Jntuh Mba Syllabus
Jntuh Mba Syllabus
Jntuh Mba Syllabus
Laboratory
Seminar
I Year - II Semester
Category
Core Course I
Core Course II
Core Course III
Core Course IV
Core Course V
Open Elective I
Laboratory
Seminar
Course Title
II Year I Semester
Category
Core Course I
Core Course II
Core Course III
Core Elective I
Core Elective II
Core Elective III
Seminar
Seminar
Course Title
Course Title
Int.
Ext.
L
marks marks
25
75
3
25
25
25
25
25
75
75
75
75
75
3
3
3
3
3
3
3
3
3
3
50
50
18
2
2
2
2
22
3
3
3
3
3
3
3
3
Int.
marks
25
25
25
25
Ext.
marks
75
75
75
75
25
25
75
75
3
3
3
3
50
50
18
2
2
2
2
22
3
3
3
3
3
3
-
4
4
Int.
mark
s
25
25
25
25
25
25
50
50
Ext.
mark
s
75
75
75
75
75
75
-
24
3
3
3
3
3
3
2
2
8
28
II Year - II Semester
Category
Core Course I
Core Course II
Core Elective IV
Core Elective V
Core Elective VI
Seminar
Course Title
ENTREPRENUERSHIP
MANAGEMENT OF TECHNOLOGY
(MRKG/HRM/FIN/SYS)
(MRKG/HRM/FIN/SYS)
(MRKG/HRM/FIN/SYS)
PRE SUBMISSION OF PROJECT SEMINAR
COMPREHENSIVE VIVA
PROJECT
Total Credits
Int.
marks
25
25
25
25
25
50
25
Ext.
marks
75
75
75
75
75
100
75
CORE ELECTIVE STREAMS (choose any one stream subjects as Core Electives)
MARKETING ELECTIVES
CONSUMER BEHAVIOUR
SALES AND DISTRIBUTION
INTEGRATED MARKETING COMMUNICATIONS
RETAILING MANAGEMENT
SERVICES MARKETING
INTERNATIONAL MARKETING
FINANCE ELECTIVES
STRATEGIC MANAGEMENT ACCOUNTING
SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
FINANCIAL INSTITUTIONS, MARKETS & SERVICES
STRATEGIC INVESTMENT AND FINANCING DECISIONS
INTERNATIONAL FINANCIAL MANAGEMENT
FINANCIAL DERIVATIVES
HR ELECTIVES
PERFORMANCE MANAGEMENT
TRAINING AND DEVELOPMENT
MANAGEMENT OF INDUSTRIAL RELATIONS
COMPENSATION & REWARD MANAGEMENT
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
LEADERSHIP & CHANGE MANAGEMENT
SYSTEMS ELECTIVES
BUSINESS INTELLIGENCE
DATABASE MANAGEMENT SYSTEMS
DECISION SUPPORT SYSTEMS
E-BUSINESS
KNOWLEDGE MANAGEMENT
INFORMATION SYSTEMS, CONTROL AND AUDIT
L
3
3
3
3
3
15
4
4
3
3
3
3
3
2
2
3
22
Guidelines:
The guidelines of the MBA four semesters under CBCS are as follows:
I Semester and II Semester:
The first and second semesters contain 8 courses each of which first five are core courses, which
are compulsory to all the students. The sixth course is Open Elective offered for the other
branches of PG Courses of the University. However, the MBA students of School of
Management Studies of JNTUH and Affiliated Colleges will register Open Elective Courses
offered by the other branches (as per the Student Choice) and should complete it. The stand
alone colleges of MBA students may register Open Elective subject in the other
branches/departments or nearby Colleges of JNTUH. In the first semester SDA Lab and Business
Communication Seminar are offered as internal papers and in second semester. AR Analysis and
Summer Internship are offered as internal papers. MBA Department students should not select
any of the subjects offered under open elective streams.
III Semester:
In the third semester, first three core courses are compulsory to all the students and four, five
six are core electives offered. Under Core Electives four different streams of Specializations
are offered such as Marketing, HRM, Finance and Systems. Under each specialization 6 different
courses/subject are offered and Students are free/open to opt any one of the four
specializations offered. If a student opts for Finance Specialization, he has to study all three
courses of Finance only in III Semester. The same is the case with HRM, Marketing and Systems.
This type of elective system is imposed keeping in mind, the Industry/Banks/Private
Sector/Public Sector expectations for their recruitment and selection process. A Seminar on the
Business best practice and success stories of emerging leaders has been introduced as an
internal paper which will be evaluated by an Internal examiner as per the Academic Regulations.
Personal Effectiveness Seminar is also introduced as an internal paper in this semester.
IV Semester:
The first two courses of fourth semester are core courses which are compulsory to all the
students. The students are supposed to study 3, 4 and 5 as Elective Courses. Under Core
Electives four different streams of Specializations are offered such as Marketing, HRM, Finance
and Systems. Under each specialization 6 different courses are offered and Students are
free/open to opt any one of the four specializations offered. If a student opts for Finance
Specialization, he has to study all three courses of Finance only in the IV Semester. The same is
the case with HRM, Marketing and Systems. This type of elective system is imposed keeping in
mind, the Industry/Banks/Private Sector/Public Sector expectations for their recruitment and
selection process. The 6th course is on pre-submission of the Project Seminar which is internal.
The purpose of this course is to review the progress of MBA project of the Students and to guide
them appropriately on the selection of Project Title, framing of objectives, hypotheses and
sampling selection. The 7th course is introduced as Comprehensive Viva which is External and
the purpose is to evaluate the students subject knowledge in all the four semesters. The
purpose of this course is particularly to enhance the employment potential of the student. The
8th course is MBA project for 100 marks, out of which 25 are internal and 75 are external and
students are expected to complete the project within the time frame.
Please note: Colleges should mention every PRACTICAL /LAB AND Seminar Presentation Paper in the
time table and faculty should be assigned accordingly and shown as workload. Purchase of CMIE
Prowess Database and communication software/database is mandatory. Purchase of journals is also
mandatory and students should be inspired to present journal articles, relevant to their area of interest, in
the regular class. The academic committee should plan at least one presentation for ten minutes per
week by every student without using any written notes or ppt.
Objectives of JNTUH MBA Programme
The objectives of MBA 2015 syllabus are:
To prepare graduates with the managerial skills necessary to enter careers in
Marketing
Finance
Human Resources
Systems
To strengthen their knowledge of
Business Environmental Scanning
Planning, Organizing, Directing & Controlling
Decision Making and Communication
Establishing & Maintaining Organizations
Ensuring Growth and Stability of Organizations.
To acquire ability to procure and utilize resources effectively and efficiently so as to achieve
organizational, individual and societal objectives.
Outcomes: Through outcome based learning centric approaches like case studies, group
discussions, field visits, reading of books, References & journals, MBA graduates will be capable
of:
a. Understanding business process and add value to it.
b. Conducting management research to identify the reasons for the problems and to find solutions.
c. Utilizing modern approaches and best practices to manage organizations.
d. Use authority and power to influence people to get the work done.
e. Understand organizational dynamics and interpersonal relations.
f. Managing change.
g. Developing employability skills to get jobs.
JOURNALS
The colleges can procure any of the following journals to suit the minimum AICTE/JNTUH
guidelines and in the interest of the students and faculty may procure more journals to create a
management research environment in their colleges..
NATIONAL JOURNALS:
1. Vikalpa, IIM Ahmedabad, Frequency: quarterly.
2. IIM Bangalore Management Review. Frequency: Quarterly.
3. Decision, IIM Calcutta, Frequency: half yearly.
4..The Journal of Entrepreneurship, Frequency: Twice a Year.
5. Udyog Pragati, Frequency: Quarterly. SAGE.
7. Journal of Human Values, twice a Year. SAGE
8. Vision.The Journal of Business Perspective, Frequency: Quarterly.
MARKETING
1. Indian Journal of Marketing, Frequency: monthly.
2. MICA Communications, Frequency: Bi Annual.
FINANCE
1. Chartered Accountant, Frequency: Quarterly.
2. Finance India, Frequency: Quarterly.
3. Human Capital, Frequency: Monthly.
INTERNATIONAL JOURNALS
1. Harvard Business Review, Frequency: yearly 10.
2. Supervision
3. Academy of Management Journal
4. Academy of Management Perspectives.
5. Marketing Research.
6. Journal of Finance.
MAGAZINES:
1. Indian Management Frequency: Monthly.
2. Business India, Frequency: 26 yearly.
3. Business World Frequency: 52 yearly.
4. Business Today Frequency: 26 yearly.
5. Fortune International Frequency: 26 yearly.
6. University News Frequency: 52 yearly.
7. Capital market Frequency: 26 yearly.
DATA BASES
1. CENTRE FOR MONITORING INDIAN ECONOMY, PROWESS. For details visit www.cmie.com
2. R.B.I Bulletin Frequency: Monthly.
3. ECONOMIC SURVEY: For details visit Planning Commission Website.
FUNDS: The college managements may note that there are several major and minor research
projects and funds available with UGC and AICTE. The principal and faculty may be advised to
apply by visiting UGC and AICTE websites from time to time.
Faculty and Students are requested to note that the syllabus 2015 is designed with an intention to
give an opportunity to the students to focus on the job they want to do after MBA. Students may be
informed that taking of short cuts to complete seminars and project may lead to hardships in the
short and long run. Faculty are also requested to be facilitators in the class room and inspire the
students to discuss cases in the class. The curriculum provides ample scope for the students to make
seminar presentations in the class. They are advised to note all the mini projects and work continuously
from the first semester. The reports may be submitted as per the syllabus structure.
In order to increase seriousness among students to do the main project work, two seminar papers
are introduced. For details for evaluation of practicals and seminar presentations please refer JNTUH
Academic Regulations.. Students are advised to integrate the practicals, seminars with the job they prefer
after MBA.
PEDAGOGY FOR JNTUH MBA
Case Analysis and Preparation:
Business Administration and Management can be well understood if cases are analyzed by
students and faculty in every class daily. This will enable MBA students develop communication skills and
give exposure to practical and live examples of how managers are taking decisions on different situations
they come across on a regular basis. In addition students should interact with company executives and
prepare case lets. This will help them understand the internal and external factors affecting an
organizations growth and also understand the challenges of executives and the organization.
Student Presentations on Field Visits
Students should make a field visit to any small, medium or large organization or any
entrepreneur. They can also visit shops, petrol bunks, dealers, distributors, retailers, companies or their
branch offices in their nearby cities, towns and villages to understand their business model. They may
also offer to help the business organizations over a period of two years (as and when possible) and gain
the practical exposure. Presentation of their experiences during the field visits will enable them to
enhance their creativity towards solutions for the issues and challenges they observe during the field
visits.
Expert Lectures and Seminars
The faculty of the MBA departments should organize seminars and give opportunity for their
students to express their ideas. Faculty from the college or nearby colleges can be judges to evaluate
performance in the seminar presentations. Every faculty of marketing, finance, HR and Systems should
come together to conduct a two day seminar for each elective they teach and experts from the industry
and academia should be invited to share their ideas. College managements are requested to give their
full support in this regard.
Industrial Visits:
All the MBA students should plan and visit various organizations and observe the real life
situations and problems. This will enable them to understand how different strategies, policies and
approaches are implemented in different organizations.
Faculty as Facilitator:
There are several sources of cases available from books, business magazines like Business
Today, Business World etc., News Papers like Business Standard, Journals like HBR, Vikalpa etc. Even
soft copies of these cases are available in the internet. For example if we type business standard cases in
google we can see weekly cases along with solutions offered by the corporate executives. Faculty should
inspire students and act as a facilitator to motivate students to analyze cases in every class and also
encourage them to go for field visits.
College Academic Committee:
College is expected to constitute an academic committee Chaired by the MBA head and all
subject teachers to discuss case studies to be conducted in the class, reference material and session
plan to cover the syllabus. Cases / Assignments should be planned and circulated in advance to the
students.
PLEASE NOTE: CASES IN THE SYLLABUS ARE SUGGESTIVE AND FACULTY ARE FREE TO USE
ANY CASE FROM ANY SOURCE TO UNDERSTAND THE REALITIES OF THE INDUSTRY.
STUDENTS MAY ALSO BE INSPIRED TO BRING INTERESTING CASES, MANAGEMENT AND
LEADERSHIP VIDEOS FROM YOUTUBE FOR DISCUSSIN IN THE CLASS. COLLEGE SHOULD
PROVIDE ONE ROOM WITH AUDIO VISUAL AIDS.
Unit I
History of Management: Theories of Management-Classical, Scientific, Administrative, Behavioral,
Management Sciences Theories; Systems and Contingency theory
Case1: Work Force Diversity
Unit II
Problem solving, Decision Making and Planning: Problem Solving and Decision making, Classify
and define the problem, set objectives, generate creative and innovative alternatives, analysis of
alternatives, and select the most feasible plan, implement decision and control, Plans, types of plans,
steps involved in planning process.
Unit III
Organizing and controlling: Principles of organizing, organizational design, relation between
authority, power and influence; organizational functional and control systems, types of controls
Unit IV
Organizational Behavior individual and group behavior: Importance of OB, personality theories,
perception, perception and individual decision making; formation of group behavior, classification of
groups, group properties, group cohesiveness, group decision making process and types.
Unit V
Leadership, Motivation and Organizational Structure: Leadership theories, Power and Politics,
Maslows needs theory, two factor theory of motivation, McGregors theory, ERG theory, McCellands
needs theory, Valance Theory and other relevant theories of motivation
REFERENCES:
1. Robert N. Lussier, Management Fundamentals Concepts, Applications, Skill Development,
Cengage Learning, First Edition, 2012
th
2. Stephen P. Robbins, Timothy: Organizational Behavior, Pearson 14 Edition, 2012
3. L. M. Prasad, Principles and Practices of Management, Revised Edition, Sulthan Chand
Publushings
4. Udai Pareek, Sushma Khanna, Organizational Behavior, 3e, Oxford Publishing
5. Kavitha Sigh, Organizational behavior, Text and Cases, 3/e, Vikas publishing
th
6. Griffin & Moorhead, Organizational Behaviour, 10 Edition, Cengage Publishing
Case: 2 The Shape of the long Run Average cost curves in various industries (Dominick Salvatore page
no 265)
Case: 3 BLP Corporation (Sumitrapal, Macmillan page no 203)
Case: 4 Mr. Martin Gets Chewed out by the Boss (W.Bruce Allen page no 150)
Unit-V:
Market Structure and Pricing Practices: Features and Types of different competitive situations - PriceOutput determination in Perfect competition, Monopoly, Monopolistic competition and Oligopoly - both the
long run and short run. Pricing philosophy
Case: 1 Pricing of innovative product (H.Kaushal Macmillan page no 78)
Case:Pacific copper enterprises(W.Bruce Allen)
Case: 3 Suzanne Muth Theatre Complex (Sumitrapal, Macmillan page no 240)
Case: 4 Monopoly in the Mumbai city Taxi Industry (Dominick Salvatore page no 369)
REFERENCES
1. Craig H. Petersen,W. Cris Lewis and Sudhir K. Jain: Managerial Economics,14thedition Pearson,
2014.
2. Dominick Salvatore Managerial Economics 7th Edition Oxford 2012.
3. W.Bruce Allen, Managerial Economics Theory, Applications, and Cases 8th Edition.
4. G S Gupta, Managerial Economics, 2nd edition, TMH, 2012.
5. H. L. Ahuja, Managerial Economics, S. Chand, 2012
6. D.N. Dwivedi, Managerial Economics, Vikas, 2012.
References
1. Marie-joelle Browaeys and Roger Price: Understanding Cross-Cultural Management, Pearson, 2015.
2. David C.Thomas: Cross Cultural Management, 2/e, Sage Publications, 2014.
3. Nigel Holdon, Cross Cultural Management: Knowledge Management Perspective, Pentice Hall, 2012.
4. Parissa Haghirian: Multinational and Cross Cultural Management, Routledge, 2012.
5. Richard Mead: International Management-Cross cultural Dimension, 3/e, Blackwell, 2015.
6. Jerome Dumetz -Cross-cultural management textbook: Lessons from the world leading experts in
cross-cultural management, Create Space Independent Publishing Platform; Student edition
(September 5, 2012), Oakland,USA
Tabulation, bar diagram, Multiple Bar diagram, Pie diagram, Measure of central tendency: mean,
median, mode, Measure of dispersion: variance, standard deviation, Coefficient of variation.
Correlation, regression lines.
V
t- test, F-test, ANOVA one way classification, chi square test, independence of attributes.
VI
Time series: forecasting Method of least squares, moving average method. Inference and
discussion of results.
REFERENCES
1. Glyn Davis & Branko Pecar Business Statistics Using Excel Oxford University Press, 2012.
2. D P Apte : Statistical Tools for Managers USING MS EXCEL, Excel, 2012.
3. David M Levine, David. F. Stephan & Kathryn A. Szabat, Statistics for Managers Using MS
Excel, PHI, 2015.
4. Bruce Bowerman, Business Statistics in Practice, TMH, 5/e 2012.
5. Shelly, MS Office, 2007, Cengage, 2009.
6. Ajai.S.Gaur, Sanjaya S.Gaur, Statistical Methods For Practice and Research, Response, 2009.