Analysis of Salt in India

Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-1 Course : Integrated Marketing Communication L: 3 Hrs. , T : 1 Hr. , Per Week Total Credits: 7 Objectives: The objective of this course is to provide the students with knowhow about Marketing Communication, Integration concepts, Media planning and buying concepts. Learning this course would equip the students in building there career in advertising and media planning. Unit I: Introduction to Marketing Communication Concept; Functional areas of Marketing Communications; How does marketing communication work.Concept of brand-customer touch points. Unit II: Concept of Integrated Marketing Communication planning process-identifying target audience, analyzing SWOT, determining marketing communication objectives, developing strategies and tactics, setting the budget and evaluating effectiveness. Concept of internal marketing. Unit III: Creative Concept and Messages; the message strategy brief, the creative process, Unit IV: Message Execution; Message storytelling, tone and style, copy writing, message consistency, the consistency triangle. Unit V :Media planning, media classification, media strengths and weaknesses, Audience management and measurement, out of home media, product placement. Unit VI: Media targeting, media profiles, CDI-BDI Determination, calculating reach and frequency, GRP and TRP concept and calculation, IMC media mix, calculating media cost, media scheduling. Text Book: 1. Principles of Advertising and IMC: Duncan, Tom. – McGraw Hill. Reference Books: 1. Integrated Marketing Communications: Pickton, D. and Broderick, A. – Prentice Hall. 2. Using advertising and promotion to build brands: Blyth, J. –Pearson 3. Advertising management by Jethwaney: Pub by Oxford. . Building the Indian Brand: Kapoor, MacMillan Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-2 Course : Brand Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The objective of this course is to teach students the broad topic of brand equity and brand management. Learning this course would help them to understand the key issues in planning and evaluating brand strategies. The course covers theories, models and other tools which are used to make better branding decisions. Unit I:Brands and Brand Management: What is a Brand? Why do Brands Matter? Can anything be branded? What are the strongest Brands? Branding challenges and opportunities, Brand equity concept, Strategic Brand Management Process The Customer Based Brand equity: Brand Knowledge; Building a Strong Brand, Brand-Building Implications. Unit II: Brand Positioning: Identifying and Establishing Brand Positioning, Positioning Guidelines, Defining and Establishing Brand Values, Internal Branding. Choosing Brand Elements to Build Brand Equity: Criteria for Choosing the Brand Elements, Options and Tactic s for Brand Elements.Unit III: Designing Marketing Programs to Build Brand Equity: New Perspective on Marketing, Product Strategy, Pricing Strategy, Channel Strategy. Leveraging Secondary Brand Knowledge to Build Brand Equity: Conceptualizing the Leveraging Process, Company, Country of Origin and other Geographic Areas, Channels of Distribution, Co- branding, Licensing, Celebrity endorsement, Sporting, Cultural, or Others Events, Third Party Sources. Unit IV: Developing a Brand Equity Measurement and Management System: The Brand Value Chain, Designing Brand Tracking Studies, Establishing a Brand Equity Management System.Measuring Sources of Brand Equity: Qualitative Research Techniques, Quantitative Research Techniques; Measuring Outcomes of Brands Equity: Capturing Market Performance, Comparative Methods, Holistic Methods. Unit V: Designing and Implementing Branding Strategies: The Brand-Product Matrix, Brand Hierarchy, Designing a Branding Strategy. Introducing and Naming New Prod ucts and Brand Extensions: New Products and Brand Extensions, Advantages of Extensions, Disadvantages of Brand Extensions, Understanding How Consumers Evaluate Brand Extensions, Evaluating Brand Extension Opportunities.Unit VI: Managing Brands over Time: Reinforcing Brands, Revitalizing Brands, Adjustments to the Brand Portfolio. Managing Brands over Geographic Boundaries and Market Segments: Rationale for Going International, Advantages of Global Marketing Programs, Disadvantages of Global Marketing Programs, Standardization versus Customization, Global Brand Strategy, Building Global Customer – Based Brand Equity Text Book: 1. Strategic Brand Management: Building, Measuring, and Managing Brand Equity, Kevin L. Keller, Pearson Education.Reference Books: 1. Brand Positioning: Strategies for competitive Advantage: Sengupta, Tata McGraw-Hill. 2. Strategic Brand Management by Richard Elliot:   Larry Percy, Oxford University Press, India. 3. Managing Brand Equity by Aaker D: Fr ee Press. 4. The New Strategic Brand Management: Jean-Noel Kapferer, Kogan Page. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-3Course : Retail Management L: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives:The subject is designed to understand the Retailing of Products and Services, the role of Retail in Economy and the various issues related to Retail like Infrastructure, Merchandising, Store Operations, etc. Unit I: Introduction: Retail in India, Size of Retail in India, Key Sectors, FDI in Retail, Challenges to Retail Development, Evaluation of Retail formats, Theories of Retail Development, Concept of Life Cycle in Retail, Business Models in Retail, Services Retail, India Specific Retail Models, Concept of Internationalization, Determining Market Entry, Retail in Asia.Unit II: Strategy & Planning: The need for Studying consumer behavior, Factors influencing the retail shopper, Customer Decision Making process, ma rket Research, Retail Strategy, Concept of Business Model, Growth Strategy, Retail Value Chain, Ethics in Retailing, Types of Retail Locations, Stepin in choosing location, Methods of evaluating trade area, Retail Franchising, Types of franchising, Advantages 7 Disadvantages of Franchising, Franchising in India, Legal Issues. Unit III:Merchandise Management: Factors affecting Buying decisions, The merchandiser’s role and responsibility, Buyer role and responsibility, Function of buying for different types of organizations, Buying for a single / independent store, Concept of lifestyle merchandising, Implications of Merchandise planning, Process of Merchandise planning, Technology tools for merchandise planning, Methods of Procurement, Sourcing, Age of Global Sourcing, Retailing pricing & evaluating Merchandise performance.Unit IV: Managing Retail: Private Labels, Need and Evolution of Private Labels, Process of Creation, Category Management, Reasons for Emergence of Category M anagement, Components of Category Management, Category Management Business Process, Drawbacks of Category Management, Store Operations & Profitability, Key components in Retail Operations, Retail Economics, The 5Ss of Retail Operations.Unit V: Creating and Sustaining Value: Store Design & Visual Merchandising, Concept & Principles of Store Design, Elements of Store Design, Visual Merchandising, Servicing the Retail Customer Measuring gaps in service Gathering Customer Information & Enhancing Loyalty CRM, Personal Selling, Retail Selling process. Unit VI:Marketing & Technology: Retail marketing & Branding, Retail Marketing Mix, The STP approach, Retail Image, Retail Communication Mix, Concept of Branding, Retail Management Information Systems, Unique Needs of Technology in Retail, Need for Product identification, Importance of IT in retailing, Factors affecting use of technology, Applications of Technology, Internet Retailing, Supply Chain Management, Concept, Need & Evolution, SCM F ramework, Integration of SC, Innovations in Supply Chain, Collaborative Planning Forecasting & Replenishment (CPFR).Text Book: 1. Retail Management, 3rd Edition: Swapna Pradhan, McGraw Hills Publications, Reference Books: 1. Managing Retailing: Sinha Uniyal, Oxford Publications 2. Retail Management: A Global Perspective, – Singh, Dr. Harjit, S. Chand Publications Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-4Course : Sales and Distribution Management L: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives:The objective of the course is to familiarize the student with the sales operations and sales management functions and distribution management. Endeavor is to provide both theoretical inputs and applications of practical aspects. Unit I: Introduction to sales management, building selling skills and selling strategies, understanding the sales process. Unit II: Purpose, Setting up a sales organization, Basic types of sales organization. Managing sales territory, Managing sales quota Unit III:Recruiting and selecting sales personnel, determining the kind of salespeople, determining size of the sales force; Training salespeople: Developing and conducting sales training programmes, Defining training objectives, deciding training content, selecting training method. Unit III: Designing and administrating compensation plans, Types of compensation plans and requirements of a good compensation plan; Motivating salespeople: Meaning, Need gratification and motivation, Interdependence and motivation, Motivation and leadership. Unit IV:Supervising and evaluating salespeople-Setting standards of performance, Quantitative and qualitative performance criteria, Controlling salespeople through supervision. Unit V: Introduction to channel management. Distribution channel strategies. Designing Customer Oriented Marketing Channels. Unit VI: Managing Channel member behavior: Channel relationships, control, positi oning and conflict. Managing International Channels of Distribution. Text Book: 1. Sales & Distribution Management: by Tapan Panda –publisher, Oxford Publication. Reference Books: 1.Sales Management: Chunawalls, S A, Himalaya Publishing House 2. Sales Management: Pradip Kumar Mallik, Oxford Publication 3. Physical Distribution Management: Kulkarni, M V, Everest Publishing House 4. Marketing Management: V S Ramaswami& S Namkumari, Macmillan India Ltd 5. Sales & Distribution Management: by Krishna K Harvadkar -publisher: McGraw Hill. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-5Course : Services Marketing L: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives:The objective of the course is to help students gain knowledge and skills in dealing with marketing of services. To accomplish this, the student will be exposed to a series of cases, which demand commitment from him/her. The course includes the services marke ting concepts, characteristics, challenges and strategies, consumer behavior to services, employees’ and customers’ roles in service delivery, managing demand and supply, and the design and development of effective service system. Unit I: Introduction to Services: What are services? Why services marketing?Characteristics of services, challenges in services marketing. Services marketing mix. Unit II: Consumer Behavior in Services: Search, Experience, and Credence properties Customer choice, Consumer experience, Postexperience evaluation, Customer Expectations in Services – Meaning and types of service expectations, Factors that influence customer expectations of services, Issues involving customer service expectations. Unit III: Customer Perceptions in Services: Customer perceptions, Customer satisfaction, Service quality, the gaps model of service quality.Service encounter, Service Recovery – The impact of service failure and recovery, how customer respon d to service failure, Customers’ recovery expectations, services recovery strategies. Unit IV: Service Development and Design: New service development, Service blueprinting, Customer Defined Service Standards – Factors necessary for appropriate service standards, Types of customer-defined standards. Physical Evidence and the Servicescape – Physical evidence, Types of Servicescape, Strategic roles of the Servicescape.Unit V: Employees’ Role in Service Delivery: Service culture, the critical importance of service employees. Customers Role in Service Delivery: The importance of Customers in service delivery, Customers’ role, Strategies for enhancing customer participation Unit VI: Managing Demand and Capacity: The underlying issue: Lack of Inventory capability, Demand pattern, Strategies for matching capacity and demand, waiting line strategies, Pricings of services – Approaches to pricing services, Pricing strategies. Text Book . Services Mark eting: Govind Apte, Oxford University Press Reference Books: 1. Services Marketing: Valarie A Zeithaml, Dwayne D Gremler et al, Tata McGraw-Hill 2. Services Marketing: Harsh Verma, Pearson 3. Services Marketing: Vinnie Jauhari, Oxford University Press 4. Services Marketing: Rajendra Nargundkar, Tata McGraw-Hill 5. Services Marketing: K. Rama Mohana Rao, Pearson Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-6Course : Rural MarketingL: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives: A complete understanding of rural market environment and rural economy, rural marketing strategy, future prospects and understanding Government policy measures for developing Agricultural marketing Unit I: The Rural Economy: The economic scenario in rural India – the transition of rural economy – the Rural economic structure – the rural infrastructure – Rural marketing environment – the Role of Government in the development of Agricultural marketing Unit II:Rural Consumer Buying Behavior: Characteristics of rural consumer – Factors affecting consumer behavior –Consumer buying process – Opinion leadership process – Brand management in rural market Unit III: Rural Market Research: Need and importance: Primary Data collection and interpretation – Field procedures and rural realities P. R. A. Technique. Unit IV: Targeting, Segmentation and Positioning in Rural Market: Basis of segmentation – Selecting and targeting segment – Positioning decision – Rural marketing initiative by Corporate Sector Unit V:Rural Marketing Strategy: Product Strategy – Pricing strategy – Distribution strategy – Communication strategy, Marketing of Agri- inputs-Seeds, Fertilizers, Pesticides and Tractors. Unit VI: Innovation in Rural Marketing and Financial services: Innovation in Rural Marketing: E-Rural marketing – Organized re tailing – Cooperative marketing Financial services: An overview of financial services – Sources of Credit – Innovative credit delivery system like Kisan credit card – Micro finance – Chit funds – Cooperative credit – Crop insurance Text book 1.The Rural Marketing: by Pradip kashyap & Siddhatha Raut (Publisher: Biztantra) Reference Books: 1. Rural Marketing: By Balram Dogra & Karminder Chuman (Publisher: Tata McGraw Hill Edu Pvt Ltd) 2. Introduction to Rural Marketing: By R. Krishnamoorthy (Publisher: Himalaya Publishing House) 3. Rural Marketing Text and Cases: By U C Mathur (Publisher: Excel Books) 4. Rural Marketing: by R V Bedi & M V Bedi (Publisher: Himalaya Publishing House) Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-7 Course : Consumer Behaviour & Marketing Research L:3 Hrs. T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course is designed as an over view of the Consumer Behaviour and its image in Marketing Management. The course will cover the evolution of Consumer Research, Individual determination of Consumer behaviour, Influence and Decision Making of the market king. The objective of this course is to give exposure in practice of the Consumerism in modern marketing and that will allow you to develop your own frame work for understanding the behavior of consumer.Unit I: Consumer Behaviour- An Overview: Introduction, Meaning, Definition, Scope, Relevance of Consumer Behaviour, Development of Consumer Behaviour study, Growth of Consumer Research, Consumer Behaviour and Marketing Management; Consumer Decision Making, Trends in Consumer Behaviour. Unit II: Consumer Modelling: Models of Consumer Behaviour, Haward Sheth Model of Buying Behaviour, The NICOSIA Model, The ENGEL-KOLLAT-BLACKWELL Model, WEBSTAR AND WIND MODEL of Organizational Buying Behaviour. Unit III:Individual Determination of Consumer Behaviour: Consumer Perceptio n, Internal & External Factors, The Perceptual Process, Consumer Imagery and Marketing Implication; Learning- Definition, Elements and Process of Learning, Types of Learning Processes, Classical Conditioning, Consumer Memory, Observational Learning or Modeling, Low Involvement Theory. Unit IV: Consumer Decision Making: Consumer Decision Making- Meaning, Views, Types of Decision Making in buying, Process of Decision Making, Consumer Information Processing, Models of Consumer Decision Making; Types ofHousehold, Household Life Cycle, A Model of Household Decision Making. Unit V: Consumer Research: Consumer Research Paradigms, Consumer Research Process- Developing Research Objectives, Collecting Secondary Data, Designing Primary Research, Data Analysis and Reporting Research Finding, Conducting the Research study. Unit VI: Advertising & Media Research: Importance of Advertising, Need for Advertising Research, Media Research, Copy testing Advertising Research Studies in India, Evaluation of Advertising Research, Ethics in Consumer Research.Text Book 1. Consumer Behaviour In Indian Perspective, Text and Cases: Suja R. Nair, Himalaya Publishing House Reference Books: 1. Consumer Behaviour In Indian Context: P. C. Jain & Monika Bhatt, Sultan Chand, New Delhi 2. Consumer Behaviour: Leon & Kannuk, Prentice- Hall of India LTd, New Delhi. 3. Marketing Research: Beri, McGraw-Hill Education Private Ltd, New Delhi. 4. Consumer Behaviour: Ramanuj Majumdar, PHI Learning Private Ltd, New Delhi 5. Consumer Behaviour: Hoyer Maclnnis Dasgupta, Biztantra- New Delhi.Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-8 Course : Customer Relationship Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The purpose of this course is to make the students understand the organizational need, benefits and process of creating Long-term value for individual customers. It aims to develop an understanding of wha t CRM means to businesses, plus why and the how of putting a CRM Program into action. Unit I :Customer Relationship Management- Basic Concepts: Key Customers, Considerations to Decide the Key Customers, Strategies for Key Customers, Segmentation, Campaign Management, Single Customer View, Cross-Selling and Up-Selling, Multi-channels, Operational and Analytical CRM, Case-Study. Unit II: Planning for CRM: Building Customer Centricity, Setting CRM Objectives, Defining Data Requirements, Planning Desired Outputs, Relevant Issues while planning outputs, Elements in CRM Plan, Relevant Issues in the CRM Plan, Case Study.Unit III: CRM Strategy: Strategic Orientation for CRM, Extending the Concepts of Relationships, Technology Orientation, Strategic Framework for CRM, Planning for Success, Change Management, Case Study. Unit IV: CRM Implementation: Preparing for CRM Implementation, Dimensions and Technology Issues in CRM Implementation, Steps in CRM Implementation, Expected Benefits, Choosin g Right CRM Implementation Approach, CRM Implementation-Best Practices, Case Study. Unit V:Role of IT and eCRM: CRM Strategy and Technology, Steps in Preparing the IT Systems for CRM, Using IT Systems for Better CRM, Issues for Consideration in CRM Tool Selection, Tools for CRM, Basic Concepts for eCRM, Benefits of eCRM, Steps in eCRM, Success Factors in eCRM, Establishing Customer Relationships on the Internet, Case Studies. Unit VI: CRM in Practices: CRM in Manufacturing, CRM in Insurance, CRM in Airlines, CRM in Hotels and CRM in Telecom. Text Book: 1. Customer Relationships Management: Kaushik Mukherjee, Prentice Hall of India. Reference Books: 1.The CRM Handbook: Jill Dyche, Vikas Publishing House. 2. Customer Relationships Management: William, G. Zikmund, Raymund McLeod Jr. and Faye W. Gilbert, Wiley. 3. CRM-Essential Customer Strategies for the 21st Century: Paul Greenberge, Pearson Education. 4. Customer Relationship Management: Mohammed, H. Peeru and a Sagadevan, Vikas Publ ishing House. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-1 Course : Corporate Taxation L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course aims to provide a strong conceptual foundation in corporate taxation & exhaustic analysis on calculations of Income from Business & Profession, VAT, Service Tax, Central Excise Laws, Custom Laws & Filing of Returns. Unit I: Definition of Income & Assessee: Previous year, Assessment year, Gross total income, Total taxable income, Residential status, Agricultural income. Unit II: Income from Business & Profession and Income from capital gains in relation to corporates Unit III: Income exempt from tax & Assessment: Deductions. Set off & Carry forward of losses, TDS, Self-assessment tax, Filing of return.Unit IV: Central Excise Laws &Customs Laws: Basis of chargeability of duties of central excise- goods, Manufacture, Classification and valuation of excisable goods- specific issues and case studies; Nature of customs duty, Types of customs duty, Classification for Customs and rate of duty, Valuation for customs duty, Provisions regarding baggage. Unit V: VAT: concept, Applicability, Procedures involved and implications of the VAT, Introduction to CST. Unit VI: Service Tax: Provisions of law and procedures; Various Services covered under Service Tax. Reference Books: 1.Direct Taxes: Ahuja, G. K. & Gupta, Ravi, Bharat Law House. 2. Indirect Taxes : Datey V. S. , Taxmann Publications, New Delhi 3. Direct Taxes Law & Practice: Bhagwati Prasad, WishwaPrakashan. 4. Income Tax, Bombay: Kanga, J. B. and Palkhivala, N. A. , N. M. Tripathi. 5. Direct Taxes Law and Practice: Singhania V. K. , SinghaniaKapil, Singhania Monica, Taxmann Publications, New Delhi. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-2 Course : Security Analysis & Portfolio Management L:3 Hrs. , T:1 Hrs. P:0 Hrs. , Per we ek Total Credits : 7 Objectives: This course aims to provide knowledge about security analysis & Portfolio Management. It covers various points such as, investments & its various avenues, analysis of capital market, various risk-return model, efficient market theory, & process of portfolio construction. It aims to provide the students of finance stream, the thumb rules of analyzing security market to reduce risk & enhance returns. To accomplish this, the student will be exposed to a series of cases, which demand commitment rom him/her. Unit I: Capital Markets: Overview of money markets, History of Indian capital markets, Capital market scams, Reforms in capital markets, Primary Markets – free pricing, book building, Private placements, Secondary Markets – Organization, membership, and management of stock exchanges, Listing, trading, clearing and settlement mechanism, Listing categories, BSE, NSE, measures to boost liquidity in the secondary market, reforms in secondary markets and its impact, Internet trading.Unit II: Investment scenario & Risk & Return analysis: Investor life cycle and investment goals, Investment options available and their comparison, investment constraints, Definition and Measures of return and risk – historical rates calculation, Expected rates, required rate of return, risk free rate of return, & measurement of risk in portfolio context Unit III:Efficient capital markets Hypothesis & capital Market Theory: Need, EMH – forms, tests and results, Implications of efficient capital markets; Random walk Hypothesis, Indian Markets and Efficiency, Capital Market theory – Background, risk free asset, Markowitz portfolio theory, the market portfolio; capital asset pricing Model, systematic and unsystematic risk, CML, SML; Arbitrage pricing theory – empirical test of APT, Stability of beta. Unit IV:Fundamental and Technical Analysis: Concept, & process of fundamental analysis , Economy analysis, sector anal ysis, company analysis;, Tools and techniques of fundamental analysis, business cycle and industry life cycle analysis. Analysis of growth companies, Concept of technical analysis, Assumptions, advantages and challenges; fundamental Vs. technical analysis, Tools and techniques for analysis; Dow theory, basic types of charts, Price patterns, Trendlines, moving averages and advanced technical tools. Unit V:Equity & Debt portfolio Management strategies, Optimum Portfolio Selection & Revision and Performance measurement: approaches to equity investment, passive & active styles, Equity style management, cross-border strategies, role of fixed income securities in a portfolio, & fixed income portfolio management strategies, Optimum Portfolio Selection & Revision –portfolio diversification, Optimal portfolio selection, portfolio revision& its techniques, transaction cost, portfolio monitoring & rebalancing, issues in portfolio rebalancing * selection & revision of equity portfolios, Performance measurement – Concept, Measures available–Treyner, Sharpe, Jensen, performance attribution analysis and Measuring market timing skills. Unit VI: Mutual funds and AMCs: concept, origin and growth of mutual funds, constitution & management of MFs – Sponsors, Trustees, AMCs, and custodians; Classification of mutual fund schemes, advantages and disadvantages in mutual fund schemes, NAV and pricing of mutual fund units; State of mutual funds in India. Text book 1. Investment Management-Security Analysis & Portfolio Management: by V. K. Bhalla, S. Chand.Reference Books: 1. Investment Analysis and Portfolio Management: by Prasanna Chandra, Tata McGraw Hill Publishers  1/E, 2002 2. Investment Science: David G. Luenberger, Oxford Univeristy Press. 3. Financial Management: R. P. Rustagi, Galgotia Publication House. 4. Investment: William Sharpe (PHI) 5. Security Analysis and Portfolio Management: V. A. Avadhani, Himalaya Publishing House Syllabus of Second Y ear (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-3 Course : International Financial Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course aims to provide a strong conceptual foundation & exhaustic analysis on recent developments in the world monetary & financial system, & changing role of international financial managers in the volatile global forex markets. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her. Unit I: Financial Management in global context: Role of Finance Manager in Global context, objectives of the firms and impact of risk, Constraints to maximization of value of firm, Exchange Rate Regimes, Emergence and Functions of IMF; Exchange Market; Exchange Dealers; RBI and Exchange Market; Exchange Rate System in India; Floating Vs. Fixed Exchange Rates. Unit II:Foreign Exchange Market Components And Activities: Defining Forex markets & the exc hange rates; Exchange Rate Mechanism, Quoting Foreign Exchange Rates- Spot Rate, Forward Rate, Cross rates and Problems from Exchange rate calculations, Forward contract, Hedging, Speculation, Arbitrage, Interest rate Arbitrage, Swaps-characteristics & uses, Indian Forward market. Unit III: Foreign Exchange Risk Exposure its & management: Meaning of exposure, Types, Causes of changes, Translation & Transaction Exposure, Economic & operational exposure- meaning & its impact on exporter & importer , Currency & interest rate risk, Country Risk management. Unit IV: Management of Long & Short term International financing: Concept of Foreign Investment – Direct & Portfolio, Commercial Borrowings, GDRs, ADRs, Euro Issues, ECBs, Syndicated Credit, Short term sources of finance for MNCs, International forfeiting, international leasing, Euro Currency market, Asian Currency Market; Petro – Dollar Market. Unit V:International Capital Budgeting & Capital structure of MNCs: Concept, Basic inputs for project evaluation, Problems associated with multinational capital budgeting, Evaluation of a project using various methods, International Cash management, Cost of Capital & International Financial Environment, theory of optimal capital structure, & the dilemma of finance manager. Unit VI: Multinational Tax Environment: Important types of taxes that MNCs face, tax treaties & tax heavens; Indian Tax environment: Incentives for earnings in Foreign exchange, double taxation relief, transfer pricing. Text Book: 1. International Financial Management: A. K. Seth, Galgotia Publishing Company. Reference Books: 1. International Financial Management: P. G. Apte, Tata Mcgraw–Hill 2. International Finance: Thomas J. O’Brien, Second edition, Oxford University Press. 3. International Financial Management: Sharan , Prentice–Hall 4.Multinational Financial Management: Shapiro ,Prentice–Hall Syllabus of Second Year (Semester III/IV), MBA (Master of Busine ss Administration) Course Code : MBT602-4 Course : Financial Risk Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course aims to provide a strong conceptual foundation about risk management, future & Option markets, Swaps, Insurance etc. It gives an exhaustic analysis on recent developments in the future & option market & how to calculate VAR. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her. Unit I:Introduction to Risk Management: The meaning of risk, How risk is managed, Limitations of Risk Management, Corporate Risk Management, Approaches to Risk Management, The Process of Risk Management, Techniques of Risk Management. Unit II: Mechanics of the Futures Market: Meaning and Definition, Types of futures, Mechanism of the Futures Market, Motives behind using Futures, Stock and Index Futures, Currency Futures, Interest rate Futures, Commodity Futures. Unit III: Options: Concept of Option s, American and European Options, Option pricing models, Exotic Options Unit IV: Financial Swaps: The Concept of Swaps, Interest rate swaps, Currency swaps, Pricing of Swaps. Unit V: Value at Risk: The Concept of VaR, How VaR is calculated, Uses and limitations of VaR. Unit VI:Introduction to Insurance – Life and Non-Life: Meaning and Nature of Insurance, Classification of Insurance, Elements of an Insurance Contract, various types of Life and Non-Life Insurance. Text Book: Options, Futures & Other derivatives: by John C. Hull, Pearson. Reference Books: 1. Financial Management: Theory Concepts & Problems by Dr. R. P. Rustagi,Taxmann. 2. Financial Management: by Rajiv Shrivastava and Anil Mishra, Oxford Publications. 3. Insurance & Risk Management: Dr. P. K. Gupta, Himalaya Publishing House Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-5 Course : Project Planning & Financing And Mergers & Acquisitions L:3 Hrs. , T:1 Hrs . , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course is divided into two parts the first part aims to study all about project management, Idea generation, Evaluation of the project, Loan documentation etc. The second part analyze & gives an in-depth explanation of the concepts, processes, issues & pitfalls involved in M & As & corporate restructuring using a lucid style. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her. Unit I: Introduction to Project Management: (a)Planning: Generation & Screening of project ideas, Market & Demand Analysis, Technical Analysis , Financial estimates & projections (b) Sources of Financing – Term Loan, Venture Capital, Private Equity, Debentures, Shares, etc.. Unit II:Evaluating the Project: Nature and significance, techniques of evaluation –Pay Back Method, Accounting rate of return, Net Present Value and profitability index. Risks attached to the project (A review of project risks identification, allocation, and management). Unit III: Project Report and Lender’s Analysis: Components, Details of the company, its promoters, project, finances required, profitability, etc.. ; Loan Documentation – Appraisal of term loans by Financial Institutions. Basic components of project finance; Financing of small scale industry – Meaning, importance, growth of SSIs, Special financing needs and sources, issues & implications. Unit IV:Mergers & Acquisitions:Forms of Corporate Restructuring, Different forms of M&A, M&A Process, Participants in the M&A Process, Post closing Integration, Due Diligence, Reasons for failure of M&A. Unit V: Methods of Valuation of Firms: Various approaches to Valuation, Role of Valuation, DCF Model, Equity Valuation Model, Firm Valuation Model. Unit VI: Takeover Defenses: Friendly vs. Hostile Takeovers, Takeover defenses, Preventive Anti-takeover measures, Corporate Charter amendments, Golden Parachute, Active Anti -takeover defenses, Regulation of Takeovers in India. Text Books: 1. Project Planning Analysis, Selection, Implementation and Review: Prasanna Chandra, TMH 2. Financial Management – Theory Concepts & Problems: Dr. R. P. Rustagi,Taxmann.Reference Books: 1. Project Management and Control: Narendra Singh, Himalaya Publishing House 2. Financial Management: Rajiv Shrivastava and Anil Mishra, Oxford Publications. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-6 Course : Indian Banking and Financial System L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course analysis & discusses the new challenges & new initiatives of banks & their unique role in the economy. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her.The course includes the fundamentals of Banking, Commercial Banks & their role, NBFC’s, & Management of Asset Liability Managem ent. Unit I: Indian Financial System: Financial Intermediation, Introduction to Indian Banking System, Regulatory Framework, Sources of Funds, Application of Funds. Unit II: Commercial Banks I: Introduction to Bank’s Financial Statements, Analysis of Balance Sheet items, Deposits, Lending Function, Loan Policy, Loan Pricing, Credit Risk and Loan Losses. Unit III: Commercial Banks II: Investment Portfolio of Banks, Non Fund based Services, Plastic Money, SLR requirements, Capital Adequacy requirements, BASEL II Unit 4:Development Financial Institutions: Role of DFIs in the Financial System, Operations of major FIs in India – IFCI, ICICI, IDBI, SIDBI, Regulatory Framework for FIs Unit 5: NBFCs: Definition, Types and Services, Regulatory framework, Capital Adequacy Requirements. Unit 6: Asset Liability Management: ALM, Interest Rate Risk management Liquidity risk Management. Reference Books: 1. Principles of Bank Management: Vasant Desai, Himalaya Publishing house, Delhi 2. Basics of Banking & Finance: Dr. K. M. Bhattacharya, Himalaya Publishing House 3. Banking Theory, Law & Practice: Gorden&Natrajan, Himalaya Publishing House 4. Banking Theory & Practice: Dr. P. K.Shrivastava, Himalaya Publishing house, Delhi Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-7 Course : Financial Services & Merchant Banking L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course covers the various financial services and their role in the economic development along with the concept of Merchant Banking in detail Unit I: Financial Services: Concept, objectives, characteristics, issues, kinds of financial services Unit II: Marketing of Financial Services: Conceptual Framework, Distribution Pricing, Promotion, Attracting & retaining customers. Unit III:Financial Services Market: Concept, Constituents, Growth of financial services in India, problems of finance services sector, Regulatory fr amework. Unit IV: Merchant Banking: Introduction, nature, Role of Merchant Bankers in Economy, Functions of merchant bankers, Code of conduct for merchant bankers. Unit V: Merchant Banking in India: Legal & Regulatory Framework and relevant Provisions, SEBI guidelines for Merchant Bankers, present state of Merchant banking in India. Unit VI: Issue Management: Concept, pre and post issue activities, role of merchant banker in Issue management and Mergers and Acquisitions Text Book: 1. Financial Services: M. Y. Khan, Tata McGraw Hill 2010Reference Books: 1. Financial Services: Gurusamy, Tata McGraw Hill 2010 2. Financial Services: Tripathy, Prentice Hall of India 2009 3. Financial Markets and Institutions: Madura, Thomson, 2009 Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-8 Course : Management Control System L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course aims at students should gain knowled ge, insights and analytical skills related to how a firm’s managers go about designing , implementing and using the planning and control, system to implement the firms strategy. Unit I:Definition and Concept of Management Control, Subsystems of Management control-Strategic Control, operational control and task control, Functions of management accountant and controller, Impact of changing business environment on management accounting and control systems, Requisites for designing and implementing management control systems. Goal congruence – cybernetic paradigm of Grissinger – functions of the controller. Unit II: Responsibility Centers – Types of Responsibility centers – Expense Center, Profit Centers and Investment Centers – Budgetary Control as a tool for Management Control System – Engineered , Discretionary and Committed Costs. Approaches to Budgeting w. r. t. Engineered and Discritionary costs, Benchmarking and total cost manageme nt. Unit III:Transfer Pricing (Market Based and Cost Based): Related numerical problems – return on Investment, Economic Value Added, Capital Budgeting and Ratio Analysis as a tool to Management Performance Measurement. Unit IV: Management control system in service sector vis-a-vis in manufacturing sector. Financial and Non- Financial Performance measures w. r. t. balance score card (Rock Water’s Model) Unit V: MIS- Management Information System & ERP Unit VI: Introduction to Audit Functions as a control tool covering financial audit, internal audit and Cost Audit- management audit – principles and Objectives. Text Book: 1. Management Control System: 10th Edition – Anthony and Govindrajan, Tata McGraw HillReference Books: 1. Practical Auditing: B. N. Tondon 2. Management Control System: Kirby. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-1 Course : Performance Management & Compensation L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course seeks to expose students to fundamental theories and best practices in performance management. It will also try to illustrate the dynamic nature of performance management through the presentation of new ideas and controversial issues. It will enable students to link performance to rewards & compensation. Unit I:Performance Management: Overview, concept, purpose, significance, characteristics, process of Performance Management & Compensation (PMS). Emerging Trends in PMS Unit II: Planning employee performance and development: Basic concepts, Components of Performance & Development Plan (PDP), Benefits of PDP Unit III: Monitoring Performance & Mentoring: Introduction, performance review, conducting review meeting, frequency of review, self-assessment. Concept of Mentoring, benefits, process of mentoring, coaching for performance improvement. Unit IV: Stock taking Performance: Introduction, Purpose of Stocktaking, Different approaches of appraisal, Stock taking potential, Tools for Stocktaking potential Unit V:Appraising for Recognition & reward: Methods of Appraisal, Errors during Appraisal, Appraisal for rewards, Appraisal for successful recognition Unit VI: Reward and Compensation management: Concept and types of compensation, Competitive imperatives, Equity in compensation, Designing compensation, fringe benefits, retirement benefits Text Book: 1. Performance Management: Prem Chadha, Publication –Macmillan Reference Books : 1. Human Resource Management: Snell & Bohlander, Publication – Thomson 2. Compensation: Milkovich & Neman, Publication – McGraw –Hill 3. Human Resource Management: Gary Dessler Publication – Thomson 4. Managing Human Resources: Monappa, Publication – MacmillanSyllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-2 Course : Management Of Change And Organizational Effectiveness L :3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The student will be exposed to various types of organizational change. The course will also enable them to identify the strategies for managing change in different scenarios. The course will also help the students to evaluate the different change strategies implemented in the organization. Unit I: Introduction to Managing Change: Concept of change, types of change, steps to manage change, Role of HR strategies in implementing change, Implementation & impact of change. Unit II:Organizational Structure & Management of Change: Concept, Organizational change, Organizational structure, Structure & strategic change, Systematic approach to implement change, Resistance to change, Force field theory of change, Dominos effect, power politics and ethics, OD Interventions. Unit III: Organizational Culture & the Management of Change: Organizational culture, Martin’s perspective on the study of culture, Hofstede’ s & Schein’s perspective of organizational culture, Strategies for cultural change, Parameters of cultural change, Realigning culture in the organization. Unit IV: HRD & Management of Change: Concept of HRD, Strategic change & HRD, Strategic integration & orders of strategic integration, Development of managers, Process of Staff development, Recruitment & selection & management of change, Performance management & management of change. Unit V:Role of Change Management in Downsizing and Mergers & Acquisitions: Concept of Downsizing, Need & problems related to downsizing and mergers & acquisitions, Handling psychological states of employees in downsizing and mergers & acquisitions, Implications related to them, Strategies to be used in downsizing and mergers & acquisitions to have effective change, Principal determinants, Theories of Intervention to manage downsizing. Unit VI: Evaluating & Promoting Change: Approaches to evaluate & promote change, Evaluation research, The action research spiral, Clarity of purpose & strategies, Gathering data for analysis, Analysis & feedback. Textbook: 1. Managing Change: Adrian Thronhill, Phil Lewis, Mike Millmore, Mark Saunders; Pearson Education Limited Reference Books: 1.Change Management: CSV Murthy; Himalaya Publishing House 2. Essentials of Human Resource Management and Industrial Relation: Dr. P. Subba Rao; Himalaya Publishing House 3. Organisational Behaviour: K Aswathappa Himalaya Publishing House Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-3 Course : Group Behaviour And Transactional Analysis L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: To help students understand how people act, think, and feel in organizational settings and how to form better relationships by achieving human objectives, organizational objectives, and social objectives.The study of Organizational Behavior and Transaction Analysis will facilitate the process of explaining, understanding, predicting, maintaining, and changing employee behavior in an organizational environment. Unit I: Personality and Perception – Determinants of personality, Types of personality, Theories of personality, Perception & O. B. , Managing the perception process, Components of attitudes, formation of attitudes, changing attitude. Unit II: Group Behavior – Groups, reason for people to work in groups, Group Development – Stages, Strategies, Group Behavior Model, Roles in Groups, Roles – Identity, Perception, Expectation, Differentiation. Unit III:Group Behavior Functioning – Theories of Group Behavior Functioning, Influence of group behavior on work assignment, Group Potential, Group Cohesiveness, Groupthink, Group Productivity & Group Performance. Unit IV: Group and Team Dynamics – Nature of teams, types of teams, benefits from teams, types of groups, group development, determinants of group behavior Teams vs. Groups. U nit V: Power & Conflict – Power dynamics, sources of power, power tactics, nature of conflict, types of conflict, Conflict process, levels of conflict, conflict resolution, cases on power & conflict. Unit VI: Transactional Analysis – Ego states and their identification, Types of Transactions, Cases on T A.Introduction & background, Positions of change, Child, parent & adult, Families & children Test Book 1. Organisational Behaviour: K. Aswatthappa, Himalaya Publishing House. Reference Books: 1. The Dynamics of Group Behaviour: Concepts, Principles and Practices, M. Gangadhara Rao and Surya P. Rao (2007), Kanishka Prakshan 2. Organisational Behaviour: Fred Luthans, McGraw- Hill Publishing co. ltd. 3. Organisational Behaviour: Robbins, Prentice hall of India Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-4 Course : Training & Development Practices L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectiv es:This course will enable the students to understand the Function of Training & Development followed in the organizations. It will take a holistic view of this function & will discuss identification, design & evaluation of training programs in detail. The course will also discuss best practices of Training & Development in different organizations. Unit I: Training and Development: Introduction, Nature of training, Significance of training, Scope & Objectives of training, Benefits of training, Philosophy of training. Difference between Training & Development. Unit II: Training Need Analysis – Identification of training needs, Thayer & McGhee Model, Areas of training, Responsibilities for providing training. Unit III:Training Design & Methods of Training & Development – Perspectives for Designing Training, On the Job Training & Off the Job Training, Training Methodology – Case Study, Management Games, Brain Storming, Role Play, In- Basket exercises, Group Discuss ion; Concept & Importance of Management Development Programs (MDP’s), Steps in MDP’s, Methods and Techniques of MDP’s, Prospective pitfalls. Unit IV: Tools for Effective Training – Teaching aids and techniques, Audio-visual aids, Skills of an Effective Trainer: Communication skills, Knowledge, Training styles, Power of Body Language, Developing creativity. Unit V: Evaluation of Training – Feedback from participants, Measurement of training effectiveness, Models of Training evaluation, Evaluation of trainers and facilities for training. Audit of Training – Cost of training. Unit VI: Training in Indian & International Organisation – National Perspective regarding current training and development practices, International Perspective. Case Study. Text Book: 1.Effective Human Resource Training and Development Strategy: Dr. B. Rathan Reddy, Publication –Himalaya Publication House. Reference Books: 1. Personnel Management and Human Re sources: N. C. Jain & Saakshi, Publication – Allied Publisher. 2. Human Resource and Personnel Management: K. Aswathappa, Publication, McGraw- Hill Publishing. 3. Human Resource Management: Tenth Edition, Gary Dessler, Publication- Pearson Education. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-5 Course : Industrial Relations & Labour Legislations L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course will discuss and examine the important areas of Legislation Relating to Welfare, Social Security Measures, Wages and Bonus, Industrial Relations, Trade Unions and Employment Conditions. The Course will also deal with the Current Legislative Proposals as well as the Impact of Labour Laws on Human Resource Management. Unit I: Industrial Relation and Industrial Democracy – Definition and concept of industrial relation, basic facts, scope, aspects & ideologies of Industrial relations, Appro aches to Industrial relations. Collective Bargaining: Definition, importance, types ,prerequisites of effective collective Bargaining & Collective Bargaining in India; Workers Participation: Concept & meaning, Aims & objective, Forms & levels of participation, conditions essential of working of the scheme. Unit II:Grievances & Disputes – Nature, causes, settlement procedure of Grievances, Industrial Disputes, causes, remedial & prevention measures and settlement machinery. Consequences of Industrial disputes on Industry & Society. Significance of Peace & Harmony to Industrial Productivity & progress Unit III: Labour Welfare & Social Security Legislations – Meaning & scope, Labour welfare & welfare officer in Indian Industry, his role, perceptive, limitations, role perception and role performance, New challenges & expectations, Training of welfare officers; Aims of social security measures, methods of providing social security, benefits to workers-social assistance and social insurance, origin and growth of the idea of social security.Workmen’s compensation Act, Employees state Insurance Act 1948, Provident Fund Act 1952 and Payment of Gratuity Act 1972. Unit IV: Normative and Wage Legislations – Factories Act, 1948, Bombay shop & Establishment Act 1948, PULP Act 1971. Minimum wages Act, Payment Of wages Act 1936, Payment of Bonus Act 1965. Unit V: Industrial Relation Legislations – Trade Union Act 1926, Industrial Employment standing order Act 1946, Bombay Industrial Relations Act, Industrial Dispute Act 1947. Unit VI: ILO & Functions of Working of Offices Attached To Labour Ministry – ILO: Constitution, working & impact of ILO on Labour Legislations in India, ILO convention & recommendations.Functions & Working of Offices Attached To Labour Ministry: Directorate –General of Employment & Training; Labour Bureau; Welfare Commissioners; Various committee constitute by the Government of India (Ministry Of Labour). Text Book: 1. Dynamics of Industrial Relations: Mamoria & Mamoria, Publisher: Himalaya Publishing House. Reference Books: 1. Industrial Jurisprudence & Labour Legislation: A. M. Sarma, Publisher: Himalaya Publishing House. 2. Taxmann’s Labour laws: Taxmann Publications Pvt. Ltd. 3. Essentials of Human Resource Management & Industrial Relation: P. SubbhaRao, Publisher: Himalaya Publishing House. 4. Industrial Relations: C. S. VenkataRatnam, Publisher: Oxford University Press. 5.Labour and Industrial laws: P. K. Padhi, Publisher: Eastern Economy Education. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-6 Course : Human Resource Strategies And Systems L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course will enable student to understand the HRD as a field of study & its evolution. It will help the student to understand the role & strategies of HRD in different situations. It will also try to establish relationship between HRD & various skill improvement techniques. It will also enable to understand the role of HRD in Government & Private Enterprises. Unit I:Introduction – Field of Human Resource Development (HRD): A multi-dimensional and new concept, Goals and challenges, Objectives and determinants, Approaches to HRD. Evolution of HRD. Unit II: Comparative Study of Various HR Disciplines: Comparative study of Human Resource Development, Human Resource Management, Human Capital Management and Personnel Management, Unit III: HR System & H. R. D. Culture Design – HR System and Sub systems of HR system , HRD intervention, HRD culture and practices, Subculture, Propagation of culture through HRD. Quality of Work Life. Unit IV: Issues in HRD – Strategy for HRD: Diversity in work force, exit strategy, competitive advantage and relationship management; HRD in Planning for Diversification, Expansion, Mergers, Acquisitions and Takeovers. Unit V:HRD & Skill E nhancement Techniques – Total Quality Management (TQM), Knowledge Management, H. R. Restructuring, Reengineering, Quality Circles. Unit VI: HRD In Different Sectors: – HRD in different organisations, Government Agencies and their role in HRD, Rural development through HRD, HRD in Emerging Sectors: I. T. and I. T. E. S. National Human Resource Development Strategy (NHRDS), Objectives of the initiative, HRD’s role for ROI & its calculation. Text Book: 1. Human Resource Management, Biswajeet Pattanayak, Publisher: Prentice Hall Of India. Reference Books: 1. Human Resource and Personnel Management,K Aswathapha, Publisher: Mc-Graw Hill. . Personnel and Human Resource Management: Text and Cases, P. SubbaRao, Publisher: Himalaya Publishing House. 3. Human Resource Development, Jon M. Werner& Randy L. Desimone, Publisher: South-Western Publication 4. Strategic Human Resource Planning by, Monica Belcourt& Kenneth McBey, Publisher:Thomson Nelson Syllabus of Second Year (S emester III/IV), MBA (Master of Business Administration) Course Code : MBT603-7 Course : Human Resource Planning L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The course will enable student to study forecasting, resourcing, downsizing & restructuring.The students will also understand the importance of succession management. HR planning during Mergers & Acquisitions will be also discussed in details. The current issues in HR Planning faced by organization will be discussed. Unit I: Strategic HR Planning: Need for strategic HRM, Characteristics of effective HRM strategy, Types of strategy, Models of business strategy, Strategic HR Planning model. Unit II: HR Forecasting Process: Meaning & benefits of HR forecasting, Key personnel required, Determining net HR requirements, Steps to conduct trend analysis, Various forecasting techniques, Ascertaining HR supply, Retention management. Unit III:Downsizing & Restructuring: Concept of downsizing & restructuring, Nee d of downsizing, The decision of downsizing, concept of â€Å"survivors† of downsizing, Impact & consequences of downsizing, Effective downsizing and restructuring strategies, Handling psychological and labour issues in downsizing. Unit IV: Succession Management: Concept & importance of succession management, Evolution & Process of succession management, Management developments methods, Role of employee in succession management. Unit V: Mergers & Acquisitions: Concept of merger & acquisition, 360 degree impact of merger & acquisition, Cultural issues in mergers, HR planning for mergers & acquisitions, Changes brought in various HR issues. Unit VI: Current Trends in HR Planning: Development of HR planning, Controlling attrition, Scope & overview. Textbook: 1.Strategic Human Resources Planning: Monica Belcourt, Kenneth J. McBey; Thomson Reference Books: 1. Effective Succession Planning: William J. Rothwell; Amacom 2. Human Resource Planning: John Bramham; Universities Press 3. Human Resource and Personnel Management: K Aswathappa; Tata McGraw-Hill Publishing Company Limited 4. A Textbook of Human Resource Management: C. B. Mamoria & S. V. Gankar; Himalaya Publishing House Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-8 Course : International HRM Scenario & Practices L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:The objective of the course is to help students gain knowledge and skills in dealing with international human resources management. To accomplish this, the student will be exposed to a series of cases, which demand commitment from him/her. The course includes the introduction to IHRM, cultural literacy, business management of global companies, international staffing, comparative HRM in America, Japan, India and UK, Challenges and strategies in IHRM, and International compensation. Unit I: Introduction: to International Resource Management Scope of international HRM, Cultural Literacy and Cultural awareness: essentials, advantages, cultural skills for co-operative advantages. Factors affecting International HRM.Comparative Employment Policy – Concept, significance, the Cultural Approach – Power Distance (PDI), Uncertainty avoidance (UAI), Individuality (INV), Masculinity (MASC), Long-Term Orientation. Unit II: Business Management of Global Companies – Characteristics of domestic and global companies, HRM approaches and strategic planning in global organizations. Roles of International HR Manager, Developing Global Literate Leader. Unit III: International Staffing – Recruitment, selection, hiring, training and development, career planning, succession planning, retention. Expatriation, Inpatriation, Flexpatriation. Cultural and Reality shock, Reverse-Cultural Shock. Unit IV: Work Culture of various economies – The comparative approach to HRM in America, Japan, India and UK.National culture, HRM and other employee related values and practices in these economies. Unit VI: Challenges and strategies in IHRM: Challenges with respect to Demographics, Diversity, Occupational Shifts, Workforce Scarcity, Quality, Economy, Technology, Retention, Mergers, Acquisitions and Lay-offs. IHRM Strategies. Unit V: International Compensation – Principles of International Compensation, Methods and practices of International Compensation, International Compensation and employee satisfaction. Text Book: 1. International Human Resource Management: Monir Tayeb, Oxford University Press. Reference Books: 1. International Human Resource Management: P.Subba Rao, Himalaya Publishing House 2. International Human Resource Management: K. Aswathappa & S. Dash, Tata McGrawHill 3. International Human Resource Management: Tony Edwards & Chris Rees, Pearson Education Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT604-1 Course : Operations Planning and Control L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course intends to introduce the student to operations planning and control which involves all activities in the organisation, which contributes to the effective production of goods and services. It will start with an nderstanding of the operations strategic objectives. It will also give the student insight of translating the corporate goals into their implications for the operation’s performance objectives, quality, speed, dependability, flexibility and cost. Unit I: Introduction – Introduction to Functions of production planning and control, Manufacturing systems, Production procedures, service Operations Unit II: Preplanning: Product development and design, Sales forecasting and estimation, plant layout, capacity planning Unit III: Planning: Production order, Mass production, Batch production, Job-shop production, Batch size determination, Scheduling, Batch production scheduling Unit III:Control: Ele ments of Control, Production control, Shop floor control, Computer assisted control, Inventory control Unit IV Control: Manpower control, Quality control, Cost control, Maintenance control Unit V: Distribution Management: Distribution requirement planning, management and control, Unit VI: Recent trends: Lean manufacturing, Green manufacturing, Flexible manufacturing system, Computer Integrated Manufacturing Systems (CIMS), Advanced Production Inventory Management Systems (APIMS), Text Book 1. Operations Management: Russell & Taylor, Wiley India Reference Books: 1. Elements of Production Planning and Control: Samuel Eilon, Universal Books Corporation 2. Manufacturing Planning and Control Systems: Thomas Vollmann, William Berry, D.Clay Whybrk, Galgotia Publication 3. Production and Operations Management: Everett E. Adam, Jr, Ronald J. Ebert, PHI India 4. Operations Management: by SLACK & LEWIS, Michael Lewis, Nigel Slack Syllabus of Second Year (Semester III/IV), MBA (Master of Busine ss Administration) Course Code: MBT604-2Course: Supply Chain Management L: 3 Hrs. , T: 1 Hr. , Per WeekTotal Credits: 7 Objectives: The objective of the course is to give students a holistic view of Supply Chain Management. To provide an insight into current industry practices in supply chain ma

Events: Event Management Essay

Event in a single word means a â€Å"happening†. There are many in our lives. Many of them personal and many relating to a business. While traveling to work you might see or meet a celebrity. It is an event for you. At work you might get a promotion. It is an event. Your company merges with a multinational corporation. It is an event. On your way back from work you meet your former sweet heart and have coffee with him/her. It is an event. When you return home your spouse informs you that the neighbors’ daughter ran off with your cook. It is an event. What is Management? Management is the ability of an individual or an organized group to achieve the result desired by the individual/group within the ambit of constraints imposed by the internal and external environment. A working couple desire to own a house and a motorcar from their earnings. The internal environment is, what is their disposable income, what are their current savings, how much more can they save, what is the area of house they desire and which type of car. Can they adjust to the new situation of spending less without any internal disputes between them? Can they take on the added responsibilities of paying EMI’s for both the new assets? And many more questions & issues. The external environment is the presumption of no increase in taxes, stability of employment, availability of loans for both assets at reasonable rates of interest, cost of both the assets as envisaged and other related issues. If both match substantially you have â€Å"managed† your personal objectives. However, if you find that the internal environment result in a mismatch of cash flow you may drop the idea of buying a car initially or you may decide to buy a smaller house or may decide to shift your residence to distant suburbs or may decide to postpone your decision of purchase to another period till the internal environment is more conducive. You have once again been â€Å"managed† by a change / alteration in personal objectives. In business the situation is the same. You want to start your own business in events. Your internal environment is. Your ability to bring in capital. Your ability to raise loans. Your connections with the industry, your leadership, marketing, financial abilities, your vision, your objectives, your objectives, your place to do the business, your staffing capabilities , your ability to take risks and other related issues. The external environment will be: Competition in the industry, Stability of the macro economic factors, the spend on the event business/industry, availability of competent Staff at the right costs, availability of the right office, godown, workshop space to suit your budget, the willingness of contacts to network for your cause, availability of finance at right rates, legal aspects of event business and other related issues. If both your internal and external environment suits your situation you are in the â€Å"event business â€Å"or for that matter any business. If the law bans â€Å"entertainment events† you may change your objectives and do only corporate/religious events. IF workshop space far exceeds your budget cost you may outsource parts of production to production – house; you have â€Å"managed†. Event Management â€Å"Event Management means and includes strategically and competently managing an organized â€Å"happening† so that the goals/objectives/purpose of holding that event are substantially achieved by allocation of resources on hand so maximum advantage both economic and strategic is achieved. An event is generally planned well in advance in a logical and coordinated manner as there are no retakes in an event. In many cases â€Å"Event Management† is synonymous with â€Å"Disaster Management†. In an event disaster is waiting to happen. A planned well coordinated event averts or at best mitigates a disaster. Event Management essentially is part of a marketing exercise. We are aware that Marketing is categorized into Indirect Marketing and Direct Marketing. Indirect Marketing is essentially advertising and publicity. The message is addressed to the world at large which includes that segment of the market which is prospects and probable converts to the brand/product/service advertised and/or publicized. The reach of advertising/publicity is substantial and a variety of mediums are used to solicit custom of the world at large. It has proved substantially effective which is evidenced by huge spends on advertising more specifically by corporate and business. As opposed to that, Direct Marketing is addressed to a specific audience or a target segment, be it in the form of Direct Mailers, Tele Marketing, P.R. Meets, Salesmanship, Emails and Events. In case of Direct Marketing the focus is clear and the audience/target is specific. Event Management as Part of Direct Marketing: Designing and producing an event – whether it be a meeting, corporate event, fund-raising gala, conference, convention, incentive or other special event such as a wedding has been compared to directing a movie but is actually more like a live stage production. It is done in one take and there no dress rehearsals. An event is the reflection of the corporate entity. It is part of the direct marketing the corporate has programmed. It gives direct access to the target market which it needs to address, be it a sales conference, a fund raiser, a religious sammellan, a road show or any other event. An event gives the corporate a focus on the right audience and keeps in making the audience aware of the policies, programs, the marketing of ideas to this target group. There is a direct exchange of information between the corporate and its target audience. It creates a bond between the management and the audience for whom the event has been organized. An event is that aspect of Direct Marketing where the communication it proposes to convey is not dissipated nor it is to the world at large. It is narrowed to that segment or group with whom the corporate/management needs to identify with. Events are big business the world over and there are professional firms who organize the set up of such events. Events actually flow from the marketing or the corporate team in any large organization. It is these teams that decide whether an event will help in furtherance of the marketing plan and how and to whom the event needs to be addressed. Once the holding of an event is decided upon, the major part of organizing of an event is looked into. This will include the theme, the place and the logistics. And of course the budget. In India the event industry is in a nascent stage. The industry is disorganized and every individual who organizes a birthday party classifies himself as an event manager. There are very few firms in the country who organize and set up events as professionals with a proper vision, infrastructure, systems and personnel. Correct figures are not available but it is estimated that corporate spends are around Five Thousand Million rupees in the organization of events annually and with globalization and influx of multinationals; the industry is expected to grow at a phenomenal 50% per year. The first series of questions the corporate management/marketing team needs to ask are: 1. Should I hold an event? 2. Which target group needs to be addressed at the event? 3. What are the funds required to stage an event? 4. Can the company afford to set aside part of the marketing budget for organizing an event? 5. Is the purpose of the event important to justify the outlay? 6. What would be the benefits accruing to me both financially as well as strategically? The same questions, in a different format, are applicable to non–corporate events. Take â€Å"Weddings† for example. Wedding is a social/personal event. To put it in the humorous text â€Å"it is a public display of a private intention†. It has a target audience of friends, relatives and business associates. It has a theme, strategy and budgetary constraints. It is a happening of a lifetime, which should be remembered not only by the bridal couple and their immediate families but also by all the invitees. Many times it is more complex in execution as compared to corporate events. It is estimated by India Today in one of its 2007 – 2008 issues, the Indian Wedding Industry to be worth about Rs 50,000 cores. This includes everything. From jewelry, to clothes, to food and beverage, venues, ceremonies of various events connect with the wedding.

Animal Oxygen Consumption Lab Report Example | Topics and Well Written Essays - 2000 words

Animal Oxygen Consumption - Lab Report Example After series of tests and manipulation, the investigator found out that, oxygen consumption of the group's subject which is the "Tilapia" increases, as incubation period increases; however, the former was found to have no direct relationship with its body weight. The result was contrasting to the experience of other groups which were assigned to investigate "crayfishes". Direct or linear relationship among crayfishes' oxygen consumption, incubation time and body weight were not as well established. All living cells need energy from exterior sources to act upon their many important tasks such as biosynthesis, transportation of molecules across membranes, movement, and reproduction. Green plants for example, acquire vast amount of energy from sunlight through photosynthesis. Chloroplasts surrounding the cell matrix convert solar energy into chemical energy. Moreover, most animals ingest food (usually plants and other animals) to acquire chemical energy that are stored in the food at the same time generate ATP through a process called cellular respiration. Cellular respiration in the same manner requires oxygen as a reactant. Thus, as an outcome of cellular respiration and cellular activity, animals are able to produce and release heat. This is one of the many unique characteristics of organisms and they as well vary in the rate of heat production as part of their metabolism.The overall process of cellular respiration can be summarized as: C6H12O6 + 6 O2 6 CO2 + 6 H2O + ATP + heat (Foodstuff) (respiration) (heat) (work) Oxygen consumption was measured by estimating the energy metabolism, since the rate of oxygen consumption as well as energy utilization is generally directly related. In this exercise, the oxygen consumption of Tilapia was determined by using LaMotte Dissolved Oxygen kit in small volumes of water. This technique is titration-based on the oxidizing characteristics of dissolved oxygen (DO). Manganese solution is also added to the tested water samples followed by a strong alkali. Later, the solution was titrated through a standard solution, followed by addition of an indicator. Objectives The laboratory activity intended to achieve the following aims: 1. To demonstrate relationship in animals' body weight, oxygen consumption per body weight with respect to the incubation periods. 2. To perform accurately the procedures in the use of LaMotte Dissolved Oxygen kit, titrations and balance. 3. To compare the oxygen consumption of nektonic and benthic organisms. Hypothesis There is no direct relationship among oxygen consumption, incubation time and body weight for both animals (tilapia and crayfish). Methods/Procedures 1. Students are assigned into groups. Each group will be assigned and organism to work with depending on availability. 2. Fill 4 jars with the aquarium water. Using a net, select 3 animals of which your group is assigned to and gently transfer them one to each of the mason jars. The animals may vary in size. In addition, in the case of Tilapia, choose smaller ones so they have room to move about in the jar. *Collect water for your negative control first, since

International Management Ethics and Values Essay - 2

International Management Ethics and Values - Essay Example The company has a big supply chain globally which runs networks for the company. This comprises the 120 plant facilities, about 300 centers for distribution and over 600 foreign manufacturers (Johnson and Johnson, 2012, p. 3). The company is managed in three major business divisions which include: medical devises and diagnostics, consumer and pharmaceutical segments. The following report will provide the company’s corporate ethical programs and how they have been used to achieve the objectives of the company. 1.2. Sources of information 1.2.1. My Own Experience of the Organization My own experience with the company especially through my curiosity to secure an attachment with the company has given me so much light in terms of what the company does. I have interacted with the company through various blogs, their websites and other employees who work with the company. The company’s has established various alliances and partnerships which play a vital role in delivery of it s services and sustaining its performance. Their efforts are put into enhancing world health, enhancing access to HIV/AIDS medications and that the organization is linked with various governments globally towards different foundations in dealing with some of the life threatening diseases such as the tropical illness which have been neglected (Charles, 2000:p. 89). There are other global non-governmental organizations which have teamed up with the company in support of the major United Nations Millennium Development Goals with an aim of improving the lives of children and women. 1.2.2. Other Sources that Have Been Used In Preparing The Report Other sources that have been used in preparing this report include the company’s websites as well as the global initiative and sustainability report of 2011. These sources give fine details of the various ways Johnson and Johnson has strived to achieve its objectives, the various successes by the company and the recognition the company ha s achieved in its efforts of ensuring universal health for the minority and disadvantaged groups. Moreover, the report draws a lot of reference from various media reports and news over various channels in regard to the efforts being made by the company globally. In addition, the world health organization has numerous accreditations on the company which shades light on the company’s activities (Feltus & Petit, 2009, p. 3). 1.3. Standard to use in evaluating ethics program 1.3.1. Details of Standard In evaluating the extent to which the company has met established ethical standards in their programs:various standards are used. The company’s ability to commit to the principles of corporate governance and other external commitments are assessed and compared to other companies such as Johnson Controls (Michael & Judy, 1997:p. 57). The management dimension or approach, sustainability and principle issues are then assessed to determine the degree to which an organization meet s the different quality and safety of the products as well as the product’s general contribution to the public in terms of economic return and social performance. The processes and the strategies used by the company in dealing with various ethical issues relating to the work place are also analyzed to provide a clear overview of the company’s impact on the internal and external environments. Johnson and Johnson has a special program, which it utilizes in ensuring that

Life-Changing Experience Essay Example | Topics and Well Written Essays - 750 words

Life-Changing Experience - Essay Example Consequently, the event was of extreme significance to my life as it offered a platform for a sound future (Ariely 34). Having grown up in China, I did not envision completing my advanced studies overseas. In my home country, a citizen’s freedoms were virtually controlled by the state. Therefore, my sole duty was to be of service to the state. Although the constitution guaranteed human rights on paper, its implementation in the rule of law was poor. The set freedoms and regulations offered little protection in the actual practice of the rule of law. For instance, property rights were not effectively protected, and the poor would end up being treated in a discriminatory manner, as opposed to the wealthy in the society. In addition, the internet was closely monitored by government agencies. This was in an effort to control public criticism of the Communist Party. Therefore, the internet was not easily available or accessible. The fear of being impeached by government officials p revented me from interacting with the rest of the world through the internet. I was afraid of being found in violation of the set regulations. Consequently, I never had ambitions for overseas studies. My mind was focused on how I would be of service to my country. Moreover, I did not even have the courage to explore foreign tertiary study opportunities. The fear of being an obstacle to social stability prevented me from pursuing this overseas exploration. In addition, my country offered various acknowledged world class institutions for advanced studies. Therefore, I harbored no intentions of leaving my country for overseas tertiary studies. However, during my high school education process, I discovered the numerous opportunities that overseas education had to offer. This was owed to my interactions with other students with foreign education experiences. In addition, my fear of the federal governments prying eye on the internet had also diminished. Consequently, I started exploring o verseas education opportunities. First, I had to decide on the course I wanted to pursue. Consequently, I decided to pursue a degree in jewelry appreciation. This had been my dream course since my childhood life. As a toddler, my mother informed me that I was always attracted to anything that glittered. Consequently, this attraction had gradually developed into a passion. Eventually, I became obsessed with jewelry and worked hard to acquire different sets of jewelry. Coming from a culturally diverse background was crucial to my endeavors with regard to jewelry appreciation. In addition, my country also offered a variety of jewelry works of art that were essential to the development of my passion for jewelry. For instance, my community was extremely religious. These religions differed from Buddhism to Taoism. However, both dialects employed various forms of jewelry and works of art in their forms of worship. Consequently, this provided a platform for interaction with various forms of this art and jewelry. This, in return, further fuelled my passion for jewelry appreciation. However, I discovered that there was a need for increased appreciation for jewelry as a work of art. In most cases, this field was usually treated with disrespect. Consequently, jewelry appreciation was not accorded the respect it deserved. For instance, the art in jewelry was not noticed or praised as opposed to other forms of art. Many people tend to appreciate jewelry based on the price as opposed to the work of art employed in the designing process of the jewelry. Therefore, appreciation of jewelry had only been reduced to the price tag attached to it, its size and few other tangible attributes. Consequently, based on my passion for jewelry appraisal, I felt the urge to promote a system that appraises jewelry

Management of External Resources Essay Example | Topics and Well Written Essays - 2000 words

Management of External Resources - Essay Example tcomes of the poor relationship management with the subcontractors. The outcome of such poor relationships and communication with the suppliers and subcontractors is that they start looking to take advantage for their business rather than for the project they have been chosen to work on, so in order to ensure that the suppliers and subcontractors are working for the benefit of the company or project the relationship and communication should be emphasized more. The relationships with the suppliers and subcontractors can be improved by working jointly for one goal, it is the managements job to ensure that the supplier or subcontractor is working for maintaining a long term relationship with the company or is very much devoted to the project that is undergoing, the changing attitude of the supplier is a hint that he wants to either end the relationship or is willing to get some more benefits from the company, in such circumstances it is the job of the management to ask the supplier about the problems they are facing, a very good idea about maintaining a very good relationship with the suppliers that is commonly seen in the successful companies is that the managers of those companies know every thing about the suppliers, they know their backgrounds, their history of working and even the names of their children, this is a very good technique to maintain healthy relationships with the supplier, as the supplier would now pay attention to the particular company and would take interest in its operations as they would see that the company is also taking interest in their personal life. In modern times it is so commonly found that the companies are paying bonuses to the suppliers and else they are providing them with complimentary gifts such as air tickets for spending the holidays outside the country and also many other rewards are given to them to ensure that they all are working for the benefit of the company, one can say that it is not a relationship of love but it is a relationship of need, both of them are dependent on each other. It is also seen that there are many companies that are having problems in making payments to the suppliers, they usually cause a lot of bad debts in the suppliers or subcontractors accounts, as a result supplier either stops supplying the raw material or subcontractor stops working on the project or the supplier brings in the name of the company in bad customers list. To avoid this happening the company has few choices, again it is the management's job to clear all the billings of the supplier and secondly if the company has

Management Essay Example | Topics and Well Written Essays - 250 words - 27

Management - Essay Example This is a motivational approach with significant gain on its overall governance performance. On the side of service delivery, such a conducive working environment has significantly boosted the spirit of the staff to deliver quality services. According to the customer feedback data, it can be seen that efficiency and reliability characterize the company in as far as its interaction and relationship with customers is concerned. In regard to past the past accident that involved the company’s train in 2005, there has been significant change approaches to address any possibility of a similar scenario (Schaeffer 36). This has been incorporate to organization culture that emphasizes human welfare above profit maximization motive. Communication among departments is considered critical in co-ordination of various activities to ensure consistency in service delivery. This boosts the overall interpersonal relations within the workforce hence improved productivity. The company has a strong customer care services and this promotes its image and public relations. This is critical management principle that emphasizes use of communication to facilitate efficiency in the organization

Book Review about US History up to 1877 Essay Example | Topics and Well Written Essays - 750 words

Book Review about US History up to 1877 - Essay Example Whereas shorter and supplementary centered, "The Awakening" stays put an excellent review of a crucial era of historic political establishments such as setting up of American nationality and governance structures. An Overview of the then American society Dangerfield indicates the enlargement of both economic chauvinism and egalitarian nationalism and how these contradictory forces destabilized any hopes for an epoch of excellent feelings in the country’s politics. In case an individual is interested in understanding the significant political stage between the conclusions of the War of 1812 in addition to the Jacksonian time, this is an exceptional overview and, unsurpassed of all, is a simple read. The aim of this paper is to provide an evaluation of the history of the United States up to 1877. The evaluation of these crucial historical moments will be accomplished through the review of the book ‘The awakening of American nationalism, 1815-1828’ that was written b y Dangerfield, George (Livermore 595). Democracy and nationhood The book titled ‘The awakening of American nationalism, 1815-1828,’ perfectly covers the historic events that were crucial in the evolution of the United States during that particular period. ... The reader is treated to a simplistic evaluation of matters revolving the United States in the early 1800s, which then was a young nation nascent democratic structure. Livermore (596) believes a fortuitous and new retelling of the narrative of the surfacing of American nationalism is presented. By any approach the years subsequent to the tranquility of Ghent, an epoch inaugurated by what has been supposedly referred to as â€Å"the era of good feelings," must be measured an instance of outstanding growth and expansion in the United States. Above all, it may be well thought-out a point in time of the fruition and maturing of American nationalism. It is the extraordinary good quality of Dangerfield's sparkling synthesis of the stage that he manages to maintain the focus on this innermost theme-the challenge among the economic nationalism talked about by Henry Clay along with John Quincy Adams and the autonomous nationalism illustrated by the enthusiasts of Andrew Jackson. That he does so without disregarding America's position in global affairs and chiefly the mounting economic contention with Britain, nor devoid of diminishing the parts participated by the foremost actors on the countrywide stage, attests the impartial judgment as well as sense of amounts that are obvious throughout the book. In fact, it is the disagreement of the American trade and industrial nationalism in the midst of the Liberal Toryism of Lord Liverpool as well as William Huskisson that this manuscript delineates with outstanding brightness and depth. Dangerfield, a great craftsman, competently weaves numerous and different yarns into one wonderful tapestry. By digging deep into the roles of several individuals who were the key players in the history of America

What is the function of the theory of games within the academic Essay

What is the function of the theory of games within the academic literature Discuss - Essay Example In these natures of games, intellectual personnel's intermingle with each other in an endeavor to accomplish their objective. Later than this economists developed interest in non-unvarying sum playoffs and this brought Nash Equilibrium into subsistence by John Nash in 1950. This contribution was awarded a Nobel Prize in 1994. This hypothesis can be advantageous to economic, political and business circumstances and gradually it is been used in numerous line of work. Nash equilibrium is that game theory where no player has an encouragement to alteration of his or her stratagem whilst the game is iterated, but on one clause that no other player modifies his or her line of attack either. One or more Nash equilibrium is conventional for games. For example: There is an alternative to choose between x and y for the two players 1 and 2. Then it is apparent that if the player 1 chooses x then the other player also has to choose x. correspondingly this stipulation is applied in case for choosing y. This game repetitively, again and again permits the player to structure prospect about the others preference and will tag along. With the help of game theory it is uncomplicated to discover the most excellent and most advantageous elucidation in the intermediate of the argument. Oligopolistic markets have interdependence owing to which these variances take place. Game theory gives us the picture about fundamental commencement for the various fields. It accomplishes a language to correspond mutually supporting linking firms, administrators, personnel, administrations, further countries and the like. This moreover is of assistance to assess the commonsensical uniformity of profitable domino effect concerning to mutually dependent. As a result it involves the economic representation such as trustworthiness resulting from the subordinate game by faultless Nash equilibrium methodology, which is made known to reallocate feedback purpose. It assists to recognize the most favorable line of attack for commerce and administrations, which were observed at some point in the Cold War. Therefore it is a helpful source for t he managers in occurrence of the argument or any improbability. Hierarchy The complete game theory is alienated into subsequent three uninterrupted hierarchy: Distinctiveness to capitalize on profits Economic judiciousness implementing the contentious hypothesis which, selfish people are there and work for own reimbursement. Organizations accomplishment might have an effect on one another; mutual supporting. For instance, the way it ensues in Oligopolistic antagonism, one organizations promotion may have an effect on alternative organizations revenue. In these individuals, firms, etc. are the main players, which perform like decision creator. Then the stratagems are obtainable, through which the organization can acquire achievement and whichever energetic or up to standard line of attack by the player. There are the payoffs acknowledged by the players subsequent to the dealings are been embarked on. Its tenure for revenue and thus be part of the cause a language for the game theory. This will help us to know how

Rosencrantz and Guildenstern Essay Example for Free

Rosencrantz and Guildenstern Essay Gertrude becomes shocked at what Hamlet has just done Oh me, what hast thou done? here she stands in shock. Gertrude cannot really believe that her own son has committed a ruthless murder. This can be interpreted by Gertrude holding her head in her hands and not wanting to look at Hamlet or the dead body of Polonius. Hamlet tells Gertrude what Claudius has done A bloody deed? Almost as bad, good mother, as kill a king and marry with his brother, she does not want to believe Hamlet as she says, As kill a king? Hamlet on the other hand looks at Polonius as a wretched, rash, intruding fool he pities Polonius. This is because he has always tried to get to the top by methods that have not always proved successful or helpful by indirections find directions out. Now Hamlet turns on Gertrude, he forces her down again and accuses her of having no sense of feeling If damni d custom have not brazed it so, that it be proof and bulwark against sense. He also accuses her of not knowing the meaning of marriage vows makes marriage vows as false as dicers oaths. He then compares the two husbands. He does this to show to Gertrude what she had and what she has now so she sees what a big mistake she made by marring Claudius and not seeing his true self. Hamlet regards his father as one of the Gods Hyperions curls, the front of Jove himself, an eye like Mars, to threaten and command; a station like the herald Mercury he also says where every god did seem to set his seal. Followed by him talking about Claudius like a mildewed ear. Like in many publications Hamlet will have the picture of King Hamlet around his neck in a locket and Gertrude will have the picture of Claudius around her neck in a similar fashion. Afterwards he begins to insult Gertrude about her inability to be in command of her sexual desires. Many people believe that Hamlet is so malevolent towards Ophelia because Hamlet sees Gertrude having no control over her life so he thinks that all women are like that and cannot make up their minds. Another reason is that he subconsciously loves his mother and cannot commit in another relationship. At this point Gertrude realises what she has done Thou turnst my eyes into my very soul, and there I see such black and grainid spots as will not leave their tinct. However she does not want to hear any more and repeatedly tells him to stop Oh speak to me no more. These words like daggers enter my ears . daggers is a reoccurring theme as in Act 3 Scene 3 he says I will speak daggers to her but use none. So in actual fact he achieved his goal. When the ghost appears Hamlet goes quiet and speaks peacefully. He does this as he looks up to and respects his father also he is still quite scared of him even though it is his father it is still a ghost. Additionally Hamlet is worried what it might do to him because Hamlet has been offensive toward his mother, which was not part of the plan. The ghost is dressed in armour, as he was when he was living. The ghost reminds Hamlet of his purpose and tells him to comfort Gertrude This visitation is but to whet thy almost blunted purpose. But look, amazement on thy mother sits. Oh step between her and her fighting soul the ghost says this quietly, almost whispering. This statement shows that even though Gertrude married so soon after his death, King Hamlet still cares for her. Immediately after Hamlet comforts her and asks how she is doing, his tone of voice changes completely as if something just wash over him. Very confused by what just happened she asks Hamlet Wheron do you look? this could imply that Gertrude does not care as much for King Hamlet as Hamlet as she cannot see King Hamlet. It could also mean that King Hamlet would rather not appear before of Gertrude, as he still loves her and would not want to startle or upset her. Hamlet eventually convinces Gertrude that in reality he is not mad and asks for her forgiveness. He does this as he feels, on reflection of what the ghost said, that he was very harsh to Gertrude, also he upset her and is afraid of the ghost. Hamlet subsequently requests Gertrude not to sleep with Claudius and tell him about the conversation and his antic disposition. He threatens Gertrude and becomes quite aggressive again but not as much, Gertrude again becomes a little scared of Hamlet. Gertrude subsequently reassured Hamlet that she would not say anything I have no life to breathe what though hast said to me. Hamlet reveals his plot to kill Rosencrantz and Guildenstern. He tells her this as he feels that she is on his side and he would like to remain as honest and loyal as possible to her. At this point Gertrude has been through so much she does not really take this in and so does not make much of a reaction. The scene ends with Hamlet dragging Polonius body out of the room leaving Gertrude in a solitary moment. The lights dim all is quiet and all that is heard is the rain and the scene will end with a flash of lightning and a clap of thunder. This scene prepares us for what is to come as it gives us an insight into what Hamlet is capable of. Additionally this is the first time a murder has taken place besides King Hamlets murder. This scene contains so many emotions that it is practically a play itself. I believe that the Branagh production worked the best as there was much more emphasis on the important parts of the scene although there was too much violence when killing Polonius. Also Gertrude does more to get away from Hamlet in this film than the others do as she turns away much more when he talks to her about Claudius and her failure to control her sexual feelings. His production also had more emotion to it and showed what was happening much more clearly. This play has proved so popular through the ages as it contains something for everyone, as it ranges from romance to murder. Furthermore everyone can relate to it as it has many components of real life situated within the play, this made it, and made it stay so popular. There is also much more room to interpret the script so every time you see Hamlet performed by a different company you can be assured that you will get a new play each time.

Issues facing the functions of Operations Management

Issues facing the functions of Operations Management Operations management is the business function Responsible for Planning, Coordinating and controlling the resources needed to produce a companys goods and services. It involves managing human capital, machineries , technologies , information and many other resources. Operations management is the central core function of every company . even though the company is big or small, provides physical goods or services ,every company has an operating function , the role of operations management function is to transform companys raw inputs in to the finished outputs such as products or services. Inputs include human capitals, technology, Materials and Processes such as building and equipments. Outputs are goods and services which the company produces. Operations management is responsible for combining and coordinating all the available resources required to produce a proposed product or services. This include designing, the product, deciding the whole required resources , scheduling, inventor y management , quality control and job design, The Transformation Process Diagram History of Operations Management Operations management did not emerge as a formal field of study until the late of 1950s and early 1960s, It was Scholar , who recognize that all productions system face a set of problems and to stress the system approach to viewing operations process. In 1700s , the industrial revolution had a significant impact on the way gods are produced today. Prior to this movement products were made by hand by skilled people at their shops or their homes. Each product was unique . but industrial revolutions changed all that invention of machines helped to replace human power to machine power . in 1900s scientific management were introduced .it is an approach to management that focused in improving out puts restructuring jobs and selecting acceptable levels of worker out put. Scientific management brought the concepts of analysis and measurement of the technical aspects of work design. In 1980s operations management saw a huge developments Just in time concept were designed by Japanese to achieve high volume production using minimum level of inventory . this is achieved through coordination of flow of materials so that the right parts arrives at the right place at right time in the right quantity. As the customers demand in higher quality products and service , companies were forced to focus on quality in order to remain competent. Total Quality Management is a philosophy developed by quality gurus such as W Edwards Deming , that aggressively seeks to improve product quality by eliminating defects and making quality an all- encompassing organizational philosophy . with TQM every one in the company is responsible for the quality . Supply Chain Management system has been introduced in the same period to manage the flow of material and information from suppliers and buyers of raw materials al the way to the final customer. The objective is to reduce cost and improve q uality and service delivery by every one in the chain .Supply chain management became famous with the development of information technology and E commerce . electronic Commerce can occur between business known as Business to Business(B2B) , between business and customer ( B2C) and Customer to Customer(C2C) which makes up highest percentage of transaction in between business and customers . Today operational management environment is very different from what it was just few years ago. Customers demands better quality, greater speed and low cost. In order to succeed , companies have to be master s of the basics of operations management. Advanced information technology tools and software are being used to identify the resources needed to coordinate all activities involved in producing and delivering products to customer s. to gain advantage over their competitor companies are continuesly looking for ways to better respond to customers . it needs companies a deep knowledge about their customers and to meet their demands . The development of Customer Relationship Management has made it possible for the companies to understand the customers needs . Another characteristics of todays Operation management Environment is the increased use of Cross Functional Decision Making that requires coordinated interaction and decision making between the different business functions of the organizations. Employees from each function must interact and coordinate their decisions. this requires employees to understand the roles of other business functions and the goals of the business as a whole , in addition to their own expertise Service Vs Manufacturing Operations Operations can be divided in to two main categories, service operations and manufacturing operations. Manufacturing operations producing physical and tangible goods which can be stored in to the ware house before they are required, but in service operations products are intangible products that cannot be produced ahead of time. In manufacturing operations firm customers doesnt have direct contact with the operations . customers contact will be redirected through dealers , distributors and customer care centers . for example a customer is buying a computer in a super market never comes in to contact with the manufacturing company. But in service organization the customer will be typically present during the creation of the service. Car service centers, Hospitals , fast food centers are some examples of service operations. There are some manufacturing organizations provides service as part of their offering , and some service operations organizations produces physical goods that they deliver to the customer during service delivery. A barber shop may sell their own hair care products to their customers Operations management Decisions Operations management decision can be divided in to three levels . that is Strategic , Tactical and Operational Strategic Decision Making: this decision are long term decision which set directions for the entire company . they faces questions such as what will be the vision of the organizations what market the company should concentrate ,how the company should compete win the field etc. these levels of decision are made by companys topple level executives only Tactical Decision Making: short term decisions focus on particular departments are being taken in tactical decision making level. this is the level which makes decision of how ,and why questions , such as how many products should be manufactured and which technology has to be used , and how will be the quality of the product etc. Operational Decision Making: This level of decisions mainly used for day to day issues. Such as work scheduling, replacement, maintenance etc. Decision making Levels Hierarchy OPERATIONAL Role of an operations manager Operations managers are responsible for managing activities which will be a part of the production of goods and services. Their responsibilities can be divide in to two categories , Direct and Indirect Responsibilities, Direct Contains managing both the operations process, embracing design, planning, control, performance improvement, and operations strategy. Their indirect responsibilities are interacting with those managers in other functional areas within the company they have direct or indirect responsibilities on operations. Such areas include marketing, finance, accounting, personnel and engineering. Operations managers responsibilities are : Human resource management the people working in an organization to create a good or service or provide support to those who do. Man Power and Human Resource Management are a key resource of all organizations. Asset management A Companys buildings, Machinery, material and Inventory are directly connecting with the operations functions. Cost management most of the costs including fixed and variable cost of producing goods or services are directly related to the costs of acquiring resources, moving them or delivering them to the end user . For many organizations in the private sector, cost cut through efficient operations management gives them a critical competitive edge. Even organizations in the non-profit sector, the ability to manage costs is no less important. Decision making is an important responsibility of all operations managers. Decisions should be made in: Designing the operations function Analyzing the operations function Improving the operations function Controlling an Operating The five main kinds of decision in each of these relate to: The processes, which is used to produce products or services The quality of Products or services The quantity of Products or services The inventory , which is used to produce or supporting the production of goods or services Human resource management, including recruiting, scheduling, Performance Appraisal etc. A Case Study Maharaja Electricals PVT Ltd Maharaja Electricals Pvt Ltd is an ISO 9001 company based on Chennai, Tamil Nadu, India . Since its establishment with a single plant at Chennai before 15 years they remained the major suppliers of Mixers in South India. They collect completed spares from local manufacturers with strict quality checking and assemble them in their assembling units. They have experienced engineers and technicians in both electrical and mechanical disciplines. The company now has 20% of the South Indian mixer market. The major attraction to Maharaja Mixers is the low prices since all components are indigenously developed but still with quality assurance. Most of the middle class families always prefer Maharaja just because of their easily affordable costs. Now to cop up with the increased customer requirements from neighboring states, especially from Kerala, the company is planning to install a new plant in Palaghat, the border area between Tamil Nadu and Kerala. They are planning for an assembly lne with a conveyor belt to minimize the total time required for assembling. They prefer a U-shaped assembly line which may reduce the total installation space. Also workers at different workstations can be close so that one can help others or even handle others work when one is absent from the seat. The conveyor stops for a specific interval of time so that each work station can complete its work within that time slice. This is the time for which the basic structure of the product is available to a workstation; called Cycle Time. The main problem here is to identify the various steps involved in total assembly of a mixer. Then the cycle time for the conveyor is to be calculated. Determining the minimum number of workstations and calculating t he efficiency of the line is also a concern. The company procures the following spares from local suppliers with strict quality control in bulk. Electrical motor assembly Plastic base to fix the assembly Rubber bushes to be fixed at the bottom of the base Electrical lead to the power supply Plastic cover for the motor assembly On/off switch on plastic cover Speed regulator Plastic circular rotator Jar attachments Cardboard packing box Screws of various sizes With their ample experience in assembling the company has identified time requirements for each fixations and a linear order for assembling process. That is tabulated as follows. Process Map Theoretical Approach of the Problem, Pareto chart, Pareto Theory A Pareto chart is a bar graph. The lengths of the bars represent frequency or cost (time or money), and are arranged with longest bars on the left and the shortest to the right. In this way the chart visually depicts which situations are more significant. In the following Pareto diagram compares the available time, performance time and idle time comparison of six work stations. The diagram clearly shows at work station 1 there is no idle time for the conveyor belt. So employees with high skills and speed must be posted here. Workstation 1 is the critical point in this assembly unit since all other assembly works pre requires this assembly. Currently the assembling units are installed in an assembling unit where assembled parts are shifted from one place to another manually. It is observed with clock stop analysis that 15 minutes are required solely for shifting components to next shifting unit. Clearly here we can apply so called Pareto Principle in the situation. This principle is famed with the name of Italian economist Vilfredo Pareto who created a mathematical formula to describe the unequal distribution of wealth in his country, observing that twenty percent of the people owned eighty percent of the wealth. The principle is also known as 20-80 rule , the Law of Vital Few and principle of factor sparsity. Later the Management thinker Joseph M Juran adopted the idea to Management Principles. Jurans assumption is that most of the results in any situation are determined by a small number of causes. For example 20% of the customers determine 80% of the sales in a trade fair. Here in our problem 30% of the total time is required for just transferring components from one table to another. Reducing this time substantially can save total assembling time and thus can improve efficiency of the total system. So installation of a conveyor belt in the factory is a better alternative. Solution The precedence requirements clearly mention which tasks are to be completed before starting a new one. In the above table before covering the motor assembly with an outer cover ( Task D ) the motor assembly must be fixed on a plastic base (Task A) and electrical leads must be connected to the assembly(Task C). Similarly certain other tasks are also having precedence requirements. A work station is a place or a table where the conveyor stops for a cycle time with the basic structure on it. After that conveyor moves so that the basic structure goes to the next work station where it can perform additional fittings. The first thing is to identify the task with highest cycle time. It is normally called bottle neck task. The conveyor at least has to stop this much of time for a workstation. The cycle time cannot be les than the duration of this task. In Mahararajas case connecting electrical lead to the power supply to the motor assembly is the bottle neck operation. The cycle time is therefore 6 minutes as per the table. If the cycle time is kept less than this Task C cannot be completed. Then determining the minimum number of workstations is the next problem to be solved. Theoretically the minimum number of workstations can be calculated by dividing the total time requirement with cycle time. So here as per the table the total task time is 30 minutes and the cycle time is 6 minutes. So Minimum number of workstations = 30/6 = 5 work stations. Then the next problem is to determine which tasks are to be assigned to which work stations. Here we have to use some heuristics. In this case the heuristics selected is called the Longest Operation Time (LOT) rule. According to this rule the top priority is assigned to task with longest operation time. In this case Task C is the longest task with an operations time of 6 minutes. This task has the highest priority assignment over first workstation. The table also shows that it has no precedence requirements ie no other task need to be completed to begin Task C. so task C can be assigned to the first workstation. An entry can be made to the following table. Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 The only prioritized task for workstation 1 is task C and that is assigned to first workstation. The cycle time is 6 minutes and that is equal to the time requirement of task C. so no remaining time is left for other tasks to perform in this work station. So no more tasks can be assigned to first workstation. At the next step the tasks assigned to the second workstation are to identified. From the table the next task with longest operation time requirement is task A which also requires no precedent operations. The task is to fix the motor assembly with the electrical lead(fixed at workstation 1 by task C) on a plastic base. Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 Since task A requires only 5 minutes, 1 minute is excess at the second workstation. But since we have no tasks which require 1 minutes only no other tasks can be assigned here. At the next step we have longest tasks D, F or H with en execution time of 3 minutes. But F and H have pre requirements. For task F task D must be completed. For task H, tasks B,E,F and G are to be completed. At this point of time both pre requirements are not satisfied. The pre requirements of task D are completion of task A and C which is already accomplished. So the preference goes to task D. Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B Here after assigning Task D 3 minutes are remaining. From the table all tasks with 3 minutes operation time requirement also have pre requirements of completion of other tasks. So the next preferable job is task B whose time requirement is only 2 minutes. Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B 4 3 B B 2 1 0 The next step is to assign task in work station 4 , here we can consider task F and Task h with longest path of 3 minutes ,.But task h have pre requirements so task F can be assigned in work station 4 Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B 4 3 B B 2 1 0 5 4 F F 3 3 E,G In work station 4 task F have used only 3 minute. to utilize the remaining time in work station 4 , task E, or t ask G can be assign in work station 4 , Task E is assigned in work station 4 Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B 4 3 B B 2 1 0 5 4 F F 3 3 E,G 6 4 E,G E 2 1 G The next step is to assign suitable task in next work Station . next suitable task which can be assigned in workstation 5 is task G . Heuristic Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B 4 3 B B 2 1 0 5 4 F F 3 3 E,G 6 4 E,G E 2 1 G 7 5 G G 2 4 H,I,J Task G will take only 2 minutes to complete the task . work station 5 can be assigned for some other tasks , next available tasks are Task H, I ,J , the longest path among these three tasks are with task H of 3 minute . So we can assign task H in work station 5. Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B 4 3 B B 2 1 0 5 4 F F 3 3 E,G 6 4 E,G E 2 1 G 7 5 G G 2 4 H,I,J 8 5 H H 3 1 I,JÂ   Here after there are two tasks left . Task I, Task J, But to do the Task J , Task I must be completed . so Task I can be assigned in to work station 6 Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B 4 3 B B 2 1 0 5 4 F F 3 3 E,G 6 4 E,G E 2 1 G 7 5 G G 2 4 H,I,J 8 5 H H 3 1 I,J Â   9 6 I,J I 2 4 J Task L have used only 2 minutes to complete the task, that is it remains 4 minutes in work station 6 , so we can assign Task J in work station 6 Heuristics Steps Workstation Prioritized Task Assigned Task Task Time Remaining Time Remaining Eligible Task 1 1 C C 6 0 0 2 2 A A 5 1 0 3 3 D D 3 3 B 4 3 B B 2 1 0 5 4 F F 3 3 E,G 6 4 E,G E 2 1 G 7 5 G G 2 4 H,I,J 8 5 H H 3 1 I JÂ   9 6 I,J I 2 4 J 10 6 J J 2 2 Â  0 Assignments of Works to the work station Work Station 1 2 3 4 5 6 Total Available Time 6 6 6 6 6 6 36 Performance Time 6 5 5 5 5 4 30 Idle Time 0 1 1 1 1 2 6 The last table shows that at least 6 workstations are required which is different from the calculated theoretical minimum. Efficiency of the assembly line is performance time/ available time X 100 Here 30/36 X 100 = 83.33 %. Ideal efficiency is 100 %. Recommendations It is recommended to use U shaped Conveyor belt and 3 work stations should be in one side and the remaining 3 workstations should be in other side so that the idle work station can help the busy work station. The conveyor belt can be drawn as below