, 399:. )a-ola.(.S, ,ural Industrialization a--roaches and -otential, Bom+ay, %imalaya, 39I2.

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Macro ers ecti#es of /o#ernance , De#elo ment; /ood /o#ernance 9 De#elo ment a roaches 6Demand side7! social a c c o u n t a b i l i t y! a r t i c i a t i o n , c i # i c e n g a g e m e n t ! c o m m u n i t y d r i # e n de#elo ment 6CDD7 and entitlement! and right base a roaches. References: 'eadershi- in Non-rofit organizations . Kathryn 1.1gard-Sage -u+lication Non-rofit rganizations< (heory, Management 5 )olicy . %elmut K.1nheier . 1mazon Managing the Non-)rofit organization . 4ohn /iley 5 Sons. "ruc*er.).& A399;B . Ne$ Cor*< %ar-er 0ollins Managing the Non-)rofit organization< )ractices and )rinci-les. Ne$ Cor*< %ar-er 0ollins )u+lishers.

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RE T AIL & S U00L B C3 AIN MANA GE ME NT 2.2 E " e,! 9e R&S CM 2- S +" es +) ' L o# s! ,s M+) +#e(e) !

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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:. *ales Manage ment8 ?bjecti#es of sales management! 2ersonal selling rocess! De#elo ing ersonal selling strategies. ?rgani3ing the sales force-Ty es of sales organi3ations-Determining the 1ind of sales force and *i3e of the sales force. Dualities of sales e)ecuti#es. Managing the *ales %orce8 recruiting! *electing and Training the sales force. Time and territory management! *ales territories and *ales $uotas-Com ensating sales force! Moti#ating the sales forceControlling the sales force-5#aluating the sales force. Betailing and Eholesaling8 non-store retailing! 5-tailing! Direct mar1eting! Tele mar1eting! Mar1eting on the net-%uture of sales manage ment. Distribution and Aogistics Management8 Design of distribution channel! *tructure and Channel manage ment. Com onents of logistics-inbound and outbound logistics! 1ey logistics acti#ities #i3.! Customer ser#ices-Demand forecasting-.n#entory managementMaterial handling-Communication-?rder rocessing! 2ac1agingT raffic and trans ortation- Earehousing and storage. D e # e l o i n g A o g i s t i c s * t r a t e g y 8 l o g i s t i c s i n f o r m a t i o n s ys t e m ! ? r g a n i 3 i n g f o r e f f e c t i # e l o g i s t i c s ! . m l e m e n t i n g l o g i s t i c s s t r a t e g yCom uter ac1ages used in logistics. Reference: Sales Management . "ecisions, Strategies and 0ases . ,ichard ,.Still, Ed$ard /.0undiff and Noman 1.).#ovani )rofessional Sales Management . ,.E.1nderson, 4ose-h &.%ar, 1ian 4.Bash Mar*eting 0hannels . 'ouis /.Stern, 1del I.E, . 1nsary, (.0oughlan &undamentals of 'ogistics Management . M.'am+ert, 4ames ,.Stoc*, M.Eliram 'ogistics Management . "onald 4.B. and ".4.0loss 'ogistics and Su--ly 0hain Management . Martin 0hristo-her Sales Management . 1nalysis and "ecisions Ma*ing . (homas N.Ingram Managing Su--ly 0hain . 4.'.#attorn and "./. /aldis =. .n#entory Management - 0e y erformance ratios! - margin on returns! gross margin! stoc1 turn! forward co#er! mar1 down! gross margin return on in#entory 6/MB?.7;*toc1ta 1ing methods!; The causes of mar1down! strategies to limit mar1downs; The im lications for effecti#e manage ment of /MB?. on the financial health of the business; Merchandise manage ment for ma)imum /MB?.. <. Merchandising - 2roduct assortment strategies related to retail format; Branding and retailers own brand de#elo ment; Bange assortment lanning and budgeting! model stoc1! ne#er-out lists! o en-to-buy; %orecasting and modeling techni$ues. >. ;isual Merchandising - * ace manage ment! its im ortance financially and the different techni$ues used to manage s ace; The customer decision ma1ing rocess and its affect on store layout and roduct; /eneric store layouts and their ad#antages and disad#antages; Direct 2 r o d u c t 2 r o f i t 6 D 2 2 7 ! A B C a n a l ys i s a n d i m l i c a t i o n s f o r # i s u a l merchandising. & . B u yi n g a n d * u l y i n g - 0 e y o e r a t i o n a l o b j e c t i # e s 8 s e e d ! c o s t ! $uality! de endability! fle)ibility; *u lier selection and e#aluation! order $ualifiers and order winners! customer satisfaction indices and ser#ice le#el agreements as a lied by retailers; 2artnershi s for com etiti#e ad#antage! Duic1 Bes onse 6DB7! 5fficient Customer Bes onse 65CB7 and ;endor Managed .n#entory 6;M.7. Reference: Retailing Management, :th Ed. Michael 'evi and Barton 1. /eitz. Ir$in Mc#ra$-%ill, Ne$ C or*, NC . 2;;G. Berman and Evans, ,etail Management, )rentice %all 2;;G 'evy and /eitz, ,etailing Management, Ir$in 2;;G "unne, 'usch and #a+le, ,etailing, South-/estern 2;;2 "avis and /ard, Managing ,etail 0onsum-tion, 4ohn /iley 5 Sons 2;;2 ,o+ert S-ector and )atric* " Mc0arthy, (he Nordstrom /ay< (he Inside Story of 1merica!s O 3 0ustomer Service 0om-any, 4ohn /iley 5 Sons, Inc. 399: 4udi Bevan, (he ,ise and &all of Mar*s 5 S-encer, )rofile Boo*s 'td 2;;3 0ases< PS-ort +ermeyer 'td.Q A%BS case OH9:;22B and P/al-Mart Stores in 2;;DQ A%BS case O9J;GGD;B.

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:. .ntroduction to Betailing - *i3e! economic im ortance and com etiti#e structure; Common retail formats;The retail mar1eting mi); The role o f t h e r e t a i l b u ye r a n d t h e w o r 1 o f t h e b u y i n g o f f i c e + m e r c h a n d i s e de artment; ?rganisational structures and the organisation of retail b u yi n g .

2.2 E " e,! 9e R&S CM 8- 0ro (o ! o) & Re" +! o) s. / M+) +#e(e) !

:. The Mar1eting Communication 2rocess8 a Model of communication effects. 2romotion Mi)! .ntegrated Mar1eting Communication

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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6 . M C 7 * t r a t e g y. 2 r o m o t i o n a n d . M C l a n n i n g a n d * t r a t e g y. T h e .nternational mar1et en#ironment for 2romotion , .MC. =. Ad#ertising8 Message and Media *trategies8 ad#ertising objecti#es. C r e a t i # e s t r a t e g y8 T h e c r e a t i # e i d e a ! c r e a t i # e e ) e c u t i o n T a c t i c s . Creati#e e)ecution8 Attention and structure of Ad#ertise ments. Media strategy and .m le mentation. =. Tr+)s/or!+! o) +)' Ass #)(e)! 0ro$"e(- tra#eling salesmen roblems! *ol#ing the se$uencing roble ms! brand switching roblems.

<. Eueu )# Mo'e"s- ' eterministic and robabilistic models! *ingle ser#er and multi le ser#er model 9 .nfinite o ulation. >. Ne!Aor7 A)+"%s s- 25BT , C2M! Determination of floats! Timecost-Trade-off and Crashing of networ1s. Theory of games 9 Two ersons 9 Lero-sum game. De, s o) T.eor%- Decision ma1ing under ris1 and uncertainty! decision trees. "se M* 5)cel sol#er for the abo#e models. References: @uantitative (echniKues in Management . N.". 7ohra -erations ,esearch . /agner -erations ,esearch . %amdy (aha (heory and )ro+lems of -erations ,esearch . ,ichard Brouer Mathematical Methods in Business . Barnett and Sieger -erations ,esearch . S.". Sharma

<. 2ersonal *elling , *ales Management8 ersonnel *elling 2rocess and a r o a c h e s ! * a l e s m a n a g e m e n t - ? b j e c t i # e s ! 2 o l i c i e s , * t r a t e g y! *ales Manage ment rocess! Moti#ating! Com ensating. *ales Budgets! Duotas and *ales Territories. >. Customer Belations Manage ment8 m eaning! definition! 2ractice! T e c h n o l o g y . C u s t o m e r A i f e C yc l e ! C B M 2 r o c e s s ! G e g o t i a t i n g w i t h 0e y Customers- Call Centres! Customer .nteraction! Gegotiation as a 2rocess! Tools of Gegotiation! Gegotiation Audit! A lication ro#iders and CBM.

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&. %oundations of Customer Centric Business8 i nternal rocess and Customers! 5)ternal 2rocess and Customers! 0ey Customers! rioriti3ing 0e y Customers! Customer *trategy grid. 2artner Belationshi Management 6 2BM7! The Technology in 2BM. Reference: Semeni*, 2;;H, M)romotion and IM0N, (homson. Belch, 2;;:, 1dvertising and )romotion, (M%. 0lo$, 2;;J, MIntegrated 1dvertising, )romotion and Mar*etingN, Drd Edition, (homson. Still, 0undiff and #ovni, Sales Management, )%I E )earson. Batra, Myers and 1a*er, 2;;:, 1dvertising Management, )%I E )earson. 0lo$, 2;;J, Integrated 1d, )romotion and Mar*eting 0ommunication, Drd Edition. ,on %asty and 4ames ,eardon, 399J ,etail Management, Mc#ra$ %ill International Edition. )aul #reen+erg , 2;;:, 0,M at the S-eed of 'ight, (M% Ken Bernett, 2;;:, (he %and Boo* of Key 0ustomer ,elationshiManagement, )earson education. 4agadish Seth, 1tul )arivartiyar 5 Shainesh, 2;;:, 0ustomer ,elationshi- Management, (M%.

B ANGIN G & INS URANCE 2.2 E " e,! 9e B &I 2- ICT A/ /" ,+! o) s ) B +)7 ) #

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.nfor mation , communication technology a lication in Ban1s. ?#er#iew of #arious technology latforms! corres ondence ban1ing. 5-commerce 9 o#er#iew of #arious ortals in .ndia.

?nline trading in securities8 Aegal , Technical issues. ? u t l i n e s o f c yb e r l a w s , s y s t e m s e c u r i t y i s s u e s . Customer relationshi manage ment.

2.4 E " e,! 9e R&S CM :- O / er+! o) s Rese+r,.

:. Mo'e" Bu "' )# ) OR- linear rogra mming! %ormulation! /ra hical solutions 9 *im le) method 9 Big- M method! Duality and sensiti#ity a n a l ys i s .

2.* E " e,! 9e-B &II 4- L +A & 0r+ ,! , e o& I) su r+) ,e

:. 2rinci les of .nsurance8 Aife! marine and fire etc.

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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=. <. >. &. ?#er#iew of insurance industry in .ndia both sector. Aegal framewor1 for .nsurance Business 9 .BDA Cro insurance in .ndia. ublic , ri#ate Ban* Management +y Koch 5 Scott Machenald &undamentals of International Ban*ing +y ,u-narayan Bose Introduction to ,is* Management 5 Insurance +y Mar* "orfma ,is* Management and Insurance . )ers-ective in #lo+al economy +y %.".S*i--er 5 /.4.K$on ,is* Management 5 Insurance +y %arrington Niehaus. Stochastic -rocesses . Sheldon M.,od ///.actuariesindia.org ///.actuariesu*.org

Gew ension scheme of /o.. and ension schemes of A.C , other ri#ate sector insurance com anies.

2.2 E " e,! 9e- B &I I 8- L & eD 3 e+" !. & Ge) er+" I) su r+) ,e
:. Ty es of life insurance olicies 9 An outline of im ortant of life insurance olicies issued by A.C , other major ri#ate sector life insurance com anies in .ndia Ty es of Cealth insurance etc. .nsurance olicies. /rou insurance! medical ro erty!

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Ty es of /eneral .nsurance , motor #ehicle insurance.

olicies8 Major ty es of fire! olicies.

.BDA guidelines relating to life insurance ?utlines of wor1ing of

ublic sector general insurance com anies. GUIDELINES FOR 0RE0ARATION OF MBA 0ROFECT RE0ORTS

2.4 E " e,! 9e-B &I I :- A,!u r +" M+!. e (+! ,s +) ' S !+! ,s
:. T (e 9 +"ue o& Mo)e% - *im le interest and com onent interest! c o n t i n u o u s c o m o u n d i n g ! r e s e n t # a l u e a n d f u t u r e # a l u e ! yi e l d ! . B B ! com utation of cash flows. 0ro$+$ " !%Conce t of robability! ty es of robability d i s t r i b u t i o n s ! s a m l i n g , h y o t h e s i s t e s t i n g ! B a ye s t h e o r e m . Mo'e"s8 Mar1o# Chain! Cha man-0olmogoro# e$uation. Tes!s8 Chi-s$uare test! standardi3ed de#iation test! sign test! cumulati#e de#iation test! grou ing of sign test! serial correlation test.

ARRANGEMENT OF C3A0TERS; Co#er Title 2age 6%ormat enclosed7 .nner title age 6*ame as co#er title age7 Certificate from guide and chairman and declaration by the student. Certificate from com any+firm! where the roject wor1 is carried out. 6Got re$uired if roject wor1 is not based on a com any+firm7. Ac1nowledge ment Aist of tables and figures. Abbre#iations+o erational definitions used. I)!ro'u,! o) s.ou"' ),"u'e !.e &o""oA )#.. ... .... 2roblem definition + statement. This will co#er com any rofile too if the to ic chosen ertains to a com any. - & ages Besearch ?bjecti#es 9 not more than & objecti#es! "se 0*A model. - : 2age Besearch Methodology 9 *tate the basic and secondary research design. .f it is a sam le sur#e y e) lain! sam ling

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S!o,.+s! , (o'e"s- A lication of stochastic model for calculating ris1 and return! lognor mal distributions! Br ownian motion. Reference from elective 1 to 7 &undamentals of ,is* and Insurance +y E.4.7anghan 5 (.7anghan Introduction to Ban*ing +y 7i6aya ,agavan Iyengar

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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design and $uestionnaire design. *ources of data 9 and t e c h n i $ u e s o f d a t a a n a l ys i s . 9 <-> ages .;. Aimitations of the roject study 9 : age . C.+/!er I L !er+!ure re9 eA Discuss theories! conce ts! hy otheses! models etc.! under inning the roject wor1 6 roject re ort is an a lication of theoretical 1nowledge in a n a l y3 i n g a r e a l l i f e r o b l e m + i s s u e f a c e d b y a n o r g a n i 3 a t i o n 7 - :& ages C.+/!er IID III & IV F )' )#s This is the longest section of the project report . .n these cha ters data collected will be resented and analysed without drawing any inference. De ending on the #olume of data resented! there could be < or > cha ters in this section. 9 at least >' ages C.+/!er V Su((+r% o& F )' )#s This cha ter will be a brief statement of analysis already stated in the findings section. - < ages C.+/!er VI Co),"us o)s +)' su##es! o)s 9 < 6total no. of ages ages must be atleast 80 but not more than 150 7 <. Before ta1ing the & )+" /r )!ou! the a ro#al of the concerned guide6s7 is necessary and corrections suggested! if any must be incor orated. .f the draft is not a ro#ed by the guide! the guide is not obliged to sign the re ort. The roject re ort must be a er bac1 bound 6sam le a#ailable i n t h e l i b r a r y7 D o n o t i n s e r t t r a n s a r e n c y s h e e t s i n t h e r e o r t . Do not use s iral binding. The :&' roject re ort must contain J'-:=' ages. ages. But not more than

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Ou!"+% o& !.e Re/or! The ,.+/!ersD se,! o)s and su$se,! o)s ma y be numbered in the decimal form for e.g. Cha ter =! sections as =.:! =.= etc.! and subsections as =.=.<! =.&.: etc. E+,. ,.+/!er (us! $e "e&! 1us! & e' (&o)! s Ce 18). %ollowed b y the ! !"e o& ,.+/!er ,e)!ere' (&o)! s Ce 1?)D se,! o)s=su$se,! o) )u($ers +"o)# A !. !.e r .e+' )#s (us! $e "e&! 1us! & e' A !. se,! o) )u($er +)' !s .e+' )# ) &o)! s Ce 18 +)' su$se,! o) +)' !s .e+' )# ) &o)! s Ce 12. T.e $o'% or !.e !e5! o& !.e re/or! s.ou"' .+9e &o)! s Ce 12. (T (es NeA Ro(+)) The & #ures and !+$"es must be numbered cha ter wise for e.g.8 %ig.=.: Bloc 1 diagram of a serial binar y adder! Table <.: 2rimiti#e flow table! etc. All figures and tables should a ear either in the same age or the ne)t age in which the y are referred first. 0re&er+$"% ! all figures and tables are to be laced either at the to or the bottom of a gi#en age. Re&ere),es- The references should be )u($ere' ser +""% in the order of their occurrence in the te)t and their numbers should be indicated within s$uare brac1ets for e.g. (*). The section on references should list them in serial order in the following format. %or te)tboo1s 9 A.;.? enheira and B.E.*chafer! Digital *ignal 2rocessing! 5nglewood! G.F.!2rentice Call! < 5dition! :I4&. %or a ers 9 Da#id .nsulation design to combat ollution roblem! 2roc of .555! 2A*! ;ol 4:! Aug :IJ:! :I':-:I'4. 6Befer style manual! - MAAs Candboo17. The re/or! should be e)tensi#e and include descri tions of w o r 1 c a r r i e d o u t b y o t h e r s o n l y t o t h e b e s t e ) t e n t n e c e s s a r y. ;erbatim re roduction of material a#ailable elsewhere should be s!r ,!"% a#oided. Ehere short e)cer ts from ublished wor 1 are desired to be included! the y should be within $uotation mar1s

B $" o#r+/.%- Beferences li1e articles! boo1s! websites etc.! used in the roject wor1 must be included in this section strictly following t h e c i t a t i o n s t yl e 6 r e f e r M A A s C a n d b o o 1 a n d o t h e r s t y l e m a n u a l s 7 A//e)' 5 This will include rinted secondary data 6only if it is #ery critical7 a n d a n y $ u e s t i o n n a i r e s u s e d f o r t h e s t u d y. FORMATTING BOUR 0ROFECT RE0ORT :. Re/or!s s.ou"' $e !%/e' )e+!"% o)"% o) o)e s 'e o& !.e /+/er with 1.4 s/+, )# on a A> si3e bond a er 6=:' ) =I4 mm7. "se dry tone Hero) for rinting. The margins should be8 Aeft 9 :.=&M! Bight 9 :M! To and Bottom 9 '.4&M. Befer to style manuals li1e M !: "an#boo$% T he total )u($er o& re/or!s to be re ared is F&'R% &nl( one cop( is to be submitte# to the office%

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B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.

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a ro riately referenced. 5ndnote! %ootnote should be a s e r s t yl e m a n u a l . rinted

2ro er +!!e)! o) is !o $e /+ ' )o! o)"% !o !.e !e,.) ,+" ,o)!e)!s $u! +"so !o !.e or#+) C+! o) o& !.e re/or! +)' ,"+r !% o& !.e e5/ress o) . Due care should be ta1en to +9o ' s elling and ty ing errors. * ell chec1! /rammar chec1! must be a lied. .t should noted that re ort-write-u forms the im ortant com onent in the o#erall e#aluation of the roject.

2roject Be ort submitted to the "ni#ersity of Mysore in artial fulfillment of the re$uirements of .; *emester MBA degree e)aminations 9 =''..

B . G. B a h a d u r .n s t i t u t e o f M a n a ge me n t * c i e n c e s ! "ni#ersity of Mysore! Manasagangothri! M ys o r e 9 & 4 ' ' ' @

( 0 re / + r e ' $ % B . N . B +. + ' u r I ) s ! ! u ! e o & M + ) + # e (e ) ! S, e),es.)

(COVER TITLE 0AGE & INNER TITLE 0AGE FORMAT)

5#aluation of Mutual %und 2erformance A Case *tudy of 5$uity %unds of "T. +y N N N N. . I V S e (e s ! e r M B A B e g. G o N N N N N . .

#uide LLLLLL

B.N . Bahadur Inst i t ut e of Management Sci ences, Manasagangot ri , Uni versi t y of Mysore, Mysore.