Institute of Management Sciences

University of Lucknow
Course Structure
2 Years Full-Time Masters Degree
Program in Management
MBA (Human Resource)
(To be effective from the session 2023-2024)
 PREAMBLE
The reorganization and revision of the curriculum for the Institute of Management Sciences (IMS)
has been developed keeping in view the needs of current industry in terms of skill sets being
sought in the new business environments. It also seeks to align the program structure and
curriculum in accordance with students aspirations and corporate expectations.

A regular review of the Choice Based Credit System will help students to growwith their career
dimensions and also to develop better understanding for the requisite industry aspirations. The
course restructuring deals with PG program 1st and 2nd year comprising of four semesters. The
course redesign will surely motivatestudents to be successful managers as well as guide to become
a successful entrepreneur.

Need for Revision and Restructure

 The Current Scenario Changing global facets of businesses and economies.

 Dynamism in industry practices and evolution of technology.
 Emergence of new businesses and business practices.
 Thrust on Application oriented and experiential learning.
 Expectations of Key stakeholders viz. students, industry and academician.

Programme Objectives
MBA (HR) programme intends to prepare and develop trained manpower required to handle
various roles & responsibilities in the field of Human Resource Management & Industrial
Relations. Students are given comprehensive knowledge of various dimensions in the field
through classroom teaching, training and Industrial visits. The programme gives special kind of
attitudinal and behavioural orientation so that the professionals can aptly handle and carefully
manage the complex and delicate human resources.

Programme Specific Outcome

The programme enables the students to:

 Integrate theory and practice to analyse strategic issues in HR and propose alternative for
solution.
 Apply legal insights of Industrial Relation and related laws in managing employment relation
issues.
 Develop and implement HR interventions and systems aligned to the organization strategy.
 Demonstrate proficiency in communication and interpersonal skills for managing people.
 Equip the potential managers with understanding of psychological make-up of personnel
working in an organization with a view to promote positive culture.
 Course Structure
(To be effective from the session 2023-2024)
MBA (Human Resource)
Paper Code Name of the Subject Credit Remarks
Semester - I
IMS (CC)-101 Principles of Management 04 Core Course
IMS (CC)-102 Quantitative Techniques for Business 04 Core Course
IMS (CC)-103 Financial and Management Accounting 04 Core Course
IMS (CC)-104 Marketing Management 04 Core Course
IMS (CC)-105 Managerial Economics 04 Core Course
IMS (VC)-101 Human Resource Management 04 Value added course (Credited)
IMS (FNC)-111 Information Technology Skills (IT Skills) 00 Foundation Course (Non-Credited)
Semester Total 24
Semester - II
IMS (CC)-201 Organisational Behaviour 04 Core Course
IMS (CC)-202 Financial Management 04 Core Course
IMS (CC)-203 Legal Aspects and Business Environment Core Course
04
IMS (CC)-204 Production and OperationsManagement Core Course
04
IMS (CC)-205 Research Methods for Business 04 Core Course
IMS (CC)-206 Management Information Systems 04 Core Course
Business Ethics and Corporate Governance Value added course
IMS (VNC)-201 00 (Non-Credited)
Semester Total 24
Semester - III
Innovation and Entrepreneurship /MOOCs Core Course
IMS (CC)-301 04
IMS (HR) 301 Organisational Design, Development and Change 04 Core Course Domain
HR (EL)-301A Labour Welfare and Social Security
HR (EL)-301B Human Resource Training and Development Elective (Choose Any Two)
HR (EL)-301C Managerial Psychology and Stress Management 08
HR (EL)-301D Compensation and Reward Management
IMS (IN)-301 Summer Internship Project 04 Summer Internship
IMS (ID)-301A Business Analytics
04 Inter-Departmental Course
IMS (ID)-301B Inter-Departmental Course
Foreign Language (French/German) 00 Foreign Language (French/German)
IMS (FL)-333
(Non-Credit Course)
Semester Total 24

Semester-IV
IMS (CC)-401 Strategic Management/ MOOCs 04 Core Course
IMS (HR) -401 Industrial Relations and Trade Unionism
04 Core Course Domain
HR (EL)-401A International Human Resource Management
Organizational Leadership, Conflict Resolution Elective (Choose Any Two)
HR (EL)-401B 08
and Team Building
HR (EL)-401C Talent Management and Competency Mapping
HR (EL)-401D Performance Management and HR Audit
IMS (MT)-401 Master Thesis/ Dissertation 04 Master Thesis/ Dissertation

IMS (ID)-401A Artificial Intelligence in Business 04 Intra-Departmental Course

IMS (ID)-401B Intra-Departmental Course
Semester Total 24
GRAND TOTAL 96
 Detailed Course Outline

Semester - I

Paper Code Name of the Subject Credit Remarks Marks

Theory/ Internal Total
External Assessment
IMS(CC)-101 Principles of Management 04 Core Course 70 30 100
IMS(CC)-102 Quantitative 04 Core Course 70 30 100
Techniquesfor
Business
IMS(CC)-103 Financial and 04 Core Course 70 30 100
ManagementAccounting
IMS(CC)-104 Marketing Management 04 Core Course 70 30 100
IMS(CC)-105 Managerial Economics 04 Core Course 70 30 100
IMS(VC)-101 Human 04 Value Added Course 70 30 100
Resource (Credited)
Management
IMS(FNC)-111 Information Technology 00 Foundation
Skills (IT Skills) Course
70 30 100
(Non-Credited)
Semester Total 24 420 180 600

IMS(CC)-101: PRINCIPLES OF MANAGEMENT

Course Objective: The objective of this course is to introduce the students to the intricacies of
management. It elaborates on the various theories, principles, skills, functions and significance
of management in today’s global era.

Learning Outcomes: Students incorporate managerial knowledge and skills after attendingthis
course. They develop the competencies to implement these in the real business world.

Unit I
Management: Concept, Nature & Importance; Managerial Roles & Skills; Levels of Management;
Principles of Management; Management Process. Classical theories-Taylor Scientific
Management, Fayol’s Administrative Management, Bureaucracy. Neo classical theories-
Hawthorne Experiment & Human relations Approach; System approach; Social System Approach;
Decision Theory Approach; Behavior Science Approach; Contingency theory; McKinsey-7-S
theory; Quantitative Approach.

Unit II
Nature, Scope, Objectives and Significance of Planning; Types of Planning; Process ofPlanning;
Barriers to Effective Planning; Planning Premises and Forecasting; Decision Making- Conditions of
Certainty, Risk and Uncertainty, Bounded rationality (Herbert Simon); Management By Objective;
Management Information System.

Unit III
Concept of Organizing; Organization Theories; Formal & Informal Organizations; Forms of Formal
Organizational Structure; Departmentation; Span of Management; Authority,Responsibility and
Accountability; Power; Delegation, Centralization & Decentralization.
Unit IV
Concepts and significance of Staffing, Direction & Supervision. Types & importance of Control;
Techniques of control; Management by Exception; Co-ordination: Essence of management;
Coordination Vs. Co-operation; Types of coordination; Techniques ofcoordination.

Unit V
Forms of Business Organizations; Company and its various forms; Formation of a company;
Memorandum of Association; Articles of Association; Prospectus; Shares and Share Capital;
Promoters, Trusts & Societies; Issues of Consumer Protection.

Suggested Readings:
 Stoner, Freeman & Gilbert Jr (2011); Principle & Practice of Management inBusiness; Prentice
Hall of India; 6th Edition.
 Koontz H., Weihrich H. (2009) ; Principles of Management; Tata McGraw Hill; 8thEdition.
 Robbins, Decenzo David & Coulter (2012); Fundamental of Management; PrenticeHall of
India; 8th Edition.
 Williams C (2009) Principles of Management; South-Western/Cengage Learning; 5thEdition.
 Weihrich Heinz and Koontz Harold (2013); Management: A Global, Innovative, and
Entrepreneurial Perspective; McGraw Hill; 14th Edition.
 Andrew Leigh (2012); The Essentials of Management: Everything you need to succeedas a new
manager; Pearson UK; 2nd Edition.

IMS(CC)-102: QUANTITATIVE TECHNIQUES FOR BUSINESS

Course Objective: The objective of this course is to acquaint the students with various statistical
tools and techniques used in business decision making.

Learning Outcomes: On completion of this course, the students will be able to understand
various quantitative statistical methods. Understand data and draw inference from data,
Calculate and interpret statistical values by using statistical tool & demonstrate an abilityto apply
various statistical tools to solve business problems.

Unit-I
Introduction to Statistics: Basic concepts, Classification & Tabulation, Data measurement, Uses
of Statistics in business. Descriptive Statistics: Measure of Central Tendency - Mean, Median,
Mode, Percentiles, Quartiles.

Unit-II
Measures of Variation: Range, Inter-quartile range, Mean Absolute Deviation, Variance and
Standard deviation. Measures of Association Correlation: Methods of Correlation study - Karl
Pearson’s coefficient of correlation, Rank correlation.

Unit-III
Simple Regression Analysis: Introduction to regression analysis, regression lines, Coefficient of
Determination & Estimation, Develop Trend line Probability: Introduction, Methods of
assigning probabilities, Structure of probability, Joint and Conditional probabilities, Addition and
Multiplication Laws, Baye’s Theorem
Unit-IV
Analysis of Categorical Data: Chi–Square- Test of Independence, Test of Goodness of Fit.
Probability Distributions: Discrete Distributions –Binomial Distribution, Poisson Distribution,
Continuous Distributions - Normal Distribution

Unit-V
Introduction to Matrices: Types of Matrices, Matrix Operations-Addition, Subtraction &
Multiplication of Matrices, Adjoint and Inverse of a Matrix, Solving Linear Equations using Matrix
Method, Business Applications of Matrices.

Suggested Readings:
 Levin &Rubins, (2017) Statistics for Business, Prentice Hall of India, 8th Edition, N.Delhi.
 Bhardwaj, R.S.( 2009) Business Statistics, Excel Books,2nd edition.
 Gupta,S.C. &Kapoor VK, (2002) Fundamentals of Mathematical Statistics, Sultan Chand&
Sons Reprint Edition.
 Arulmozhi ,G. and Muthulakshmi ,S(2009),Statistics for Management, The McGraw-Hill
Education, ISBN: 9780070153684.
 Medhi,J.(2013),Statistical Methods-An Introductory Text,New Age
International Publishers, ISBN: 978-81-224-1957-3.

IMS(CC)-103: FINANCIAL AND MANAGEMENT ACCOUNTING

Course Objective: The basic objective of this course is to enable the students to learn, explainand
integrate the fundamental concepts, principles and techniques of accounting.

Learning Outcomes: Successful Application of financial and accounting information forplanning

decision-making and control in real business situations

Unit I
Introduction to Accounting -Basic Concepts, Purpose, Importance, Scope and Limitations of
Accounting Users of Accounting, Information, Generally Accepted Accounting Principles (GAAP)
and Accounting Standards (AS), International Financial Reporting Standards (IFRS)–need and
significance. Ethical Dimensions in Reporting of Accounting Information

Unit II
Financial Statements Preparation and Analysis- Preparation of Income Statements and Balance
Sheet, Contents of Corporate Annual Reports, Financial Statement Analysis – Ratio Analysis,Trend
Analysis

Unit III
Preparation of Cash Flow Statement, Direct Method-Cash Flow from Operating, Investing and
Financing Activities; Indirect Method of Preparing Cash Flow Statement Reconciliation of Net
Income to Net Cash Provided by Operations,

Unit IV
Costing Techniques- Introduction to Costs and Costs Behaviour, Absorption and marginal costing,
Applications of marginal costing techniques in managerial decision making
Unit V
Accounting for Planning and Control- Budgets and Budgetary Control, Various Types of Operating
Budgets, and Financial Budgets, Flexible Budgeting, Rolling Budget and Zero Based Budgeting
Variance Analysis, Management Control System and Responsibility Accounting.

Suggested Readings:
 Khan, M. Y., & Jain, P. K. (2006). Management Accounting, McGraw-Hill Education, 4th
Edition.
 Ananthanrayanan, P.S. (2014). Management Accounting, Oxford Publication.
 Larson, Kermit D., & Miller, Paul B. W. (1994) Financial Accounting, McGraw-Hill
Education
 Narayanaswamy, R. (2014). Financial Accounting: A Managerial Perspective, Prentice Hall
India, 6th Edition.
 Maheshwari, S.N., Maheshwari, S.K. &Maheshwari, S.K. (2018), Financial Accounting, Vikas
Publishing, 6th Edition.

IMS(CC)-104: MARKETING MANAGEMENT

Course Objective: The course seeks to familiarize the students with marketing principles and
theories and develop an understanding of their practical applications in the contemporary
business environment. The students would understand that companies are now customer-and-
market driven. Segmentation, targeting and positioning are the basic fundamentals involved in
value creation, delivery and promotion.

Learning Outcomes: The students will grasp how the concept of marketing is changing withtimes
and companies are developing newer forms of communication as well as strategies to leverage
on their understanding of customers.

Unit I:
Meaning, Scope, Nature, Importance, Recent Trends & Challenges in Marketing, Core Concepts
of Marketing, Company’s Orientations towards the Marketplace, Concept of Value, Value
Creation and Delivery.

Unit II:
Marketing Plan and Strategy, Ansoff Market Expansion Grid, BCG Matrix, Role of Technology in
Marketing, Environmental Variables of Marketing, Market Segmentation, Bases for
Segmentation, Market Targeting, Developing and Communicating Positioning Strategy.

Unit III:
Consumer and Business Markets, Product Classification, Product life cycle – stages and strategies,
Product Differentiation, Developing Pricing Strategies and Programs, Adapting thePrice, Pricing
techniques for Promotion, Responding to Price Changes.

Unit IV:
Dealing with Competition, Role of Marketing Channels, Channel levels, Channel Design Decision
and Managing Channel Conflict.
Unit V:
Characteristics of Marketing Communication Mix, Integrated Marketing Communication, Macro
Models of Communication, Micro Models of Consumer Response, Communication Objectives,
Personal and Non-Personal Communication Channels, New Forms of Communication (viral
marketing, experiential marketing), Marketing Control, Emerging trends in marketing.

Suggested Readings:
 Kotler, P., & Keller, K., Koshi, A. &Jha,(2012) M. Marketing Management: South Asian
Perspective ,Pearson(14th edition.).
 Rama0swamy, V.S., &Namakumari, S. (2018), Marketing Management: Global
Perspective Indian Context Sage Pub.(6th edition.).
 Grewal, D., Levy,(2016) M. Marketing McGrawHill(5th edition.).
 Saxena, Rajan.(2009) Marketing Management McGraw Hill (6th edition).
 Dutta, Debraj&Dutta, Mahua,(2011) Marketing Management., Vrinda Publication,(2nd
Edition)
 Kamal Y. (2020), Marketing Management, NRBC, (1st Edition).

IMS(CC)-105: MANAGERIAL ECONOMICS

Course Objective: The objective of this course is to acquaint the students with insights of
Economic Theory as used in managerial decision making. Emphasis is given to changes in the
nature of business firms in the context of globalization.

Learning Outcomes: Managerial Economics provides the students with the basic tools to
fundamentally deal with achieving a set of goals in a situation where resources are limited and
choices must involve trade-offs, taking into account the external environment. The course will
help the students strengthen the foundations of analytical approach to Managerial decision-
making and understand the economic behaviour of several economic agents including a single
firm. They will be exposed to the economic underpinnings of consumer behaviour and also
understand the production functions facing firms. They should be able to analyse various market
structures and the strategic behaviour of firms as regards pricing and output decisions.Students
will also learn how the changing Macroeconomic environment impacts the prospectsof various
businesses.

Unit I:
Nature and Scope of Managerial Economics, Demand-Supply Framework, Elasticity types and
applications, Demand Forecasting, Marginal Analysis and Optimization.

Unit II:
Analysis of Production Function, Theory of Cost, Law of Variable Proportion, Laws of Returnsto
Scale, Economies of Scope, Optimal Combination of Inputs,

Unit III:
Managerial Theories and Goal(s) of a Firm; Information Economics and its Business Applications,
Environmental Economics.

Unit IV:
Market Structures and Strategic Behavior of Firms, Pricing and out-put strategies in different
Market Structures, Price Discrimination, Game Theory Applications.
Unit V:
National Income Analysis, Theories of Inflation and Deflation, Theories of Business Cycles and
Stabilization Policies, Monetary Policy, Fiscal Policy and the Budget.

Suggested Readings:
 Thomas & Maurice (2016); Managerial Economics; McGraw-Hill. 8th Edition.
 Salvatore & Rastogi (2016); Managerial Economics: Principles & Worldwide
Applications; Oxford University Press, 8th Edition.
 J.V. Vaishampayam (2008); Managerial Economics; NRBC, 1st Edition.
 A Koutsoyiannis (2003); Modern Microeconomics; Palgrave MacMillan, 2nd Edition.
 G S Gupta (2017); Managerial Economics; McGraw Hill Education, 2nd Edition.

IMS(VC)-101: HUMAN RESOURCE MANAGEMENT

Course Objective: To develop student competency on theories and practices dealing with factors
influencing people at workplace. It teaches the basic techniques of how an organization acquires,
rewards, motivates, and manages its people effectively.

Learning Outcomes: On completion of the course the student should be able to understand the
importance of human resources (HR) in organization, link organization strategy with human
resource practices in an organization, learn the techniques of HR practices and its
implementation aspects to motivate employees for performance and their retention and to learn
the implementation of HR practices thorough discussion of real examples with case studies.

Unit I:
Introduction to Human Resource Management (HRM), Evolution of HRM, Trends shaping HRM,
Strategic Human Resource Management, HRM Models-Harvard model, Guest model, Ulrich’s HR
model, AMO framework, Line and Staff aspects of HRM.

Unit II:
Job Analysis- process and methods, Job Description, Job Specification, Human Resource Planning
and Forecasting, Employee Recruitment- Sources, Application Forms, Employee Selection- Types
of Tests, Management Assessment Centers, Types of Interviews, Placement.

Unit III:
Employee Orientation- Purpose, Process, Training Process- Analysing the training need &
designing the training program, implementation and evaluation of training program,
Management Development Programs, Employer Life-cycle Career Management- Promotion,
Transfers, Retirements, Career Planning, Talent Management.

Unit IV:
Concept of Performance Management and Appraisal, Techniques for Appraising Performance,
Appraisal related Problems, Appraisal Interview, Succession Planning Factors in determiningpay
rates, Process of establishing Pay rates- Salary survey, Job Evaluation, Pricing Managerial and
Professional Jobs, Competency-Based Pay, Variable Pay, Employee Incentives, Benefits.
Unit V:
Employee Relations: Concept and Types of Employment Relationship, Industrial relations,
Collective bargaining, Psychological Contract, Ethical behaviour at work, Employee well- being.

Suggested Readings:
 Dessler, G. &Varkkey, B. (2015); Human Resource Management; New Delhi: Pearson; 14th
Edition.
 Armstrong, M. & S. Taylor. (2017); Armstrong’s Handbook of Human ResourceManagement
Practic;e London: Kogan Page; 14th Edition.
 Aswathappa, K. (2010); Human Resource and Personnel Management; Tata McGraw-Hill
Education; 6th v
 Rao, P. S., & Rao, V. S. P. (2009); Personnel and Human Resource Management;Himalaya
Publishing House; 5th Edition.
 Bernardin, John H. (2012); Human Resource Management; McGraw Hill; 6th Edition.

IMS(FNC)-111: INFORMATION TECHNOLOGY SKILLS (IT Skills)

Course Objective: This course has been designed to impart basic IT skills required for a business
executive. It provides students with an overview of the business application software and
problem-solving using that software. Topics include computer systems, microcomputer
operating systems, word processing, electronic spreadsheets, business graphics, networks,
database management, and integrated packages. Industry accepted office software will be used.

Learning Outcomes: Students acquire skills of using end-user software for communication, data
transformation, collaboration, and problem-solving. They also acquire understanding of software
and hardware components, information structures, basic business processes, information
system security, and networks.

Unit I:
Computer Systems -An Introduction, Elements of a Computer System, Input, Output and storage
devices. Processing and CPUs. Operating system – Basics, functions and types., Concepts of
Networking and Data Communication. Basics and Features of Internet. Methods of Accessing the
Internet, Handling Graphics and Multimedia,

Unit II:
Text processing software: creating and saving a document, previewing and printing a document,
editing, proofreading and formatting of documents. Presenting information in columns and
tables, using graphics, symbols, diagrams and charts. Creating and modifying table of contents,
index, bookmarks, cross references, hyperlinks, foot notes, end notes and bibliography. Crating
form letters, e-mail messages and labels. Collaborating using tracking of changes, adding and
reviewing comments, comparing and merging documents, password protecting of documents.
Creating documents in alternate formats.

Unit III:
Presentation software: Creating and managing slides and presentation, entering and editing
content on slides, presenting content in tables, inserting, creating and managing graphics, adding
sound and animation to slides, reviewing, preparing and delivering presentation,customizing and
sharing presentations.
Unit IV:
Spreadsheet Software: Creating workbooks, working with data and tables, formatting and
changing workbook appearance, managing and hiding worksheet data, ordering and
summarizing data, combining data from multiple sources, creating charts and graphs,

Unit V:
Performing calculations using Formulas and Functions, analysing alternate data sets, creating
dynamic worksheets, printing worksheets and charts. Automating repetitive tasks, using
workbooks for collaborative working. Performing business intelligence analysis.

Suggested Readings:
 Peter Norton, (2008), Introduction to computers, 9th reprint Edi. (Tata Mcgraw Hill)
 Leon Alexis, Introduction to computers 1st edition, (Vikas
Publishing), ISBN:9788182092341
 Saxena S.& Chopra P.(2006) Computer Application in Management, Vikas Publication
 Gupta Vikas,(2008) 14 in one computer course kit, Dreamtech Publication
 Tannenbaum,(2013) computer networks, 5e, PHI publication
 Semester II

Paper Code Name of the Subject Credits Remarks Theory/ Internal Total
External Assessment
IMS(CC)-201 Organisational Behaviour 04 Core Course 70 30 100
IMS(CC)-202 Financial Management 04 Core Course 70 30 100
IMS(CC)-203 Legal Aspects and 04 Core Course 70 30 100
Business Environment
IMS(CC)-204 Production and 04 Core Course 70 30 100
Operations Management
IMS(CC)-205 Research Methods for 04 Core Course 70 30 100
Business
IMS(CC)-206 Management Information 04 Core Course 70 30 100
Systems
IMS(VNC)-201 Business Ethics and 00 Value added course
Corporate Governance (Non- Credited) 70 30 100

Semester Total 24 420 180 600

IMS(CC)-201: ORGANISATIONAL BEHAVIOUR

Course Objective: The objective of this paper is to help the students understand howindividuals,
groups and structure interact to influence behaviour of people working in an organization.

Learning Outcomes: Students are expected to develop an understanding of their own

perceptions, attitudes and behaviours as well as of those expected from an OB Manager. They
are expected to develop comprehensive understanding of interplay among human nature, group
dynamics, technology and organizational environment and its implications on organizational
performance.

Unit I
Introduction to OB: Meaning and Nature of Organisational Behaviour, OB as an Interdisciplinary
Subject, Significance of OB for Managers, OB as an Open System, Robbin’sModel of OB, Changing
Context, Challenges for an OB Manager.

Unit II
Perception: Meaning, Significance of Perception for Understanding Human Behaviour, Factors
Influencing Perception, Attribution Theory. Attitude: Meaning, Concept, Significance ofattitude
for Understanding Human Behaviour, Values and attitude, Attitude formation, Measurement of
Attitude, Cognitive Dissonance theory, Attitude Change, Learning: Concept,Learning Theories:
Classical, Operant, Social, Learning, OB Modification, Steps in OBModification Process.

Unit III
Motivation: Motivation and Goal Directed Nature of Human Behaviour, Process, Theories of
Motivation, Maslow’s Need Hierarchy, Herzberg’s Two Factor Theory, Theory X, Y and Z, Work
Redesign for Creating Motivating Job, Applications of Motivation. Meaning, Functionsand Types
of Group, Reasons for Joining Group, Stages of Group Development, Characteristics, Advantages,
and Disadvantages of Informal Groups.
Unit IV:
Concept of Group Dynamics, Group Norms, Group Cohesiveness, Group Shift and Group Decision
Making Techniques, Conflict, Dysfunctional Groups, Groups vs. Team, Types of Team, Concept of
Leadership, Fiedler’s Contingency Model, Hershey and Blanchard’s Model, Transactional and
Transformation Leadership.

Unit V:
Organizational Conflict: Reasons, Consequences and Handling. Organisational Culture: Concept,
Forming, Sustaining and Changing a Culture, OCTAPACE Model, Hofstede Model,Organisational
Change: Forces of Change, Resistance to Change, Change Model-Lewin’s model. Case Studies:
Some cases of real business world to supplement learning from the course.

Suggested Readings:
 Robbins, Judge, and Vohra (2013); Organizational Behavior; Prentice Hall Inc.; 15th Edition.
 Fred, Luthans (2005); Organisational Behavior; UK: McGraw Hill; 10th Edition.
 G, Moorhead & Griffith. (2007). Organizational Behavior. Houghton Muffin Co.
 Newstrom J (2007); OB: Human Behaviour at Work. McGraw Hill Inc.; 12th Edition.
 PareekUdai (2016); Understanding Organizational Behaviour; Oxford University Press; 4th
Edition.
 Rao, V.S.P. (2009); OrganisationBehaviour; Excel Book.

IMS(CC)-202: FINANCIAL MANAGEMENT

Course Objective: The objective of this course is to provide the basic understanding of corporate
financial concepts. To enable the students synthesize and explain the corporate financial
functions and decision making dynamics in the broad framework of a financial system.

Learning Outcomes: To demonstrate the application of the course concepts in capital structure
and project investment decisions. To demonstrate the application of financial understanding in
varying situations of risk return analysis, cash, credit and inventory management.

Unit I:
Nature of Financial Management: Scope and objectives of finance, role and functions of finance
manager, risk-return trade off, shareholders’ wealth maximization, agency problem, General
awareness of financial environment-financial instruments, regulation and markets.

Unit II:
Investment Decisions: Analysis of Capital budgeting decisions, application of discounted andnon-
discounted techniques in capital budgeting, time value of money, capital rationing, risk analysis
in capital budgeting.

Unit III:
Financing Decisions: Cost of Capital and & Dividend Decision: Optimum capital structure, financial
and operating leverages, sources of long-Term Finance, cost of capital-components’ costs and
Combined Cost (WACC), capital structure theories.

Unit IV:
Dividend theories, Irrelevance of dividend, MM Hypothesis, relevance of dividend and Walter’s
model, dividend policy determinants, share repurchase or buyback, Issue of bonus share and its
implications,
Unit V:
Working Capital Management: Principles of working capital management, Accounts Receivable
management, Inventory management and Cash management, factors influencing working capital
requirement, computation of working capital required in business firm.

Suggested Readings:
 Gitman, Lawrence J., & Chad J. Zutter (2017). Principles of Managerial Finance, Pearson
Publication, 13th Edition
 Van Horne, James C, &Dhamija, Sanjay (2011), Financial Management and Policy,Pearson
Publication
 Rustagi, R.P. (2019), Fundamentals of Financial Management, Taxman’s 14th Edition
 Kishore, Ravi M (2016). Financial Management, Taxman’s, 8th Edition.
 Khan, M.Y., & Jain, P.K. (2018). Financial Management: Text, Problems and Cases,McGraw
Hill Publication, 8th Edition

IMS(CC)-203: LEGAL ASPECTS AND BUSINESS ENVIRONMENT

Course Objective: To help students develop an appreciation of the evolution of the global
economy and of current topical debates surrounding ‘globalization’ and a range of associated
issues and laws. Provide background knowledge of the institutional, economic, political, cultural
and technological environments that constitute today’s global business environment. Provide a
strong foundation to students of basic economic theories and regulations underlying the
importance of the transnational corporation, of international trade, and of competitiveness.

Learning Outcomes: Aims to equip the students with an analytical framework to scan the
national and global business environment. Provide students a framework to calculate the
implications of their business decisions on different segments of the economy and legal issues.

Unit I
Indian Contract Act, 1872 Contract- Meaning, Essentials, Kinds, Offer and Acceptance,
Contractual Capacity, Free Consent, Consideration, Void Agreements, Quasi Contracts. Modesof
discharge of contract and remedies for breach of contract. Contract of Indemnity and Guarantee.
The Sale of Goods Act, 1930 Meaning of Contract of sale, Difference between Saleand Agreement
to Sell. Conditions and Warranties, Transfer of Property in Goods, Unpaid Seller and his Rights.

Unit II
Indian Partnership Act, 1932. Meaning and test of Partnership, Implied Authority of a partner,
Position of a minor in partnership. The Negotiable Instruments Act, 1881 Meaning, and
characteristics of promissory note, bill of exchange and cheque. Negotiation and assignment.
Crossing of cheque, bouncing of cheques.

Unit III
Concept of Business Environment, Nature and Factors in Business Environment, Role of Planning
in a Market Economy, India’s Growth Experience, Performance & Challenges, Unemployment &
Employment, Population Change, and Economic Environment, AgriculturalGrowth, Performance
& Policies, Industrial Growth & Policies.
Unit IV
Economic role of Government; Contemporary Economic Reforms, Role of Industry in Economic
Development, Stock Exchange of India, Role of Regulatory Institutions in Indian financial system–
RBI and SEBI, Balance of Payment. Global Business Environment– Political, Economic, Social,
Cultural, Legal, Technological, Theories of International Trade; Adam Smith, Ricardo and Ohlin &
Heckscher, Indian Economy and GATT, WTO,

Unit V
Emerging issues, Regional Economic Integration, European Union. Corporate Social
Responsibility; Environmental and Sustainability issues in Development.

Suggested Readings:
 M C Kuchhal, Business Law, Vikas Piblications
 Akhileshwar Pathak, Legal Aspects of Business, Tata Mc GRAW HILL
 Cherunilum F. (2017); Business Environment; Himalaya Publishing House, 4th Edition.
 B.N. Ghosh (2014); Business Environment; Oxford University Press1st Edition.
 Rao P.S. (2013); International Business; Himalaya Publishing House1st Edition.

IMS(CC)-204: PRODUCTION AND OPERATIONS MANAGEMENT

Course Objective: The objective of this subject is to introduce the students with the intricaciesof
Operations Management. The course discusses the importance of planning, organizing and
controlling aspects in Operations Management. It also elaborates on the significance of Quality
Management in the organizations.

Learning Outcomes: Students will be able to formulate and evaluate Operational decisions inany
organization – Production based and/or Service Based.

Unit I
Introduction to Operations Management; Historical Evolution; Strategic role of Operations;
Systems view of Operations Management; Functions of Operations manager; Recent Trends;
Designing Products; Services and Processes; Flexible Manufacturing System.

Unit II
Facility Location Planning; Facility Layout Planning; Job Design; Work Study; Work Measurement;
Method Study; Financial Analysis of Operating Plans; Ergonomics; Environmental Consideration
– Green manufacturing; Ethical issues in OM.

Unit III
Production Planning & Control, Master Scheduling; Aggregate Planning; Rough Cut Capacity
Planning; Gantt Charts & Sequencing. Just in Time (JIT); Lean Production System; Total Productive
Maintenance (TPM).
Unit IV
Fundamentals of Inventory Management; Inventory Control Techniques; Material Requirement
Planning (MRP); Manufacturing Resource Planning (MRP II); Enterprise Resource Planning;
Project Management – PERT/CPM.

Unit V
Introduction to Quality Management; TQM; Contributions of Quality Gurus - Demings, Juran,
Philip Crossby& Ishikawa; Techniques of Quality Control; ISO 9000 & ISO 14000; StatisticalProcess
Control; Quality Circles; Kaizen; Six Sigma Approach; 7 QC tools; Service Quality &Service Quality
Management

Suggested Readings:
 Heizer and Render, (2010) Operations Management, 10th edition, Prentice Hall,.
 Ashwathappa K &Bhat K. Shridhara (2019) - Production & operation Management, 2nd
Edition, Himalaya Publication.
 S N Chary (2019) Production and Operations Management, 6th Edition, Tata McGrawHill,.
 William J Stevenson (2018) Operations Management, McGraw Hill, 13th edition.
 Adam JrEveretl E. & Ebert R J, (1992) Production and Operations Management, 5th
Edition, Prentice-Hall.
 Dilworth James B (1996) Operations Management, 2nd edition, McGraw Hill,.

IMS(CC)-205: RESEARCH METHODS FOR BUSINESS

Course Objective: The objective of this paper is to impart knowledge about various stages of the
research processes and their application in decision making.

Learning Outcomes: Develop understanding on various kinds of research, objectives of doing

research, research process, research designs and sampling. Have basic knowledge on qualitative
research techniques, and adequate knowledge on measurement & scaling techniquesas well as
the quantitative data analysis. Basic awareness of data analysis-and hypothesis testing
procedures

Unit-I
Concept, Objectives and Significance of Research, Research Process, Research Design:
Exploratory Research Design, Descriptive Research Designs- Cross-sectional & Longitudinal,
Experimental Design: Pre-Experimental, Quasi Experimental, True Experimental & Statistical
Design.

Unit-II
Measurement and Scaling: Primary Level of Measurement- Nominal, Ordinal, Interval, Ratio,
Comparative and Non-competitive Scaling Techniques, Questionnaire Design, Sampling-
Sampling Process, Sampling Techniques-Probability and Non-Probability Sampling, Sample Size
Decision.

Unit-III
Data Collection: Primary & Secondary Data; Survey Method of Data Collection, Classification of
Observation Method; Fieldwork and Data Preparation. Hypothesis: Null Hypothesis & Alternative
Hypothesis; Type-I & Type-II Errors; Hypothesis Testing: T-Test, ANOVA Concepts of
Multivariate Techniques-Multiple Regression Analysis, Discriminant Analysis etc.

Unit-IV
Qualitative Research: Data Collection of Qualitative Research- Interviews, Observation &
Documents, Qualitative Research Procedure: Focus Group Interview, Online Focus Group, Depth
Interview, Projective Techniques, Other Methods of Qualitative Research: Narrative,
Phenomenological, Grounded Theory, Ethnography & Case Study Method.

Unit-V
Meaning, Types and Layout of Research Report; Steps in Report Writing, Tabular & Graphical
Presentation of Data, Citations, Bibliography and Annexure in Report, Avoid Plagiarism; Use of
Statistical Software to Analysis the Data.

Suggested Readings:
 Satyabhushan D., Malhotra NK.,(2015) Marketing Research: An Applied Orientation,7th
Edition, Pearson publisher.
 Bajpai N., (2011) Business Research Methods:, Pearson publisher.
 Cooper & Schindler (2015) Business Research Methods,12th Edition, Mcgraw-Hill.
 Green, Tull&Albaum (2010) Research for Marketing Decisions,5th Edition, PHI Pvt. Ltd,New
Delhi.
 Leveine ,Khrehbiel& Berenson (2013) Business Statistics,6th Edition, Pearson Education.
 Luck D. & Rubin D. (2006) Marketing Research, 7th edition, PHI, New Delhi.

IMS(CC)-206: MANAGEMENT INFORMATION SYSTEMS

Course Objective: For an organization to thrive in today's increasingly rapid pace of change in
environment, managers and functional specialists in all areas must perform their jobs effectively,
efficiently, and ethically. Information technology provides the tools that enable allorganizational
personnel to solve increasingly complex problems and to capitalize on opportunities that
contribute to the success of the organization. This course provides students with solid grounding
in business uses of information technology in a rapidly changingenvironment, and to understand
critical issues surrounding the use of IT in organizations.

Learning Outcomes: Students will be able to understand and articulate fundamental conceptsof
information systems management. Apply IT to solve common business problems. Plan and
implement effective IT solutions to business problems. Apply the ethical aspects of information
technology use in the organization.

Unit I:
Information Systems: Concept & Technologies, Role of information Systems in Business. Influence
of Information Systems in Transforming Businesses. Global E-Businesses and Collaborations,
Strategic roles of Information Systems. Behavioural, Technical and Socio- technical approaches.
Enhancing Business Processes through Information Systems. Types of Business Information
Systems.TPS, MIS, DSS and EIS. Organising the Information Systems function in Business. Ethical
and Socialissues of Information Systems.
Unit II:
Using Information Systems to Achieve Competitive Advantage: Porter’s Competitive Forces
Model and The Business Value Chain Model. Aligning Information Systems with Business. Decision
Makingand Information Systems: Types of Decisions and the Decision-Making Process, Business
Value of Improved Decision Making. Decision Support for Operational, Middle and Senior
Management. Concepts of Database and Database Management System.

Unit III:
Functional Information Systems: Marketing, Human Resource, Financial and Operational
Information Systems. Cross Functional Information Systems, Enterprise Systems. Supply Chain
Management Systems. Customer Relationship Management Systems. Business Value of Enterprise
applications andchallenges in Implementing, Knowledge Management.

Unit IV:
E-Commerce: Fundamentals and Concepts: Digital Markets and Digital Goods. Types of E-
commerce and E-commerce Business Models. B2B E-Commerce: New Efficiencies and
Relationships. Conceptof Mobile E-Commerce. Security and Control of Information Systems.

Unit V:
Implementing Information Systems as Planned Organisational Change. Business Process
Reengineering. Systems Analysis and Systems Design. Modeling and Designing Systems:
Structuredand Object-Oriented Methodologies, Traditional Systems Life Cycle, Prototyping, End-
User Development, Application Software Packages and Outsourcing. Implementing Information
Systems. Introduction to Change Management.

Suggested Readings:
 Laudon Kenneth C. and Laudon Jane P.,(2018), Management Information Systems
Managing the Digital Firm by : Pearson Publication, 15e
 James A O’Brien, Behl Ramesh, George M.Marakas, (2019), Management Information
Systems, McGraw Hill
 JawadekarWaman S., (2013) Management Information Systems A Global Digital
Enterprise Perspective; McGraw Hill
 Dr.S.Shajahan, R.Priyadharshini, (2004) Management Information Systems, New Age
International Publishers
 Boris Shishkov,(2020) Designing Enterprise Information Systems, Springer Publication,,ISBN
978-3-030-22441-7

IMS(VNC)-201: BUSINESS ETHICS AND CORPORATE GOVERNANCE

Course Objectives: The objective of this course is to study the major concepts, principles &
theories of business ethics, corporate governance, corporate social responsibility and
sustainability in today’s business world.

Learning Outcomes: Students will be able to incorporate importance of ethics in business world
today and it will help them take ethical decisions in the organization. They will have a better
understanding of CSR, Corporate Governance and Sustainability issues faced by the
organizations.

Unit I: Introduction
Opening Case: Subprime lending
Concept of Business Ethics, Elements of Business Ethics, History and development of Business
Ethics, Can Ethics be taught? Bad Apple Theory, Why Ethics matters in Business? Ethics andLaw,
Ethical Behavior, Relationship between Business and Ethics: Unitarian View of Ethics, Separatist
View of Ethics, Integration View of Ethics, Why be ethical in business? Who cares?,Pressure Points
for Ethical Behaviour.

Emerging Ethical Issues and Dilemmas in Business- Lying, Bullying, Discrimination, Sexual
Harassment, Fraud, Corporate Espionage, Insider Trading, Environmental Issues, Sexual
Harassment, Misuse of Organizational resources, Privacy Concerns, Employee Theft, Conflictof
Interest etc. ;

Ethical issues related to Marketing, Ethical issues related to Finance, Ethical issues related to HR,
Ethical issues related to IT, Ethics of Net neutrality, Ethical dimensions of artificial intelligence.
Ethical Issues in Capitalism, Socialism and Communism,

Closing Case Study: Bhopal Gas tragedy

Unit II: Business Ethics Philosophies

Opening Case: Turing Pharmaceutical price hike controversy

Institutionalization of Business Ethics in India: Environment Laws, Antitrust Laws, Consumer
Protection Laws, Investor Protection, Intellectual Property Right Laws, Corruption Prevention
Laws, and Laws Promoting Equity and Safety at Workplaces.
Traditional and Contemporary Moral Philosophies: Teleology: Egoism, Utilitarianism,
Deontology: Categorical Imperative of Kant, Hypothetical Imperative, Divine Command Theory,
Machiavellian Theory, Darwinism, Justice Theory of Rawls’, Virtue Theory of Aristotle, Ethical
Relativism.

Contemporary Moral Philosophies: Contractarianism, Prisoner's Dilemma, Kohlberg’s Cognitive

Moral Development Theory and Heinz Dilemma, Feminist care ethics, Integrated Social Contract
Theory (ISCT).

Closing Case: Johnson & Johnson Tylenol Crisis

Unit III: Ethical Decision Making: Individual And Organizational Factors
Opening Case: Enron scandal

Individual Ethics Management: Ethical Dilemma; Ethical Decision Making Models- Utility,Rights,
Justice and Caring (URJC) Model, Janus Headed Model, Steps for Taking Good Ethical Decision;
White Collar Crimes and Reason for its Growth.

Organizational Ethics Management: Organizational Culture and Ethical Climate, Danger Signs of
Ethical Risk in Organization, Whistleblowing in Organisations: Tips forwhistleblowing and the
process of handling whistleblowing in organisations, Discussion of case related to murder of
whistle-blowers Satyendra Dubey and Shanmugam Manjunath. Leadership and Ethics,
Leadership and use of power to shape an ethical corporate culture, Useof Developing, Managing
and Controlling Good Ethics Program in an Organization, Ethics Audit, Mechanism to Resolve
Ethical issues in Organization.

Global Ethics Management: Avoiding, Forcing, Persuasion or education, Infiltration, Negotiation

or Compromise, accommodation and Collaboration.

Closing Case: Galleon Group Insider trading fraud.

Unit IV:
Corporate Social Responsibility Opening Case: Merck and River blindness
Definition of CSR, Importance and Limitations of CSR, Identifying and Defining Social Problems,
Preventing and Solving Social Problems, Historical Evolution of CSR, Development of CSR in
Modern India, Trusteeship Theory of Mahatma Gandhi, Types of CSR: Carroll's Pyramid, Triple
Bottom Line and Environmental Sustainability, Cause Related Marketing, CSR Standardization,
Developing an Effective CSR Strategy.
Theological Ethics and Philanthropy: Philanthropy in Hinduism, Buddhism, Islam, Christianity,
Islam and Sikhism.
Closing Case: The pesticide controversy and its impact upon the CSR strategy of Coca-Cola

Unit V: Corporate Governance: Theories and ModelsOpening Case: Punjab National Bank

Scam
Definition of Corporate Governance, Importance of Corporate Governance, Principles of
Corporate Governance, and Models of Corporate Governance: Anglo-American Model, German
Model, Japanese Model, Issues in Corporate Governance. Development of CorporateGovernance
in US, UK and India.

Theories of Governance: Agency Theory, Shareholder Theory, Stakeholder Theory, Stewardship

Theory.
Closing Case: Satyam Scam
Suggested Readings:
 Linda K. Trevino, Katherine A. Nelson (2017); Managing Business Ethics: Straight Talkabout
How to Do It Right, Wiley Publishing House, 6th Edition
 Kumar, Shailendra, RaiAlok K (2019); Business Ethics; Cengage Learning, 1st edition.
 O. C. Ferrell , John Fraedrich , Ferrell (2017); Business Ethics: Ethical Decision Making& Cases;
Cengage Publishing House
 Thomas Donaldson , Thomas W. Dunfee,(1999); Ties That Bind: A Social ContractsApproach
to Business Ethics; Harvard Business School Press.
 Norman E. Bowie, (2015); "Business Ethics," in New Directions in Ethics, ed. Joseph P.
DeMarco and Richard M. Fox, New York: Routledge&Kegan Paul, 2015
 Elkington. John, (1997) Cannibals with Forks: The Triple Bottom Line of 21st(Capstone/John
Wiley, hardcover, 1997)
 Gandhi M.K. Trusteeship (Ahmedabad Navjivan Publishing house, 1960) pp 5.
 Callahan, D. (2004), The Cheating Culture: Why More Americans are Doing Wrong toGet
Ahead (Harcourt, Inc., Orlando, FL).
 Mallin. Chris A.(2011) ; Handbook on International Corporate Governance: Country
Analyses; Edward Elgar. pp 421
 Kanungo, R. N., and M. Mendonca (1996); Ethical dimensions of leadership, SagePublications
Thousand Oaks, CA.
 SEMESTER III
Paper Code Name of Subject Credit Remarks Theory/ Internal Total
External Assessment
IMS (CC)- 301 Innovation and 04 Core Course 70 30 100
Entrepreneurship / MOOCs
IMS (HR) 301 Organizational Design, 04 Core Course 70 30 100
Development and Change Domain
HR (EL)- 301A Labour Welfare and Social 70 30 100
Security
HR (EL)- 301 B Human Resource Training 70 30 100
Elective
and Development
08 (Choose Any
HR (EL)- 301 C Managerial Psychology and 70 30 100
Two
Stress Management
HR (EL)- 301 D Compensation and Reward 70 30 100
Management
IMS (IN)- 301 Summer Internship Project Summer
04 70 30 100
Internship
IMS (ID)- 301 A Business Analytics Inter-
IMS (ID)- 301 B Inter-Departmental Course 04 Departmental 70 30 100
Course
IMS (FL)- 333 Foreign Language 00 Non-Credit
(French/German)
Semester Total 24 420 180 600

IMS(CC)-301: INNOVATION AND ENTREPRENEURSHIP

Course Objective: The course is designed as a broad overview of entrepreneurship, including

identifying a winning business opportunity, gathering funding for and launching a business,
growing the organization and harvesting the rewards. It is an integrative course—one that
combines material introduced to the students in core courses and applies it to the design and
implementation of new ventures. The students are expected to have completed courses in
Management Principles, Marketing, HRM, Productions & Operations, Economics, Accounting&
Finance.

Learning Outcomes: Appreciate and develop entrepreneurial attitude and prerequisites for
becoming an entrepreneur. Demonstrate creativity in identifying opportunities for business
venture. Distinguish between suitability of alternative forms of business organisations for chosen
venture. Familiarize with the procedures for establishing a business venture and necessary
documentary and regulatory compliances and tax issues. Familiarize and identify sources of finance
available for the venture. Display insights into procedure for and advantages of different IPR’s.
Relate and apply different strategies in support of a venture. Develop and display soft skills for
managing a team and provide leadership. Prepare projected financial statements and ratios for key
indicators. Prepare a comprehensive business plan. Recognize theneed for social entrepreneurial
opportunity and ways to organise the same through own venture

Unit I:
Entrepreneurship: Meaning and objective. Entrepreneurship and its role in Economic
Development. Entrepreneurial Traits and Mindset. Misconceptions and Myths about
Entrepreneurship. Motivation for becoming an Entrepreneur. Entrepreneurship as a Career
Option. Entrepreneurial Leadership. Creativity and Innovation. Bottlenecks to Creativity and
innovation. Disruptive Technology and generating commercial value from Innovation; Sources of
New Ideas, Techniques for generating Ideas. Accessing Business Potential of an Idea. Idea to
Opportunity: Sources of Opportunity, Opportunity Recognition.

Unit II:
Types of New Ventures, Tax implications of various forms of Ventures. Procedures for settingup a
Business in India. Entrepreneurship and Intellectual Property Rights (IPR): Patents, Trademarks and
Copyrights. Business Plan: Purpose and Contents of a Business Plan. Marketing Plan: Need for
Marketing Research, Industry Analysis, Competitor Analysis, Market Segmentation, Target
Markets, Market Positioning, Marketing Mix, Marketing Plan and Market Strategy. Operation and
Production Plan: Product Design and Specifications.

Unit III:
Types of Production Systems, Location and Layout Decisions, Plant and Technology Choices,
Production Planning and Commercialization. Financial Plan: Assumptions underlying the Financial
Statements. Budgeting. Preparation of projected Funds Flow and Cash Flow Statement, Profit and
Loss Accounts / Income Statement and Balance Sheet. Key Financial Indicators: Break-Even
Analysis, Ratio Analysis, ValuationMethods, Sensitivity analysis. Financing of New Ventures: Stages
of Financing, Sources of Finance – Seed Funding, Venture Capital Funding, Bank Funding, Lease
Financing. Funding opportunities and Institutional Support in India for New Ventures. Managing
Cash andLiquidity, Record Keeping, Performing Due Diligence

Unit IV:
Launching a New Venture: Preparing Implementation Plan, Raising Resources, Leveraging
Intellectual property, Organisation Plan: Team Building for the New Venture, Designing
Organisational Structure and Systems Building a Winning Team, Motivating and Inspiring theTeam
Members, Monitoring the Technological Trends, Pilot Testing, Understanding Markets, Market
Strategies and Positioning. Managing Growth: Managerial Issues and Growth Strategies for New
Ventures. Revival and Exit: Turnaround Strategies, Liquidation and Exit Strategies for
Entrepreneurs.

Unit V:
Introduction to social enterprises, Social entrepreneurship – need, definition, characteristics and
models. Social leadership, networks and external relationships, revenue models, Measures of
performance of social enterprises, ISO 26000, Local problems and local solutions, Social audit,
Issues in management of Social Enterprises.

Suggested Readings:
 Kumar A (2012); Entrepreneurship; Pearson, 3rd Edition.
 Poornima M.CH (2006); Entrepreneurship Development: Small Business Enterprises;Pearson, 1st
Edition.
 Kumar A., S.C. Poornima, M.K. Abraham, K. Jayashree (2011); Entrepreneurship
Development; New Age International Publishers, 1st Edition.
 A.Sahay, M. S. Chhikara (2007); New Vistas of Entrepreneurship: Challenges&Opportunities;
Excel Books, 1st Edition.
 R.K.R. Kummitha (2016); Social Entrepreneurship: Working towards GreaterInclusiveness;
Sage Publications, 1st Edition.
IMS (HR)- 301: ORGANIZATIONAL DESIGN, DEVELOPMENT AND CHANGE
Course Objective: The course has been designed to familiarize students with the concept of
organizational design, development and change and to organizational development theories to
improve organizational performance and create healthy places to work, and organizational
intervention practices that encourage learning and change.
Learning Outcomes: On completion of the course, the students should be able to understand the
meanings of organization design and restructuring, the evolutionary process of organisation
design, the universal perspectives of and the new perspective on organisation design,
organisational restructuring strategies. Develop insight on the change process and reasons why
change is imperative. Build competency on implementation aspects of Organization Development
interventions to bring change at different levels of the organization. Assess OD consultant as a
scope to practice by leading change from outside and identify change and OD implementation
aspects with help of discussion on case studies and problems faced by the organizations

Unit-I
Understanding Organizations; Factors affecting Organizational Design; the Design process;
Evolutionary Process of Organisation Design; Universal Perspectives of Organization Design.
Organizational restructuring strategies

Unit II
Organization Development: Concept, Values, Assumptions, Process of Organization Development:
Understanding the organizational issues, diagnosing the problems, Feedback on diagnostic
information, reverse mentoring, generation mix, open space technology, appreciative enquiry

Unit III
Organizational Development Interventions: Team development Interventions, Inter-group
interventions, Comprehensive OD Techniques. Structural Intervention: Job Design, Quality of Work
life, Quality Circles, MBO, Socio technical Systems, Physical Setting and layout

Unit IV
Organizational Change: Concept of planned change, Internal and External Factors of Change,
Resistance to Change, Change Options Skills of Change Agent Models of Change: A Three Stage
Model of the Change Process (Kurt Lewin , ADKAR, Mckinsey 7 s model) ,Strategies for Managing
Change

Unit- V
Organizational Change and Development Issues: Organizational Power & Politics: Concepts
Sources Contingency approach, Contingency model, Political implication, Strategies for managing
political activities Organizational Culture: Concepts, Changing Organization Culture, Strategies for
merging Organizational Culture, Strategies for strengthening Organizational Culture

Suggested Readings:
 Pradip N. Khandwalla, 1991. Organisational Designs for Excellence, New Delhi: Tata McGraw-
Hill Publishing Company Limited.
 David K. Banner and T. Elaine Gagné, 1995. Designing Effective Organisations: Traditional and
Transformational Views, Thousand Oaks, California: Sage Publications.
 W. Burke, Debra Noumair (2015); Organization Development a Process of Learning and
Changing ; Pearson education ; 3rd Edition.
 French, W.E. and Bell, Organization Development, Prentice-Hall of India, New Delhi.
 Singh Kavita(2009); Organizational Change &Development; Excel publishing; 2nd Edition.
 Donald Brown (2006); Experiential Approach to Organization Development; Pearson New
International Edition; 7th Edition.
 Thornhill et al (2000); Managing Change; Prentice Hall; 1st Edition.
 Bhatia S.K (2007); Management of Change and Organization Development: Innovative
Approaches and Strategies; Deep and Deep Publications; 1st Edition.

HR(EL)-301A: LABOUR WELFARE AND SOCIAL SECURITY

Course Objective: The students will be aware about the various welfare facilities and services
provided to the employees to make their life worth living and how these create a sense of
belongingness and loyalty towards the organisation in the people at work. At the same time, it
highlights how these schemes improve the efficiency of the employees, creates a conducive work
environment and enhances industrial peace.

Learning Outcomes: After completion of the course, the student shall be able to comprehend
insurance fund and gratuity provisions and manage their application, acquaint themselves with
the significance of social security for an employee. Enabling them to understand the implications
of the existence of the social security schemes. Able to understand the causes of labour turnover
and absenteeism, and reducing them, proficient in meeting the legal requirements related to
welfare and minimize health hazards at workplace.

Unit-I
Labour Welfare: Concept, Significance, Objective, Scope, Classification, Approaches, and
Principles. Labour Welfare Officer: Qualifications, Roles and Functions, Status, Terms and
Conditions of Services, Challenges

Unit-II
Legal Provisions Relating to Labour Welfare in India; Beedi Workers Welfare Fund Act, 1976; The
Contract Labour (Regulation & Abolition) Act, 1970; Child Labour (Prohibition & Regulation) Act,
1986. The Factories Act, 1948; The Mines Act, 1952; Relevant cases related to Acts.

Unit-III
Social Security: Concept, Significance, Objectives, Evolution, Scope; Forms of Social Security: Social
Insurance, Public Assistance and Public Services. Industrial Social Work: Concept, Objectives,
Scope, Principles; Industrial Social Worker: Roles and Functions, Status, Skills Required; Recent
Developments in Social Work Practice in Industry; Future of Industrial Social Work in India Unit-IV
Workmen's Compensation Act, 1923; Employees' State Insurance Act, 1948; Employees' Provident
Fund and Miscellaneous Provisions Act, 1952, Relevant cases related to Acts.
Unit-V
Maternity Benefit Act, 1961; Personal Injuries (Compensation) Insurance Act, 1963; Payment of
Gratuity Act, 1972. Relevant cases related to Acts.

Suggested Readings:
 Goswami, V. G. (2015); Labour and Industrial Law; Central Law Agency Allahabad; 10th Edition.
 Malik, P.L., (2017); Industrial Law; Eastern Book Co.; 25th Edition.
 Sivarethinamohan R (2010); Industrial Relations and Labour Welfare: Text and Cases; PHI
Learning Pvt. Ltd.; Revised Edition 2016.
 Gupta M. (2007); Labour Welfare and Social Security in Unorganised Sector; Deep and Deep
Publications; 1st Edition.
 Saharay H.K. (2017); Textbook on Labour and Industrial Law; Universal Law Publishing an
imprint of LexisNexis; 7th Edition.
 Mamoria, C.B. (2020); Dynamics of Industrial Relations; Himalaya Publishing House; 16th
Edition.

HR (EL)-301B: HUMAN RESOURCE TRAINING AND DEVELOPMENT

Course Objective: The course aims to equip students with skills relevant for training and
developing the manpower in an organization. Further discussion on the principles and practices of
training and development (T&D) familiarizes the students with tools and techniques involved in
T&D.

Learning Outcomes: On completion of the course, the students should be able to develop an
understanding of the evolution of training & development from a tactical to a strategic function.
To provide an insight into what motivates adults to learn and the most appropriate methodologies
to impart training. To understand the concept of training audit & training evaluation. To learn how
design a training module and execute it.

Unit I
Training Needs Analysis: Meaning and significance of training needs, types of needs, components
of needs, data collection, analysis and interpretation. Meaning and significance of training design
and development, principles of training design, design process, identifying the training objectives,
types of training. Process of training.

Unit II
Training implementation: Meaning and significance of implementation, making or buying
decision, implementation process for making and buying decisions, skills of effective trainer.
Training Methods: Presentation Methods, Hands-on Methods, Group Building Methods. Choosing
Training methods. E-Learning & Use of Technology in Training: Technology's Influence on Training,
Choosing New Technology Training Methods.

Unit III
Training Evaluation: Meaning, Reasons for Evaluating Training and significance of training
evaluation, Donald Kirkpatrick’s Evaluation Model, ROI in Training, Types of Evaluation Designs,
Considerations in Choosing an Evaluation Design, data collection for training evaluation, Threats
to Validity, Determining Costs, Evaluation Practices in different organizations, Measuring Human
Capital and Training Activity

Unit IV
Executive Development/ Management Development/Career Management Need, factors
affecting MDP, methods, process, administration, delivery, costing & pricing, Company Strategies
for Providing Development, Increased Use of New Technologies for Learning, Increased Demand
for Learning for Virtual Work Arrangements, Increased Use of Training Partnerships & Outsourcing
Training.

Unit V
Careers and Career Management: Introduction, Importance, Meaning, A Model of Career
Development (Career Stages), Career Management Systems.

Suggested Readings:
 Janakiram B (2007); Training and Development; Biztantra; 1st Edition.
 Mamoria, C.B. & Rao VSP (2019); Personnel Management; Himalaya Publishing House; 13th
Edition.
 Pareek, Udai and Lynton, Rolf, P. (2011); Training for Development; SAGE Publishing India; 3 rd
Edition.
 Rudrabasavaraj,M.N.(1977); Executive Development; Himalaya Publishing House; 1st Edition.
 Barbazette J (2006); Training Needs Assessment: Methods, Tools, and Techniques; John Wiley
& Sons, 1st Edition.

HR (EL)-301C: MANAGERIAL COUNSELLING AND STRESS MANAGEMENT

Course Objective: To equip the potential managers with understanding of psychological make-up
of personnel working in an organization with a view to promote positive culture. Also, to familiarize
students with the nature of stress and relationship between stress and managerial problems. The
objective is also to examine the various methods of assessing individual and organizational stress
and indicating ways of coping with stress.

Learning Outcomes: On completion of the course, the students should be able to gain knowledge
about theoretical principles and practical processes in Guidance and Counselling and would be
able to apply these in research and professional areas. To understand applied and positive
perspectives of Counselling. To gain proficiency in undertaking and reporting of psychological
assessment and conducting counseling programs/sessions. To gain the requisite competencies and
skills for providing Counselling in varied spheres. To be able to conceptualize the dynamics of
frustration, stress and burnout and their various coping mechanisms.

Unit-I
Managerial Counselling: Need, Process, Goals, Expectations. Counselling related Concepts:
Helping, Consultation, Advice, Psychotherapy. Counselling Skills: Verbal Communication Skills and
Non Verbal skills, Listening, Questioning, Empathy, Relationship, Silence as Therapeutic Tool, Crisis
Intervention, Process and Steps.
Unit-II
Counselling Process: Steps in Managerial Counselling (8 Step model), Counselling Environment,
Approaches to Counselling (Directive, Behaviouristic, Humanistic, and Existential) Counselling in
Industrial Setting, Negotiation, Negotiation Process.

Unit-III
Psychological Testing and Diagnosis: Types of Psychological Tests, Group Therapy and Brief
Counselling. Managerial Blockages, SWOT. Counselling for Absentees, Sick, Accident Prone,
Retiring/Retired, Improving Performance and Job Environment Fit, Recent Trends in counselling
psychology.

Unit-IV
Stress: Concept, Nature & Types. Different perspectives and symptoms. Framework of stress;
Organizational stress and its causes (Personal characteristics, organizational structure, properties
of work and work setting, job roles). P-E (Person-Environment) fit model of job stress. Dynamics of
Frustration. Responding to stress (Emotional, physiological and behavioural response). Potential
Stressors, Role Stress. Causes of organizational stress:. Potential effects of stress: Physiological,
Psychological & Behavioural. Organizational stress: Impact performance, productivity, satisfaction,
absenteeism and turnover.

Unit V
Nature and characteristics of coping: Different views of coping – psychodynamic, transactional,
internal and external resource perspective. Individual-centered stress management techniques:
Cognitive, hypno-suggestive, behavioural and physical (yoga and aerobic exercises) interventions.
Common coping strategies and patterns; giving up, striking out at others, indulging and blaming
self, defensive coping; appraisal focused, problem focused, emotion focused coping. Organization-
centric stress management interventions techniques: Institutional & collateral. Preventing,
mitigating and moderating stress at organizational level.

Suggested Readings:
 Dryden Windy, Key Issues for Counselling in Action, Sage Publication, New Delhi, 1995.
 Dryden Windy, Counselling in Practice, Sage Publications, New Delhi, 1995.
 Gelso, Charles J. and Fretz, Bruce R. (2014) Counselling Psychology, American Psychological
Association; 3rd Edition.
 Murphy David (2017); Counselling Psychology: A Textbook for Study and Practice; John Wiley &
Sons.
 Mehta, D.S., Handbook of Public Relations in India, Allied Publishers Ltd., New Delhi, 1998.
 Rao, Narayan (2013); Counselling Psychology; Tata McGraw Hill, New Delhi; 3rd Edition.
 Singh K (2007); Counselling Skills for Managers; PHI Learning, 1st Edition
 Srivastava, A. K. (1999). Management of occupational stress: Theories and practice. New
Delhi: Gyan Publishing House.
 Weiten, W., Dunn, D. S., & Hammer, E. Y. (2012). Psychology applied to modern life:
 Adjustment in 21st century (10th ed.). Belmond, CA: Wadsworth, Cengage Learning.
 Aldwin, C. M. & Werner, E. E. (2004). Stress, coping and development: An integrative
 perspective. New York: Guilford.
 Schafer, W. (2000). Stress management (4th Ed.). New Delhi: Cengage
 Ross, R. R. &Altmair, E. M. (1994). Interventions in occupational stress. New Delhi: Sage
Publications.

HR (EL)-301D: COMPENSATION AND REWARD MANAGEMENT

Course Objective: The purpose of this course is to provide insights into the compensation
management administration of the organisations and to impart skills to develop compensation
strategies and policies.

Learning Outcomes: On completion of the course, the students should be able to develop an
understanding of various conceptual and practical approaches to obtain compensation decisions.
To identify the internal and external environmental factors that have an impact on the pay
structure of an organization. To demonstrate an understanding of the issues related to
compensation in corporate sector and impart skills in designing. To analyze and restructure
compensation management system, policies and strategies.

Unit I
Compensation & Rewards: Concepts, Objectives & Dimensions of Compensation, Components of
Compensation Plan, Factor influencing Compensation plan, Importance of an Ideal Compensation
Plan, Compensation Management Process.

Unit II
Compensation Structure: Job Evaluation: Aspects, Objective, Principles, Procedure & Methods,
Designing a Compensation System, Establishing a Pay Structure, Designing Pay levels, Mix and
structure, Graded Pay Structures, Broad-banding.

Unit III
Wages and Salary Administration: Principles of wage and salary administration, Basic Wage Plans,
Wage Policy, Pay Policies Considerations, Wage differentials. Theories of Wages.

Unit IV
Incentive Schemes: Nature, Importance and drawbacks of Incentive payments, Pre-requisites for
an efficient system, Types of Incentive Schemes, Performance linked Compensation Reasons, types
of performance based compensation schemes, Variable Performance Linked Pay (VPLP), Employee
Stock Option Plan (ESOP); Economic Value Added (EVA).

Unit V
Employee Benefits & Services: Overview, Types of Employee Benefits and Services, Principle of
Fringe Benefits, different steps in administration of benefits and services, future of fringe benefits;
Executive Remuneration: Elements, Executive compensation strategies, Remuneration Model and
Compensation strategies. Emerging trends &challenges of Remuneration.

Suggested Readings:
 Bhattacharyya, D. (2014); Compensation Management; Oxford Publication; 2nd Edition.
 Singh, B.D. (2007); Compensation and Reward Management; Excel Books; 1st Edition. ∙ Singh
Soni Shyam (2008); Compensation Management; Excel Books; 1st Edition.
 Henderson, R.O., Compensation Management in a knowledge -Based world, 10th Pearson
Education.
 Armstong, M and Murlis H (2012); Reward Management: A Handbook of Remuneration
Strategy and Practice, Kogan Page; 5th Edition.

IMS (IN)-301: SUMMER INTERNSHIP PROJECT

IMS(ID)-301A: BUSINESS ANALYTICS

Course Objectives: Understand the conceptual foundations of relevant business analytics

methodologies. Understand the nature and scope of analytics in business management decisions.
Understanding the application of various analytical tools including interpreting the input and
communicating the output from these tools and models with their advantages and limitations
Understand the application of these analytical tools to assist business decisions. Support Business
decisions with analytical, research and managerial skills.
Learning Outcomes: The Students would be able to understand the benefits provided by analytical
methods in business management. Manage technical challenges to plan, gather, analyse and
interpret research information. Be able to access the appropriateness of analyticalmethods for
different applications. Have gained hands-on analytical application skills utilizingrelevant software.
Be able to properly interpret and communicate methodological results. Resolve marketing
decision problems and make sound business decisions using analytics.

Unit I:
Overview of Business Analytics, Analytical Methods and Models, Use of Analytics in Business
Practices, Concept of Big Data, Types of Data, Hands on Practice on Data in Excel.

Unit II:
Concept of Data Visualization, Data visualization and Storytelling Through data, Data Visualization
Techniques, Data Visualization Through Advanced Chart, Time Series Data Analysis and
forecasting.

Unit III:
Data Mining and Management, Data Mining Tools, Data Mining Process, Data Mining Through
Social Media, Summarize Marketing Data, Data Reduction methods, Metrics for Business
Management, Pricing Analytics.

Unit IV:
Introduction to R and R-Studio software, Data Analysis Through R, Web and Social Media Analytics,
Sentiment Analysis, Social Network Analytics, Text Analytics, Hands on practice on Data Analysis
using R.

Unit V:
Optimization Techniques, Linear Optimization Models, Sensitivity Analysis, Decision Analysis,
Decision Analysis without Probabilities, Decision Analysis with Probabilities.

Suggested Readings:
 Lilien, G. L., Rangaswamy, A., & De Bruyn (2007); Principles of Marketing Engineering;Trafford
Publishing, 3rd edition.
 Linoff, G. S., & Berry, M. J. (2011); Data mining techniques for marketing, sales, andcustomer
 relationship management; John Wiley & Sons, 3rd Edition.
 S. Scheps (2011); Business Intelligence; For Dummies; 1 Edition.
 E. Siegel & T.H. Davenport (2013); Predictive Analytics: The Power to Predict Who WillClick,
Buy, Lie, or Die; Wiley, 1st Ediction.
 Pochiraju, Bhimasankaram, Seshadri& Sridhar (2019); Essentials of Business Analytics;
Springer International Publishing, 1st Edition.

IMS (ID)-301B: INTER-DEPARTMENTAL COURSE

IMS(FL)-333: FOREIGN LANGUAGE

French Language
Course Objectives: To develop listening, speaking, reading & writing skills in French and also to
introduce the learner to different aspects of life and culture of the people who speak the
language.
Learning Objectives: This course will enable the students to listen and comprehend elementary
structures of the spoken language, participate in simple conversations in various day to day
situations. Further the students will be able to develop the creative aspect of language learning.
Unit-I : Elements of Functional Grammar
1. Organisation générale de la grammaire
2. Article indéfini, défini, contracté
3. Nom, adjectif, masculin, féminin, singulier et pluriel
4. Qui est-ce, qu’est-ce quec’est
5. Les verbes- la conjugison de verbes reguliers et irreguliers
6. Le temps -Présent,
7. Prépositions-à,de, l’article contrcté
8. Négation, interrogation : Inversion, est-ce que, qu’est-ce que, comment,
9. Adjectifs
10. Le mode impératif

Unit-II : Composition & Comprehension

Textes recommandés lus et expliqués et écoutes orales suivies de questions de compréhension
avec fecilitateur , Rédiger des phrases simples sur des sujets de la vie quotidienne.
Faire des projets de week-end/ de vacances
Rédiger la reponse, l'invitation,le message, un petit annonce, fiche d'identité, la carte postale
Unit-III : Translation &Communication skills
Traduction en français-anglais et vice-versa de passages du texte et de phrases simples Se
présenter, présenter quelqu’un, faire la connaissance des autres, formules de politesse,
rencontres parler de soi : parler du travail, de ses activités,
Donner/demander des informations sur une personne, premiers contacts, exprimerses goûts et
ses préférences
Unit-IV: Lexical acquisition through Culture and Civilization
La vie en France, monuments, architecture, sculptures, montagnes, rivières, sports, fromages,
vins, cuisine, gastronomie, journaux et magazines
Unit-V: Elements of Business French

Suggested Readings:
Le livre à suivre : Nouveau Sans Frontière: Niveau 1 : Alter Ego :Collins Gem French-English/English-
FrenchDictionary

German Language
Course Objectives: The course aims at enabling the students to grab the opportunities of jobs
also at international level. It becomes easier for them to get placement in different spheres, banks
as well as in corporate world, as knowledge of foreign language is one of the requirements for
the candidate. now a days.
Learning Objectives: In this course the students are taught all the three skills, reading, writing,
speaking, at basic level.
Unit I
Introduction to Germany, Basic grammar structure, Nouns (singular, plural), Numbers, Days,
Months, Seasons, Colours.
Unit II
Personal pronouns, Verbs, Conjunctions, Prepositions, Articles, Adjectives
Unit III
Tenses, Sentence Construction, Interrogative Sentences, Affirmative Sentences, Negative
Sentences
Unit IV
Comprehension Texts
Unit V
Paragraph Writing
Suggested Readings:
1. Häussermann, U., Günther, C. C., Dietrich, G. (1997). Sprachkurs Deutsch 1: Unterrichtswerk für
Erwachsene. Germany: Diesterweg.
2. Rusch, P., Müller, M., Scherling, T., Wertenschlag, L. (1997). Moment mal! : Lehrwerk für Deutsch
als Fremdsprache ; [Materialien]. 1 : Glossary German-English. Austria: Langenscheidt.
 SEMESTER IV
Theory/ Internal
Paper Code Name of Subject Credit Remarks Total
External Assessment
Strategic Management/
IMS (CC) -401 04 Core Course 70 30 100
MOOCs
Industrial Relations and Core Course
IMS (HR) -401 04 70 30 100
Trade Unionism Domain
International Human
HR (EL)-401A 70 30 100
Resource Management
Organizational Leadership,
HR (EL)-401B Conflict Resolution and 70 30 100
Team Building Elective (Choose
08
Any Two
Talent Management and
HR (EL)-401C 70 30 100
Competency Mapping
Performance Management
HR (EL)-401D 70 30 100
and HR Audit
Master Thesis/ Dissertation Master Thesis/
IMS (MT)-401 04 70 30 100
Dissertation
Artificial Intelligence in Intra-
IMS (ID)-401A
Business 04 Departmental 70 30 100
IMS (ID)-401B Intra-Departmental Course Course
Semester Total 24 420 180 600

IMS(CC)-401: STRATEGIC MANAGEMENT

Course Objective: The objective of this course is to develop a holistic perspective of enterprise,
critical from the point of view of the top management and to acquaint with strategic management
process and develop competencies to understand competitive posture of own and competing
firms in various industries with a view to successfully implement strategy with effectiveness.

Learning Outcomes: Relate vision and mission with the current business of the organization.
Define business in terms of need/ functions, customers and alternative Technologies. Distinguish
between ability, capability, competence and competitive advantage. Interpret trends and
developments in the environment and implications for business in terms of opportunities,
challenges and threats. Perform SWOT analysis of organisation and competitors. Justify the
chosen strategy with the conditions and prerequisites for success. Construct businessportfolio
and understand strategic implication. Distinguish a mechanist organization with a learning
organization. Assess an organization’s readiness to change. Address the issues in implementation
of strategy ina given situation. Apply value chain to identify core competencies required to be
developed. Discriminate between variants of organisation structure and recommend suitable
organisationstructure to support strategy execution. Identify and recommend best practices for
ensuring effectiveness in strategy execution. Decipher characteristics of culture in an
organisation and recommend required attributes and actions for changing the problematic
/unhealthy culture. Identify performance metrics for strategic performance management
Recommend strategic and operational effectiveness techniques for evaluation and perform
strategic audit. Demonstrate ethical behavioural orientation and cultural sensitivity.

Unit I:
Nature and Scope of Strategic Management, Process of Strategic planning and Implementation,
Strategic Management Process, Strategists and their Role in Strategic Management, Hierarchyof
Strategic Internet: Vision, Mission, Goals and Objectives, Business Definition. Environmental
Appraisal: Environmental Scanning, Appraising the Environment, Organizational Appraisal:
Organisational Capability Factors, Considerations in Organisational Appraisal, Methods and
Techniques used for Organisational Appraisal, Structuring Organisational Appraisal.

Unit II:
Company level strategies: Grand, Stability, Expansion, Retrenchment and Combination Strategies,
Business Level strategy: Cost, Differentiation, Focus, Organisational perquisites for implementing
chosen business strategy, Implications for strategic alignment, tailoring strategy to fit specific
industry and company situation. Strategic Analysis and Choice: Business Portfolio, Portfolio
balance, choice, Construction andanalysis of business portfolio, Strategic imperatives of portfolio
choice, Competitive advantage: Sources, drivers and routes to Competitive advantage

Unit III:
Strategies for entering new business, choosing a diversification path-related vs unrelated business,
International diversification and. Strategies for managing a group of business, Corporate
Restructuring. The challenge of Strategic Implementation, Levels of organizational change and
associated approaches to strategic management of change, Organizational learning,leadership for
organizational change, assessment of readiness to change, Integrating formulation and
implementation, role of implementers at different levels, Principal managerial components of
strategy execution process, building a capable organization, staffing, building core competencies
and competitive capabilities, matching organization structure to strategy, organization structures
of the future

Unit IV:
Generic model of core processes and systems, Context levers, systems levers – information
resourcing, human resourcing, capital resourcing and control systems, systems as action levers,
managing internal operations and actions to promote better strategy execution: Marshalling
resources, instituting best practices, adopting best practices and continuous improvement, TQM,
Installing Information systems and operating systems, corporate culture and leadership as keys to
successful execution

Unit V:
Functional and Operational Implementation, operational effectiveness, Strategy Evaluation and
Control, Techniques of operational and strategic control the leader as a role model, Everyday
actions shaping organizational outcomes, Strategic Management in an International Firm;
Navigating and managing disruptions and innovation. Strategy and Corporate Evolution in Indian
Context.

Suggested Readings:
 Thompson, A A, Strickland, A. J and Gamble, J E, Jain A K, 19 ed, Crafting andExecuting
Strategy, McGraw Hill/Irwin
 Dess, G G, and Miller, A, Strategic Management, 2nded, McGraw Hill,
 Pearce I, J A. Robinson, R B. Jr., Mital, A McGraw-Hill Education, 2018 StrategicManagement:
Planning for Domestic and Global
 David, F., 15/ed 2015, Strategic Management
 Kazmi, A, 3 rdedition,Business Policy and Strategic Management, Tata McGraw Hill
IMS (HR)-401: INDUSTRIAL RELATIONS AND TRADE UNIONISM

Course Objective: The objective of the course is to make the students aware and understand about
the dynamics of the industrial relations in the rapidly changing environment and also, they will
have knowledge about the disciplinary procedure and grievance management process along with
their implementation aspect. To provide understanding of the working of trade unions, concept of
collective bargaining and equitable financial rewards.

Learning Outcomes: After completion of the course, the student shall be to understand the various
facets of interaction between the employer-employee in an organisation, learning and developing
analytical abilities to deal with the issues of the union and workers. To know the intricacies related
to disputes and conflicts occurring in the organisation and the method of handling them effectively
and to understand the disciplinary mechanism. To understand the concept and origin of trade
union, their historical development. To assess the importance of ILO and trade union functions in
various countries. Understand the types of bargaining issues and the rights of management and
understand the strategies when working with unions.

Unit-I
Industrial Relations: Concept, Objectives, Nature and Scope; Approaches to Industrial Relations;
Factors affecting Industrial Relations in India; Evolution of Industrial Relations; Changing Role of
State and New Paradigms in Industrial Relations; Industrial Relations and Globalization, Industrial
relations & Technology Change; India and International Labour Organization (ILO)- History,
Objective, Structure and Functions.

Unit-II
Industrial Disputes: Concept, Types and Causes; Machinery for Settlement of Industrial Disputes in
India; Statutory and Non-Statutory Preventive Measures for Settlement of Industrial Disputes:
Code of Discipline, Code of Efficiency, and Welfare, Model Grievance Procedure, Inter-Union Code
of Conduct; Disciplinary Action, Domestic Enquiry-Principle of Natural Justice; The Industrial
Dispute Act, 1947; Relevant cases related to Act.

Unit-III
Participative Management: Concept, Objectives, Scope and Approaches to Participation: Workers'
Participation in Management in India, Problems and Remedies; Collective Bargaining: Concept,
Objectives, Methods and Problems; Agreements, Settlements, Consent Awards and their
Implementation, Collective Bargaining Policy, Legal Sanction for Collective Bargaining.

Unit-IV
Trade Union: Concept, Objectives, Functions, Theories; Historical Development of Trade Union
Movement in India, England and America; Types and Structure of Trade Unions; Central Labour
Organizations, Employer’s Organizations- Objectives and Functions; Problems of Trade Union; The
Trade Union Act, 1926; Relevant cases related to Act.

Unit-V
Industrial Relations Legislations: Payment of Wages Act, 1936; Minimum Wages Act, 1948; Equal
Remuneration Act, 1976; Payment of Bonus Act, 1965; Relevant cases related to Acts.

Suggested Readings:
 Malik D (1989); Indian Trade Unionism in Developmental Perspective, Commonwealth
Publishers.
 Mamoria, C.B. (2020); Dynamics of Industrial Relations; Himalaya Publishing House; 16th
Edition.
 Monappa Arun (2012); Industrial Relations and Labour Laws; Tata McGraw-Hill Education; 2nd
Edition.
 Mustafa, M. and Dharma, Onkar (2002); Workers' Participation in Management, Concept and
Practice; Deep and Deep Publications; 2nd Edition.
 Sharma R.C. (2016); Industrial Relation and Labour Legislation; PHI Learning Pvt. Ltd; 1st
Edition.
 Sharma, A.M. (2019), Understanding Wage System, Himalaya Publishing House.
 Sinha (2004); ) Industrial Relations, Trade Unions, and Labour Legislation; Pearson Education
India; 4th Edition.
 Sivarethinamohan R (2010); Industrial Relations and Labour Welfare: Text and Cases; PHI
Learning Pvt. Ltd.; Revised Edition 2016.
 Srivastava S C (2012); Industrial Relation & Labour Laws: Vikas Publication, 6th Edition.
 Taxmann (2019); Labour Laws; Taxmann Publication; 1st Edition.

IMS (EL)- 401A: INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Objective: Globalization, growing presence of multinationals with expatriate managers,

cross border mergers and acquisitions and increasing diversity of workforce demands human
resource to be more sensitive to cross-cultural issues and understanding of international
approaches to dealing with people in organisations. The course seeks to look at HRM in a broader,
comparative and international perspective to deal with complex issues and manifold risks.

Learning Outcomes: After completion of the course, the student shall be to provide the students
with knowledge and understanding of IHRM as well as the ability and skills to analyse IHRM in
contemporary firms. Critically analyses the core issues and emerging trends in the field, with a
consistent emphasis on real-world scenarios and concerns.

Unit I
Introduction to IHRM: Definition, reasons for going global, Approaches to IHRM, Difference
between IHRM and Domestic HRM, Reasons for emergence of IHRM. Models of IHRM-Matching
model, Harvard Model, Contextual Model, 5P Model European Model. Barriers in effective global
HRM. Socio-cultural context, Organizational dynamics and IHRM: Role of culture in International
HRM, Country and Regional Cultures, Country Culture versus MNE Culture. Culture and employee
management issues/ impact of Country culture on IHRM.

Unit II
International Workforce planning and staffing: Recruitment, Selection and staffing in
International Context International Managers- parent country nationals, third country nationals,
host country nationals, advantages and disadvantages of different selection methods, different
approaches to multinational staffing decisions, recruitment methods using head-hunters, cross-
national advertising, e-recruitment; Selection criteria and techniques, use of selection tests,
interviews for international selection, international staffing issues.

Unit III
Performance Management: A conceptual background, Constraints in goal attainment,
performance management cycle, models, performance and appraisal in IHRM appraisal of
expatriate, third and host country employees, issues and challenges in international performance
management, country specific performance management practices.
Unit IV
Training and development in International context: Context Backdrop of international training,
Current scenario in international training and development, training & development of
international staff, types of expatriate training, HCN training, Career Development, repatriate
training, developing international staff and multinational teams, knowledge transfer in
multinational companies. Re-entry issues:

Unit V
International Compensation, International Employment Laws and HRIS: Forms of compensation
and factors that influence compensation policy, key components of international compensation,
Approaches to international compensation, compensation practices across the countries, social
security systems across the countries, global compensation: emerging issues. International Labour
Relations: Key issues, response of labour unions to MNCs HRM practices in different countries-
Japan, USA, UK, Turkey, Middle East, India and China. HRIS: Meaning, Role of IT in HR, Designing
of HRIS, Applications of HRIS in Employee Management, Limitation of HRIS.

Suggested Readings:
 Peter J. Dowling, Marion Festing, Allen D. Engle (2013), International Human Resource
Management: Managing People in a Multinational Context, 6th Edition, Cengage Learning
 International Human Resource Management by R V Badi and S G Hundekar; Vrinda Publications
 B. Sebastian Reiche, Anne-Wil Harzing, Helene Tenzer (2018), International Human Resource
Management, Sage publication.
 Rao P.L. (2008), International Human Resource Management: Text and Cases, Excel Books.
 Edward Tony & Chris Rees (2008), International Human Resource Management, Pearson
Education India.

IMS (EL)- 401B: ORGANIZATIONAL LEADERSHIP, CONFLICT RESOLUTION AND

TEAM BUILDING

Course Objective: To understand the concept of Organizational leadership and to develop the
essential skills of leadership, conflict resolution and team building in the prospective manager.

Learning Outcomes: On completion of the course, the students should be able to understand the
nature and importance of leadership in the context of organizational goals. Various theories of
leadership that focus on task and employee relationships. To be able to relate positive and
negative consequences of conflict to organizational performance. To understand the difference in
the dynamics of poor, good and great teams and will be able to recognize the impact of team
dynamics on business results. To be able to proactively identify and eliminate dysfunctional team
behaviours.

Unit I
Organizational Leadership: Concept, Nature, Characteristics; Leader Vs Manager; Leadership
Skills, Leader Roles, Responsibilities and Functions of Leader, Qualities of a Good Leader,
Prerequisites of Organizational Leaders, Classification of Leadership: Formal vs. Informal, Positive
vs. Negative, Cultivated vs. Innate, Factors Affecting Choice of Leadership; Retention and Change
of Leadership, Obstacles in the way of Leadership, Understanding Leaders and Leadership.
Unit II
Leadership Approaches & Theories: Approaches for Examining Leadership Behaviour: Trait
Theories, Behavioural Theories (Ohio State studies, University of Michigan Studies, Managerial
Grid, and Scandinavian Studies), Contingency Theories (Fiedler’s Model, Hersey and Blanchard’s
Situational Theory, Leader-Member Exchange Theory, Path-Goal Theory, Leadership Participation
Model). The changing paradigm of Leadership; Gender and leadership; Culture and leadership;
Leadership and ethics.

Unit- III
Leadership Styles: Autocratic, Consultative, Laissez Faire, Bureaucratic, Manipulative and Expert
Leadership, Likert’s Four Systems of Management (Exploitative-Authoritative Style, Benevolent
Authoritative Style, Consultative Style and Participative Style), Strategies for Development of
Effective Leadership: Delegation of Authority, Participation in Decision Making, Open and
Uninhibited Communication, Suggestion System. Leader Achievers- Biographies of Organizational
Leaders.

Unit IV
Conflict: Concept, Nature, Transitions in Conflict Thought (Traditional View, Human Relations View
and Interactionist View), Causes of Conflict (Personal, Work Related, Group Related,
Organizational and Societal), Consequences for and Impact of Conflict on Individual, Group,
Organization and Society

Types of Conflict: Dyadic Conflict, Individual Level Conflict, Inter-Group Conflict, Inter
organizational Conflict, Goal Conflict and Role Conflict, Functional vs. Dysfunctional Conflict, The
Conflict Process-Pondy’s Model, Measurement and Diagnosis of Conflict, Conflict Resolution:
Concept, Need, Methods, and Techniques.

Unit V
Team: Concept, Objectives, Teams vs. Groups, Elements and Functions of Teams, Types of Teams
(Problem-Solving Teams, Self-Managed Work Teams and Cross-Functional Teams). Strategies of
Building a Dynamic Team- Driving towards a Mission, striving towards Team Effectiveness, thriving
on Teamwork, arriving at Peak Performance Team Decision- Making Techniques; Turning
Individuals into Team Players; Contemporary Issues in Managing Teams.

Suggested Readings:
 Seema Sanghi, Stephen P. Robbins,Timothy A. Judge (2010); Essentials of Organizational
Behavior; Pearson Education; 10th Edition.
 Yukl, G. (1981). Leadership in Organizations, 9/e. Pearson Education India.
 Northouse Peter G. (2010); Leadership: Theory and Practice; Sage Publication; 5th Edition.
 Blake, Robert R.O, Shepherd, Herbert A. and Mouton, Jane S. (1968); Managing Intergroup
Conflict in Industry; Gulf Publishing House.
 Morton Deutsch, Peter T. Coleman, Eric C. Marcus (2011); The Handbook of Conflict Resolution:
Theory and Practice; John Wiley & Sons; 2nd Edition.
 Cleland, David I. (1996); Strategic Management of Teams; John Wiley and Sons.
 Eirene Leela Rout, Nelson Omiko (2007); Corporate Conflict Management: Concepts and Skills;
PHI Learning Pvt. Ltd; 1st Edition.
 Susan S. Raines (2019); Conflict Management for Managers: Resolving Workplace, Client, and
Policy Disputes; Rowman & Littlefield; 2nd Edition.
 Russell Freedman (2013); Team Management; Lulu Press, Inc,; 3rd Edition.
 Harigopal, K. (1995) Conflict Management - Managing Interpersonal Conflict; Oxford and PH
Pub; 1st Edition.

IMS (EL)- 401C: TALENT MANAGEMENT AND COMPETENCY MAPPING

Course Objective: It aims to impart an understanding of talent management through insights on

strategies for acquisition, engagement, and retention of talent in organization. It gives insight on
how to design, organize, implement, and evaluate training programmes in an organizational
setting. The course aims to equip students with skills and knowledge to enable them to effectively
implement a competency-based management system.

Learning Outcomes: On completion of the course, the students should be able to the students
should be able to assess an organization’s approach to manage talent and its alignment with
business strategy, map competency based on job analysis, devise strategies for developing,
engaging, and retaining talent. To develop insight on the concepts, principles, and process of
training and development. The students will be able to analyse, design and implementation of
competency model at various levels in an organization.

Unit I
Elements of talent Management, Talent Management System and Approach, Talent Management
Assessment Tools, HR Planning, Creating a Talent Management System, Forces impacting Talent
Management, Institutional Strategies for dealing with Talent Management issues, Information
Technology to support Talent Management System.

Unit II
Talent Acquisition: Job analysis-Method of collecting information, developing questionnaires,
interviews, developing job description & job specification. Developing HR planning process (using
MS-Excel and quantitative tools). Evaluation of factors affecting HRP, Strategic view of recruitment
& selection. Talent Acquisition, Recruitment Process, Strategic Trends in Talent Acquisition, Talent
acquisition management solutions.

Unit III
Employee Engagement: Preparing recruitment plan, E-recruitment (using various job portals),
searching & downloading applicant profile by using job portals, selecting recruitment source,
preparing recruitment budget, employer branding, Selection process, Use of assessment centres,
selection errors & minimising selection errors, Reliability & Validity tests, Choosing the types of
interviews, Contemporary Talent Management Issues and Challenges.

Unit IV
Competency: Introduction: Concept, Definition and Characteristics of competency, Competency
versus Competence, Performance versus Competency, Skills versus Competence, Behaviour
indicators, Types of competencies - Generic/Specific, Threshold/Performance, and differentiating
and technical, managerial and human. Competency framework - Development of Competency
Framework, Lancaster Model of Managerial Competencies.

Unit V
Development of Competency Maps and Integration of Competency based HRM: Steps in
development of competencies map - Studying Job, Processes, and Environment, Identifying
Knowledge, Skills and Traits for each Job for creating Competitive Advantage, Creating
Competency Map using Competency Matrix, Competency profiling, Competency based Selection,
Interviews, Performance Management System, Training and Development, Career Planning and
Competency linked Remuneration.

Suggested Readings:
 Lance A. Berger and Dorothy R. Berger (2008); The Talent Management Handbook,
McGrawHill; 3rd Repint.
 Michael Armstrong (2020); A Handbook of HRM Practice; Kogan Page; 15th Edition.
 Jane Yarnall (2007); Strategic Career Management, Butterworth-Heinemann, UK; 1st Edition.
 Allan Schweyer (2004); Talent Management Systems: Best Practices in Technology Solutions for
Recruitment, Retention and Workforce Planning; John Wiley & Sons; 1st Edition.
 Jack J. Phillips and Lisa Edwards (2008); Managing Talent Retention; Pfeiffer; 1st Edition.
 William Macey, Benjamin Schneider, Karen Barbera, and Scott A. Young (2009); Employee
Engagement; Wiley- Blackwell; 1st Edition.
 Emma Bridger (2018); Employee Engagement: A Practical Introduction; Kogan Page Publishers;
2nd Edition.
 Margaret Dale and Paul Iles, 2002, Assessing Management Skills – a guide to competencies and
evaluation techniques, Jaico Publishing House, Mumbai.
 Lyle M.Spencer, Signe M. Spencer, 2008, Competence at work models for Superior Performance,
Wiley India Pvt. Ltd, New Delhi.
 Michael Armstrong and Helen Murlis, 2005, Handbook of Reward Management, Crest
Publishing House, New Delhi.
 Radha R.Sharma, 2004, 360 Degree Feedback, Competency Mapping and Assessment Centres
for Personal and Business Development, Tata McGraw-Hill Publishing Company Limited, New
Delhi.

IMS (EL)- 401D: PERFORMANCE MANAGEMENT AND HR AUDIT

Course Objective: It aims to impart an understanding of concept, process, system and strategies
for managing performance of employees at different levels in organization. Further HR Audit
contents and process develops insight on the evaluation aspects of HR processes and its alignment
to the business.

Learning Outcomes: On completion of the course, the students should be able to understand the
Theory, Concept & Good practices in the area of PMS. Also understand & appreciate the Strategic
Importance of PMS in any Organisation. Design an organization’s performance management
process that is compliant with law and supports organizational mission and strategy. Compare and
contrast various organizational performance management programs and best practices and define
attributes of effective performance management systems. Employ job-related performance
standards and performance indicators that reflect the employee’s range of responsibilities. Assess
how increased employee involvement can contribute to effective performance and coach
employees to identify career paths and resources available to support individual development.
Identify and communicate appropriate actions with employees (e.g. training and development,
wage increase, promotion, bonus etc.) based on their performance strengths and weaknesses.

Unit I
Conceptual Framework of Performance Management, Performance management process,
Objectives of performance management system, Linkage of performance management system
with other HR practices.
Unit II
Performance Monitoring: Assessment Centre, Designing and Measuring Performance (KPI &
KRA), Criteria for Performance Measurement, Setting Organizational, Team &
Individual Performance Standards, Methods for Evaluating Performance, 360 Degree Appraisal,
Balance Score Card.

Unit III
Performance management feedback, Performance management documentation, Managing
Performance at Organization and individual level, Managing Team Performance, Performance
Management Development of Program, Performance Management Training, Evaluating
Performance Management, Use of technology and e-PMS, Performance management practices in
Indian organizations.

Unit IV
Human Resource Audit: Introduction, Objectives, Concepts, Components, Need, Important
Components of Human Resource Development Audit, HR Audit process, Need for Human Resource
Audit: Identifying the Human Resource Audit Goal, Defining the Audit Team, Approaches to Human
Resource Audit, Benefits of Human Resource Audit

Unit V
HR Audit and Workforce Issues: Introduction, Workforce Communication and Employee Relations,
Performance Management, Compensation System, Teambuilding System, HR Audit Report –
Purpose, Report Design – Preparation of report, Use of HR Audit report for business improvement,
Human Resource Auditing as a Tool of Human Resource Valuation: Introduction, Rationale of
Human Resource Valuation and Auditing, Valuation of Human Resources, Issues in Human Capital
Measurement and Reporting

Suggested Readings:
 Armstrong, M. (2006); Performance management, Key Strategies and Practical Guidelines;
Kogan Page, London; 3rd Edition.
 Bhattacharyya, D.K. (2011); Performance Management Systems and Strategies, Pearson
Education, 1st Edition.
 Robert B. (2012); Performance Management; McGraw-Hill Education India; 2nd Edition.
 Rao, T.V. (2004); Performance Management and Appraisal Systems, HR tools for global
competitiveness; Response Books, A division of Sage Publications.
 John McConnell (2011); Auditing your Human Resources Department; Harpercollins
FocusNashville, United States; 2 nd Edition.
 T V Rao (2008); HRD Audit; Sage Publications; 2nd Edition.
 Paul R. Niven (2014); Balance Scorecard; John Wiley & Sons, Inc.; 1st Edition.

IMS (MT)-401: MASTER THESIS/DISSERTATION

IMS (ID)-401A: ARTIFICIAL INTELLIGENCE IN BUSINESS

Course Objective: The objective of the course is to give the student a conceptual understanding
of how AI works and how is it different from the human mind. It is further sought to enlighten
the student on how the traditional business tools and practices will be affected by the AI systems.
The important points regarding the challenges and the ethical dimension are also incorporated.
Finally, the future of AI and the interface between consciousness and AI is brought out succinctly.
Learning Outcomes: The conceptual understanding of AI system and its difference with the
human mind will help student appreciate the gravity of the implications for the business in the
coming decades. Going through the instructions on the utility of AI as business tools the student
would stand out as a valuable asset to their future employers. The ethical dimensions involved
should also sensitize the students on the challenges involved for value-based business practices.In
the frightening and uncertain times of AI era the student should find solace in the infallibilityand
supremeness of human consciousness and take the AI challenge boldly and positively.

Unit I
What matters to a machine; What makes a mind; Looking into the Future; Programs that Write
Programs; Four Basic Drives; The Intelligence Explosion; The Point of No Return; The Law of
Accelerating Returns; The Singularitarian; The End of Human Era; The Cyber Ecosystem; Tele
migration, Automation and the Transformation; Digitech Impulse.

Unit II
Market Research; Marketplace Segmentation; Raising Awareness; Social Media Engagement;In
Real Life; The B2B World; The In-Store Experience; On the Phone; The Onsite Experience—Web
Analytics; Merchandising; Closing the Deal; Back to the Beginning: Attribution; Growing
Customer Expectations; Retention and Churn; Many Unhappy Returns; Customer Sentiment;
Customer Service; Predictive Customer Service; The AI Business Platform.

Unit III
Application of AI: Finance, Manufacturing, Transportation, Energy, Healthcare, Communication,
Law, and Defence. One-to-One Marketing; One-to-Many Advertising; The Four Ps; The Customer
Journey; Branding; Your Bot Is Your Brand; Marketing Mix Modelling; Econometrics; Customer
Lifetime Value.

Unit IV
Machine Mistakes; Human Mistakes; The Ethics of AI; What Machines Haven’t Learned Yet;How
to Train a Dragon; The Human Advantage; AI to Leverage Humans; Collaboration at Work; Your
Role as Manager; AI for Best Practices.

Unit V
The Path to the Future; Machine-Train Thyself; Intellectual Capacity as a Service; Data as a
Competitive Advantage; How Far Will Machines Go; Computing Tomorrow; Consciousness and
AI: What is Consciousness; is Consciousness beyond Science; Experimental clues about
Consciousness; Theories of Consciousness; How might AI Consciousness Feel?

Suggested Readings:
 James Barrat (2015); Our Final Invention; Pan Macmillan India, 1st Edition.
 Garry K &Mig G. (2017); Deep Thinking:Where Machine Intelligence Ends and Human
Creativity Begins; John Murray Publications, 1st Edition.
 Kamal Y. (2020); Marketing Management; NRBC, 1st Edition.
 Jim Sterne, G.A. Poe & Gildan M. (2018); Artificial Intelligence for Marketing; Gildan
Media- Audible Book, 1st Edition.
 Max Tegmark (2017); Life 3.0: Being Human in the Age of AI; Knopf, 1st Edition.

IMS (ID)-401B: INTRA-DEPARTMENTAL COURSE