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BBA Syllabus
(V and VI semester)
BBA SEMESTER-V
Course Course Course of L T P C Evaluation (Marks)
Code Type Study
Theory Practical Total
CA MS ES CA ES
BBAC501 Business Laws -
CC 4 0 0 4 25 25 50 - 100
BBAC502 International
CC Business 4 0 0 4 25 25 50 - - 100
BBAE### EO Open Elective - - - 4 - - - - - 100

BBA*5## Discipline Centric
ED Elective - - - 4 - - - - - 100
BBA*5## Discipline Centric - - -

ED Elective 4 - - - - - 100
BBAC503 Summer
CC Training 6 - 100 100
TOTAL 26
BBA SEMESTER-VI
Course Course Course of Study L T P C Evaluation (Marks)

Code Type Theory Practical Total
CA MS ES CA MS ES
CC Business Policy &
Strategy 4 0 0 4 25 25 50 100
BBAC601
EO Open Elective - - - 4 - - - 100
BBAE###
ED Discipline Centric
Elective - - - 4 - - - 100
BBA*###
ED Discipline Centric
Elective - - - 4 - - - 100
BBA*###
CC Project 6 40 60 100
BBAC602
TOTAL 22
Notes:
(1) CC-Core Course, EO-Open elective, ED-Discipline Centric Electives, CA-Continuous Assessment,
MS-Mid Semester Exam, ES-End Semester Exam, P-Practical
(2) L-Lecture, T-Tutorial, P-Practical, C-Credit
(3) Elective courses shall be offered subject to availability of appropriate number of students and
teachers.
(4) The course for elective codes BBA*### depends on the elective chosen by the students. * may
be F/M/H depending upon the disciple elective chosen by the student and E for opn elective.
(5) LTP distribution and evaluation scheme of elective shall depend upon elective courses chosen by
the student.
(6) Evaluation scheme of electives will depend on the LTP distribution of the elective. If it include
practical component, the evaluation scheme (15-15-40-15-15) otherwise iit is 25-25-50-0-0
(7) *FE-Foundation Elective is an audit course. Student shall take two foundation electives, one in
first and one in third semester. The list of Foundation Elective courses (out of the FE courses
approved by the university) shall be declared by the department before the beginning of the first
and third semester. The code and evaluation scheme of foundation electives depends upon the
foundation electives chosen by the student
(8) The student shall undergo a summer training of six to eight weeks in any industry/organisation
after completion of fourth semester.
(9) Case studies and computer simulations, wherever applicable, in the courses are encouraged in
learning pedagogy.
Table : Discipline Centric Electives (ED)
DISCIPLINE CENTRIC ELECTIVE COURSE: Students in Vth and VIth Semester would be free to choose
any FOUR papers from ONE of the following groups.
The programme offers THREE groups viz. Finance, Marketing & Human Resource.
Code Code Human
Code Finance Marketing
Resource
BBAF501 International BBAM501 Consumer BBAH501 Training &
Finance Behaviour Development
BBAF502 Investment BBAM502 Personal Selling BBAH502 Organizational
Banking Development
& Financial
Services
BBAF503 Investment BBAM503 Advertising & Brand BBAH503 Performance &
Analysis Management Compensation
& Management
Portfolio
Management
BBAF504 Business BBAM504 Retail Management BBAH504 Counselling &
Analysis Negotiation
&Valuation Skills for
Managers
BBAF601 Financial BBAM601 Transnational BBAH601 Cross Cultural
Markets and and Cross- HRM
Services Cultural
Marketig
BBAF602 Behavioural BBAM602 Services BBAH602 Talent &
Finance Marketing Knowledge
Management
BBAF603 Strategic BBAM603 International Marketing BBAH603 Management
Corporate of Industrial
Finance Relations
BBAF604 Financial BBAM604 Customer BBAH604 E-HRM
Modeling and Relationship
Derivatives Management
SYLLABUS CORE
COURSES (V
SEMESTER)
Course No. Title of the Course Course Structure
BBAC501 Business Laws L-T-P : 3-1-0
COURSE OUTCOMES (CO)
After successful completion of this course, the students shall be able
1. To understand the basic provisions of important commercial laws in India.
2. Learn basics of Indian Contract Act 1872, Sale of Goods Act 1930, Companies Act 2013, LLP Act 2008
and Negotiable Instrument Act 1881.
3. Acquire the skills to understand and analyze case studies.
4. To understand how the provisions of commercial laws are applied to the problems which arise in day-to-
day conduct of business.
5. Recognize legal and ethical issues when making business transactions.
COURSE CONTENT:
Unit 1: The Indian Contract Act, 1872
Contract – meaning and characteristics, Kinds of contract, Essentials of valid contract - Offer and acceptance,
consideration, contractual capacity, free consent, legality of objects. Void agreements. Discharge of contract –
modes of discharge including breach and its remedies. Special type of Contracts- Quasi contracts, Contract of
Indemnity and Guarantee, Contract of Bailment and Pledge.
Unit 2: The Sale of Goods Act, 1930
Meaning of Contract of sale. Difference between sale and agreement to sell. Conditions and warranties.
Transfer of ownership in goods including sale by non-owners. Performance of contract of sale. Unpaid seller –
meaning and rights of an unpaid seller against the goods.
Unit 3: The Companies Act, 2013
Meaning and types of companies, Incorporation of company, Memorandum & Articles of association,
Prospectus, Shares- kinds, allotment and transfer, rights issue, sweat equity. Directors- role, appointment,
qualification and remuneration. Essentials of a valid meeting and kinds of meetings.
Unit 4: Limited Liability Partnership Act, 2008
Meaning and features of limited liability partnership, formation, partners & their relations, extent and limitation
of liability, taxation of LLP.
Unit 5: Negotiable Instrument Act, 1881
Meaning of negotiable instruments, type of negotiable instruments, promissory note, bill of exchange, cheque.
Crossing of cheques, bouncing of cheques. Holder and holder in due course, privileges of holder in due course.
SUGGESTED READINGS:
1. Kuchhal, M. C. and Vivek Kuchhal, (4th Edition, 2014). Business Law. Vikas Publishing House. New
Delhi.
2. Kuchhal, M. C. (28th Revised Edition). Modern Indian Company Law. Mahavir Publications
3. Singh, Avtar. (2018). The Principles of Mercantile Law. Lucknow. Eastern Book Company.
4. Tulsian P.C. (2018). Business Law. New Delhi. Tata McGraw Hill.
5. Kapoor G. K. & Dhamija Sanjay, Company Law and Practice-A comprehensive text book on
Companies Act 2013, Taxmann.
Note: latest version of the book shall be used
Course No. Title of the Course: Course Structure
BBAC502 International Business L-T-P: 3-1-0
1. To familiarize the students with international business environment and global dimensions of
business.
2. To increase awareness about global trade and globalization, with technology transfer mechanism.
3. To make students aware of different international business strategies.
4. To familiarize the students with socio-cultural aspects of the international business environment.
5. To equip the students with international CSR activities of business and its policy implications.
COURSE CONTENT:
Unit 1: Background and Introduction
International Business- Introduction, Concept, Definition, Scope, Trends, Challenges and Opportunities;
Nature, Meaning and Importance of International Competitive Advantage, Multidimensional view of
Competitiveness Financial. Perspectives: International Monetary Systems and Financial Markets, IMF,
World Bank, IBRD, IFC, IDA, Existing International Arrangements; Globalization and Foreign Investment-
Introduction FDI, national FDI Policy Framework, FPI.
Unit 2: Global Trade and Technology
Impact of Globalization, Technology and its Impact, Enhancing Technological Capabilities, Technology
Generation, Technology Transfer, Diffusion, Dissemination and Spill Over, Rationale for Globalization,
Liberalization and Unification of World Economics, International Business Theories, Trade Barriers- Tariff
and Non-Tariff Barriers.
Unit 3: International Business Strategies
Structure of Global Organizations, Types of Strategies used in Strategic Planning for achieving Global
Competitive Advantage, Meaning, Concept and scope of Distinctive Competitive Advantage, Financial
Integration, Cross border Merger and Acquisitions.
Unit 4: Socio Cultural Environment Management
Managing Diversity within and across Cultures, Country Risk analysis, Macro Environmental Risk
Assessment, Need for Risk Evaluation Global Human Resource Management- Selection, Development,
Performance Appraisal and compensation, motivating employees in the global context and managing
groups across cultures, Multicultural management.
Unit 5: CSR and International Business
Globalization with social responsibility- Introduction, Social responsibility of TNC, Corporate governance,
Recent development in international corporate social responsibility and policy implications.
SUGGESTED READINGS:
1. C. Tamer, K. Gary, “International Business: Strategy, Management and the New Realities”,
Pearson Education, 2012.
2. K. Aswathappa, “International Business”, McGraw Hill Education, 2012.
3. S. Singh, “International Business”, Galgotia Publishing Company, 2013.
4. K. Aswathappa, “International Business”, McGraw Hill Education, 2012.
CORE COURSES
(VI SEMESTER)
BBAC601 Business Policy and Strategy L-T-P : 3-1-0
After successful completion of this course, the students shall be able –
6. To understand the significance of business policy for a company.
7. To critically analyse the external environments in which businesses operate.
8. To analyse the internal factors pivotal for organization.
9. To build understanding of the nature and dynamics of strategy formulation.
10. To identify strategic issues and design appropriate courses of action.
COURSE CONTENT:
Unit 1: Introduction
Nature & importance of business policy & strategy; Strategic Planning and Strategic Management; Strategic
Management Process: Formulation Phase – Vision, Mission, Environmental Scanning, Objectives and Strategy;
Implementation phase – Strategic Activities, Evaluation and Control.
Unit 2: Analysis of External Environment
Significance of Environment analysis, characteristics and categorization of environmental factors; Analysis of a
company’s external environment ; Michael E. Porter’s 5 Forces model; Michael E. Porter’s Value Chain Analysis,
Porters Diamond Theory of National Advantage.
Unit 3 : Internal Analysis
Internal analysis; Competitive advantage and core competence; Strengths and Weakness; Resource Audit;
Strategic Advantage Analysis; Value-Chain Approach to Internal Analysis; Methods of Analysis and Diagnosing
Corporate Capabilities-Functional Area Profile and Resource Deployment Matrix, Strategic Advantage Profile;
SWOT analysis.
Unit 4 : Formulation of Competitive Strategies:
Formulating Corporate Strategies-Introduction to strategies of growth, stability and renewal, types of growth
strategies – concentrated growth, product development, integration, diversification, international expansion
(multi domestic approach, franchising, licensing and joint ventures), CAGE distance framework, Types of
renewal strategies – retrenchment and turnaround.
Unit 5: Strategic Gap Analysis:
Portfolio analyses – BCG, GE, product market evolution matrix, experience curve, directional policy matrix, life
cycle portfolio matrix, grand strategy selection matrix; behavioural considerations affecting choice of strategy;
impact of structure, culture & leadership on strategy implementation; functional strategies & their link with
business level strategies; introduction to strategic control & evaluation.
SUGGESTED READINGS:
1. Kazmi, “Strategic Management and Business Policy”, McGraw Hill Education
2. Strickland, A.J. III & Thompson, A.A. Strategic Management: Concepts and Cases. McGraw
Hill Education.
3. Pearce, J.A. & Robinson, R.B. Strategic Management: Formulation Implementation and
Control. McGraw Hill Education.
DISCIPLINE-ELECTIVES
- FINANCE
(SEMESTER V AND VI)

BBAF501 International Finance L-T-P: 3-1-0
1. To understand the of the international financial tactics including the international trade, international
investment scenario and exposures
2. To analyze the different kinds of foreign exchange management techniques.
3. To understand the multinational working capital efficiently and effectively.
4. To understand & manage the risks associated with the working of MNCs.
5. To learn the management of financial issues in international environment
COURSE CONTENT:
Unit 1: Introduction to International trade and finance
Concept of international trade, International Business, International Finance and differences among them.
Theories of International trade, international trade financing in India, Balance of payments (of India)
International Monetary System
Unit 2: Foreign Exchange Management and its working
Forex market – Wholesale and Domestic market, Quotations- direct, indirect and cross currency; various kinds
of transactions and their settlement dates, forward rates, Swaps, Quotes for various kinds of Merchant
transactions; Early delivery, extension or cancellation of Forward contracts. Exchange Rate determination and
Forecasting: Purchasing power parity and Interest rate parity
Unit 3: Foreign Exchange Exposures
Financial Accounting and Foreign Exchange- Alternative Currency Translation Methods, Statement of Financial
Accounting, Standards No.8, Statement of Financial Accounting Standards No.-52, Transaction Exposure,
Managing Accounting Exposure- Managing Transaction and Translation Exposure, Designing a Hedging
Strategy, Measuring and managing Economic Exposure- Foreign Exchange Risk and Economic Exposure,
Identifying Economic Exposure, Calculating Economic Exposure, Operational Measure of Exchange Risk.
Unit 4: International Investment Management
International Portfolio Investment- Issues in Foreign Investment Analysis, International Bond Investing,
Strategies for Direct Investment, Bond Investment and Portfolio Investment, Optional International Asset
Allocation. International project appraisal- IRR and APV methods; Managing Political Risk- Measuring Political
Risk, Country Risk Analysis, Managing Political Risk, Post expropriation policies. Multinational Working Capital
Management: Current Asset Management for the Multinational- International Cash Management, Accounts
Receivables and Inventory Management.
Unit 5: Multinational Financial System
Value of the Multinational Financial System, Inter-company Fund- Flow Mechanisms: Cost and Benefits,
Designing a Global Remittance Policy, Transfer Pricing and Tax Evasion. Issue of GDR, ADR Euro bonds and
foreign bonds.
SUGGESTED READINGS:
1. A. C. Shapiro, “Multinational Financial Management”, Prentice Hall, 2008.
2. D. L. Maurice, “International Finance- The Markets and Financial Management of Multinational
Business”, Tata Mcgraw Hill, 1990.
3. PG Apte, “International Finance”, Tata Mcgraw Hill, 2010.
4. Eun Cheol S. and Resnick, Bruce G. “International Finance Management”, 7th ed,McGraw Hill.
BBAF502 Investment Banking and L-T-P: 3-1-0
Financial Services
1. To familiarize the students with different aspects of Investment banking.
2. To increase awareness about mergers and acquisition and the detailed SEBI guidelines.
3. To understand the development in Indian financial market along with the regulatory framework.
4. To understand the full process of raising funds from primary markets, as well as the necessary
Indian legislation.
5. To learn about the numerous financial services available in the financial markets, notably in India,
as well as the most recent technological advancements and integration.
COURSE CONTENT:
Unit 1: Introduction to Indian Financial System
An Overview of Indian Financial System, Investment Banking in India, Recent Developments and
Challenges ahead, Institutional structure and Functions of Investment / Merchant Banking; SEBI
guidelines for Merchant Bankers, Registration, obligations and responsibilities of Lead Managers,
Regulations regarding Continuance of association of lead manager with an issue.
Unit 2: Management of Issues
Public Issue: classification of companies, eligibility, issue pricing, promoter’s contribution, minimum
public offer, prospectus, allotment, preferential allotment, private placement, Book Building process,
designing and pricing, Green Shoe Option; Right Issue: promoter’s contribution, minimum subscription,
advertisements, contents of offer document, Bought out Deals, Post issue work & obligations, Investor
protection, Broker, sub broker and underwriters
Unit 3: Leasing and Hire Purchase Management
Concepts of leasing, types of leasing – financial & operating lease, direct lease and sales & lease back,
advantages and limitations of leasing, Lease rental determination; Finance lease evaluation problems
(only Lessee’s angle), Hire Purchase interest & Installment, difference between Hire Purchase & Leasing,
Choice criteria between Leasing and Hire Purchase mathematics of HP, Factoring, forfaiting.
Unit 4: Concept of funding, insurance and regulations
Insurance: concept, classification, principles of insurance, IRDA and different regulatory norms, operation
of General Insurance, Health Insurance, Life Insurance. Credit Ratings: Introduction, types of credit rating,
advantages and disadvantages of credit ratings, Credit rating agencies and their methodology,
international credit rating practices.
Unit 5: Venture Capital
Concept, history and evolution of VC, the venture investment process, various steps in venture financing,
incubation financing
SUGGESTED READINGS:
1. Khan M.Y. Financial Services, 7th edition
2. Machiraju, H. R. (2002). Indian financial system. New Delhi, Vikas Publication House.
3. Website of SEBI and RBI
4. K. Sriram, “Hand Book of Leasing, Hire Purchase & Factoring”, ICFAI, Hyderabad,
1992.
5. J.C. Verma, “A Manual of Merchant Banking”, Bharath Publishing House, 2001.
BBAF503 Investment Analysis and L-T-P:3-1-0
Portfolio Management
1. To understand the valuation of financial assets such as stocks and bonds.
2. To calculate a stocks and portfolio position considering the risk and return.
3. To understand how to maximize the returns on investment w.r.t. risk association.
4. To analyse the working of management and diversified portfolio.
5. To learn the valuation of shares, technical analysis and CAPM approach in capital market
COURSE CONTENT:
Unit 1: Introduction to risk and return
Concept of returns, application of standard deviation, coefficient of variation, beta, alpha. bond valuation,
systematic risk, price risk, interest rate risk, default risk. Yield curve and theories regarding shape of yield curve.
Unsystematic risk and non-risk factors that influence yields. Fundamental analysis; Economic analysis; Industry
analysis; Company analysis.
Unit 2: Valuation of Shares
Dividend discount models- no growth, constant growth, two stage growth model, multiple stages; Relative
valuation models using P/E ratio, book value to market value. Technical analysis: meaning, assumptions,
difference between technical and fundamental analysis; Efficient market hypothesis; Concept of efficiency:
Random walk, Three forms of EMH and implications for investment decisions. (No numerical in EMH and
technical analysis).
Unit 3: Portfolio analysis
Portfolio risk and return, Markowitz portfolio model: risk and return for 2 and 3 asset portfolios, concept of
efficient frontier & optimum portfolio. Market Model: concept of beta systematic and unsystematic risk.
Investor risk and return preferences.
Unit 4: Concept of market efficiency and Asset allocation
Random walk, Three forms of EMH and implications for investment decisions. (No numerical in EMH and
technical analysis). Asset allocation: Asset allocation pyramid, investor life cycle approach, Portfolio
management services: Passive Index funds, systematic investment plans. Active – market timing, style
investing.
Unit 5: Capital asset pricing model
Efficient frontier with a combination of risky and risk-free assets. Assumptions of single period classical CAPM
model. Characteristic line, Capital Market Line, Security market Line. Expected return, required return,
overvalued and undervalued assets. Mutual Funds.
SUGGESTED READINGS:
1. D. E. Fischer and R. J. Jordan, “Security Analysis & Portfolio Management”, Pearson Education,
1995.
2. Sharpe, W.F., Alexander, G.J. & Bailey, J. Investments, (6th edition),Prentice Hall of India.
3. Chandra, P. (2017) Investment Analysis and Portfolio Management; Tata McGraw Hill
Education Private Limited.
4. Frank K Reilly & Keith C Brown,(2012) Analysis of Investments and Management of
Portfolios (12th edition), Cengage India Pvt. Ltd.
BBAF504 Business Analysis and Valuation L-T-P: 3-1-0
1. To understand the valuation of books of accounts using different sets of ratios.
2. To analyze qualitative and quantitative analysis using the Balance sheet and Profit and Loss Accounts.
3. To understand the firm and equity valuation methods considering the riskiness in the environment.
4. To analyse the cost of capital and valuation of securities like equity, bonds and preference shares.
5. To learn the valuation firms in different scenarios of merger and acquisition, synergy and special
companies.
COURSE CONTENT:
Unit 1: Analysis of Corporate Financial Statements
Income statements and Balance sheets through ratio analysis and analyzing the Chairman’s statement,
Directors’ report, management discussion & analysis, report on corporate governance, auditor’s report to
evaluate the financial soundness of the company.
Unit 2: Valuation of Cash Flows
Firm cash flows, Earnings, Tax effect, Reinvestment needs; Equity cash flows: Dividend, Forecasted Cash flows,
terminal value estimation approaches. Equity discounted cash Flow Models-Dividend discount models,
extensions of DDM; free cash flow to equity model.
Unit 3: Discounted Cash flow Valuation
Approaches to valuation, Discounted Cash Flow, Relative Valuation, Role of valuation; Discounted Cash flow
Valuation: Estimating discount rates- cost of equity, cost of equity to cost of capital; Valuation of an asset with
guaranteed cash flows, introducing uncertainty into valuation (valuing an asset with default risk & equity risk),
valuing an asset with an infinite life.
Applied Valuation-valuation of a real company through DCF (matured company) using excel.
Unit 4: Firm Valuation Models
Cost of capital approach, adjusted present value approach, EVA, Capital structure and firm value. Relative
valuation-popularity and potential pitfalls; reconciling relative and discounted cash flow valuation Equity
Multiples; Value Multiples
Relative Valuation: What is relative valuation. Reasons for popularity and potential pitfalls. Standardized values
and multiples- Earnings multiples, book value multiples, revenue multiples, and sector-specific multiples. Equity
and Value multiples. Basic steps to using multiples. Reconciling relative and discounted cash flow valuation.
Unit 5: Valuation of special firms
Valuation of different kinds of companies. Value of Synergy; operating and financial synergy, Cash and tax
benefits, debt capacity, Evidence on synergy, common errors in valuing synergy; Valuing Real options, Cost of
Distress. Valuation of start-ups.
SUGGESTED READINGS:
1. Damodaran, A. Damodaran on Valuation, Security Analysis for investment and Corporate
Finance (2nd ed.). Wiley India Pvt. Ltd.
2. Foster, George Financial Statement Analysis, Pearson Education Pvt Ltd.
3. P. Chandra, “Corporate Valuation and Value Creation”, 1st ed. Tata McGraw Hill, 2011.
BBAF601 Financial Markets and Service L-T-P : 3-1-0
1. To explain structure and functioning of financial markets.
2. To understand strategic, regulatory and managerial issues concerning financial services
3. To analyze debt instruments for raising capital from financial markets
4. Evaluate various aspects of merchant banking and financial services.
5. Apply their knowledge in taking decisions related to financial markets and services
COURSE CONTENT:
Unit 1: Introduction of Financial systems In India
Overview of Financial systems In India: Structure, Regulation, Role and Functions of Financial Systems,
Financial Instruments, Financial Markets, Capital Markets & Money Markets, Interlink Between Money Market &
Capital Market, Characteristics Of Financial Markets, Functions Of Stock Exchange.
Unit 2: Money Market & its Operation
InterBank call money market, Term Money; Retail & Wholesale; BSE, NSE: Instruments & Players, T Bill, dated
Govt. securities, Commercial paper, certificate of deposit, Role of RBI in regulation of money market.
Unit 3: Introduction to Primary & Secondary Market
Primary Market: New Issue Market, DIP Guidelines, Eligibility conditions, red herring prospectus, green shoe
option, IPO grading, book building, French option, dutch option, minimum subscription, pricing (band, floor),
Settlement & Allotment, Escrow account, listing, Secondary Market: Stock market, trade operations &
settlement, margin requirement, types of margins, Indices – NIFTY & SENSEX (meaning & composition)
Unit 4: Financial Services
Leasing & Hire Purchase: meaning, types, benefits of lease to lessor & lessee, methods of determining lease
rental (stepped up, ballooned), difference between lease and hire purchase, Factoring & forfeiting: Concept,
distinction between factoring and forfeiting, benefits of factoring, impact of factoring on balance sheet,
Venture capital.
Unit 5: Credit rating
Credit rating: process, evaluation of a company, benefits of credit rating to investors, reliance on credit rating
for investment decision, Securitization: Concept, origin, features, process, MBS, ABS, risk associated with
securitization, Merchant Banking: Introduction, evolution of merchant banking, types of merchant bankers,
activities undertaken by different types of merchant bankers
SUGGESTED READINGS:
1. M Y Khan , Indian Financial System, Tata Mc Graw Hill
2. M Y Khan , Financial Services, Tata McGraw Hill
3. H.R. Machiraju, Indian Financial System, Vikas Publishing House
4. Meir Kohn (2018), Financial Institutions and Markets, Tata McGraw-Hill, New Delhi
5. Gurusamy,S.(2009), Financial Services, Tata McGraw Hill, New Delhi
BBAF602 Behavioral Finance L-T-P : 3-1-0
1. To understand psychological biases which lead to various anomalies
2. To understand the various effects like endowment, disposition, reference price effect etc.
3. To demonstrate the challenges to the efficient market hypothesis using real time data
4. To forecast the consequences of key behavioral biases of investors
5. Explain how behavioral biases of managers affect the decision-making process in an
organization.
COURSE CONTENT:
Unit 1: Introduction to Behavioral Finance
Introduction to Behavioral Finance-Overview, History of Behavioral Finance; From standard finance to
behavioral finance- Are financial markets efficient?, Limits to arbitrage Fundamental Risk, Noise Trader
Risk, Implementation cost, evidence of limits to arbitrage.
Unit 2: Investment and Risk Analysis

Types of investors, objectives of investment, factors influencing Investor decision making, factors
influencing investor personality, characteristics of successful investors; Risk Attitude, types of risk,
standard finance view of risk, behavioural finance viewpoint of risk, risk perception, factors affecting
risk attitude; Investor Personality, tools, investor models, contrarian investor, examples, strategies.
Unit 3: Biases and beliefs

Cognitive biases, beliefs and heuristics-Preferences: Prospect Theory, Ambiguity aversion, Loss
aversion, Framing, Non-consequentialism: Disjunction Effect, Self-deception, Regret avoidance and
Cognitive dissonance, Representativeness and Availability, Anchoring and Belief perseverance,
Overconfidence, Optimism and wishful thinking, Overreaction and Conservatism, Self-attribution,
Regency bias, familiarity bias.
Unit 4: Information Effects

Endowment effect, Disposition effect, reference price effect, Herd Behavior, hindsight, winners’ curse,
cognitive dissonance, status quo bias, law of small numbers, information overload.
Unit 5: Overview of Recent Advances in Behavioural Finance

Neuro Finance, human brain, brain secretions, neurotechnology; Noise Trading, Behavioural Capital
Asset Pricing Model, Behavioural Portfolio Theory, investor sentiments.
SUGGESTED READINGS:
1. Forbes, William, “Behavioural Finance”, Student ed, Wiley Publication
2. Shleifer, Andrei. “Inefficient Markets-An Introduction to Behavioral Finance”. Oxford University
Press
3. Monitor, J. Behavioural Finance: Insights into Irrational Minds and Markets. Oxford University.
4. Ackert, Deaves. Behavioral Finance: Psychology, Decision-Making, and Markets. Cengage
Learning
5. Thaler, R. H. Advances in Behavioral Finance. Russell Sage Foundation.
6. Thaler, Richard & Barberis, Nicholas. (2002) A Survey of Behavioral Finance,
7. Kahneman, Daniel & Tversky, Amos. (2000). “Choices, Values and Frames”. Cambridge
University Press
BBAF603 Strategic Corporate Finance L-T-P : 3-1-0
1. Understand the role of financial managers of an organization in realizing strategic
objectives.
2. Identify the key themes in corporate finance and their implications
3. Analyze the risk and its impact on cost of capital while evaluating investment proposals.
4. Plan and forecast financial needs of the firm and sources of finance
5. Analyze management buy-outs and value enterprise.
COURSE CONTENT:
Unit 1: Introduction to strategic corporate finance
Strategy Vs Planning, significance of strategy in financial decisions, Different types of financial strategy for
Shareholders Wealth Maximization, overall corporate value addition and Economic Value Addition. Strategic
Cost Management: Traditional costing Vs Strategic Costing, Relevant costs Vs Irrelevant costs, Different types
of strategic costing and their relevance- Target Costing, Activity based Costing, Life Cycle Costing, Quality
Costing, Strategic cost reduction techniques.
Unit 2: Management Buy-outs
Establishing feasibility of the buy-out, Negotiating the main terms of the transaction with the vendor including
price and structure, Developing the business plan and financial forecasts in conjunction with the buy-out team
for submission to potential funders, negotiations with potential funders so that the most appropriate funding
offers are selected. Management Buy-ins: Management Buy-in/Buy-outs (“BIMBOs”), Vendor-initiated
buyouts/buy-ins.
Unit 3: Valuation of Real Assets
Valuing Real assets in the presence of risk: tracking portfolios and Real Asset valuation, Different Approaches
of Valuing Real Assets, Capital Budgeting and Strategic policy Real options: Financial and real options
compared, various types of real options, Decision tree analysis, the BlackScholes model, application of Real
options, Disadvantages of Real options.
Unit 4: Financial Distress and restructuring
Meaning of Bankruptcy, Factors leading to bankruptcy, symptoms and predictions of bankruptcy,
reorganization of distressed firms, liquidation of firms. Company disposals: retirement sale or the sale of a non
-core subsidiary, planned exit, forceful retirement and other disposals. Exit strategy- most appropriate exit
route, valuation, timing of sale and tax planning opportunities, identification of potential purchasers,
approaching the potential purchaser, negotiating with potential acquirers and selection of a preferred
purchaser, calculation of the various tax implications. Due Diligence: financial due diligence for both purchasers
and financial institutions, good quality “added value” due diligence advice.
Unit 5: Company Valuation and strategic issues
An overview of valuation, valuation principles and practices, the impact of “what if” scenarios. Value
enhancement tools & techniques, the link between valuation and corporate finance. Other strategic issues:
managing credit ratings, and setting dividend and share repurchase policy, problem of too much cash. The
issues of stock liquidity and illiquidity, Strategic risk management.
SUGGESTED READINGS:
1. A. Damodaran, “Corporate finance theory and practice”, John Willey & sons, Inc, 4th Ed., 2014.
2. G. P. Jakhotia, “Strategic Financial Management”, Vikas Publication, 2000.
3. Justin Pettit: Strategic Corporate Finance Applications in Valuation and Capital Structure; John Wiley &
sons, Inc
BBAF604 Financial Modeling and Derivatives L-T-P: 3-1-0
1. To understand the concept and techniques of financial modeling
2. To understand the financial econometrics and regression analysis
3. To understand the regression analysis with assumptions
4. To understand the meaning of derivatives
5. To understanding the option pricing model
COURSE CONTENT:
Unit 1: Introduction to Financial Modeling
Understanding the concept of financial data, time series, cross sectional and panel data series, understanding the
meaning of financial modeling, understanding the concept of methodology and financial objectives.
Unit 2: Financial econometrics and regression analysis
Concept of stationarity, Unit root stochastic process, Unit root tests, Regression models with cross-sectional financial
data, simple linear regression model, multiple linear regression model, ANOVA: Residuals, Regression, F-tests, Dummy
regression analysis.
Unit-3: Financial Econometrics and assumptions of regression analysis
Regression models with cross-sectional financial data, simple linear regression model, multiple linear regression
model, OLS, Assumptions of OLS- Linearity in parameters and variables, Multicollinearity using correlation and variance
inflationary factor, Heteroscedasticity using white test, Autocorrelation using Durban Watson test.
Unit 4: Introduction to Option pricing
Options and its type, Factors affecting option Prices. Put & call parity theorem. Trading strategies involving options:
payoffs call & Put (both buyer and seller), Spreads (Bull, Bear, Box, Butterfly and Spread); combinations (Straddle,
Strangle, Strip, Straps); theory and practical problems.
Unit 5: Option Pricing Model
Binomial model: One Period, Two Period and multiple Period; theory and practical problems. Black-Scholes option model
(for stock and currency both): theory and practical problems. Concept and calculation of Delta and Gamma.
SUGGESTED READINGS:
1. Gujarati, N. Damodar. Basic Econometrics. New Delhi: McGraw Hill.
2. Christopher Dougherty. Introductory Econometrics. Oxford University Press.
3. R. Madhumathi, M. Ranganatham. Derivatives and risk management (1st ed.) Redhead,
4. Gupta, S.L, Financial Derivatives: Theory, Concepts and Problems (latest ed.), PHI Learning Publications.
DISCIPLINE ELECTIVES
- MARKETING
(SEMESTER V AND VI)
BBAM501 Consumer Behaviour L-T-P : 3-1-0

1. Understand the importance of Consumer Behaviour for business.
2. Build understanding on the factors impacting consumer behaviour.
3. Interpret the psychological influences on consumer behaviour.
4. To comprehend the connection between external factors and consumer behaviour.
5. To develop appropriate marketing strategies based upon the type of consumer.
COURSE CONTENT:
Unit 1 : Introduction to Consumer Behaviour:
Nature, scope & application; Importance of consumer behaviour in marketing decisions; characteristics of
consumer behaviour; role of consumer research; consumer behaviour-interdisciplinary approach; Introduction
to Industrial Buying Behaviour; Market Segmentation, VALS 2 segmentation profile.
Unit 2: Factors Impacting Consumer Behaviour
Consumer Needs & Motivation: Characteristics of motivation, arousal of motives; theories of needs &
motivation-Maslow’s hierarchy of needs, McClelland’s APA theory, Murray’s list of psychogenic needs, Bayton’s
classification of motives; self-concept & its importance; types of involvement.
Unit 3 : Consumer Personality, Perception and Attitude
Consumer Personality- theories of personality- Freudian theory, Jungian theory, Neo Freudian theory, Trait
theory; Theory of self-images; Role of self-consciousness; Consumer Perception: Concept of absolute
threshold limit, differential threshold limit & subliminal perception; Perceptual Process- selection, organization
& interpretation. Learning & Consumer Involvement: learning theories- classical conditioning, instrumental
conditioning, cognitive learning; involvement theory; Consumer Attitudes: Formation of attitudes; functions
performed by attitudes
Unit 4: External factors Impacting Consumer behaviour
Group Dynamics & consumer reference groups: Different types of reference groups; factors affecting reference
group influence; reference group influence on products & brands; application of reference groups; Family &
Consumer Behaviour: Consumer socialisation process; consumer roles within a family; purchase influences
and role played by children; family life cycle. Social Class & Consumer behaviour: Determinants of social class;
characteristics of social Class; Culture & Consumer Behaviour: Characteristics of culture; core values held by
society & their influence on consumer behaviour; introduction to sub-cultural & cross-cultural influences.
Unit 5: Consumer Decision Making
Consumer Decision making process: problem recognition; pre-purchase search influences; information
evaluation; purchase decision- compensatory decision rule, conjunctive decision, rule, post-purchase
evaluation; Situational Influences; Models of Consumer Decision making: Nicosia Model, Howard-Sheth Model,
Howard- Sheth Family Decision Making Model, Engel, Kollat& Blackwell Model, Sheth Newman Gross Model of
Consumer Values.
SUGGESTED READINGS
1. Schiffman L. G., Wisenblit J. and Kumar S.R. Consumer Behaviour. Pearson Education India.
Blackwell, R.D., Miniard, P.W., & Engel, J. F. Consumer Behaviour. Cengage India Private Limited.
3. Howard, John A etc. Consumer Behaviour in marketing Englewood Cliffs, New Jersey, Prentice Hall
Inc.1989 4.
4. Hawkins, D I etc. Consumer Behaviour Implications for Marketing Strategy. Texas, Business, 1995
BBAM502 Personal Selling L-T-P : 3-1-0
1. To understand the concept of personal selling.
2. To gather knowledge of the theoretical background of personal selling concepts.
3. To develop an in-depth knowledge of the selling process.
4. To know the catalytic role of a sales person in the effective functioning of an organization.
5. To understand the process of sales force management.
COURSE CONTENT:
Unit 1 : Personal Selling:
Introduction to personal selling; Roles, responsibilities and functions of a sales person, qualities of an effective
sales person; Significance of personal selling, building trust and sales ethics.
Unit 2: Theories of Personal Selling:
AIDAS, Right Set of circumstances, Buying formula theory, Behavioural Equation Theory, Types of selling.
Unit 3: Selling Process:
Prospecting: Need and Methods; Pre approach: Sales Knowledge; Sales presentation: methods, elements, the
approach; Handling Objections: categories and techniques; Closing the sale: techniques; Post sale follow up,
Communication for Relationship Building.
Unit 4: Sales territory:
Sales territory concept, reasons for establishing sales territories, procedure for setting up sales territories,
Sales Channels - definition, types, management.
Unit 5 Sales Force Management :
Aim of Sales management; Role of a sales manager; Managing Sales force –Recruitment, Selection, Training,
Compensation and evaluation of sales force.
SUGGESTED READINGS
1. Charles Futrell : Fundamentals of Selling, McGraw Hill (13 Edition).
2. Still, Cundiff & Govani: Sales Management, Prentice Hall of India (2nd Revised Edition).
3. Charles Futrell, ABC's of Relationship Selling through Service", McGraw Hill Publications (Latest
Edition).
BBAM503 Advertising and Brand L-T-P : 3-1-0
Management
1. To understanding the nature, role, and importance of advertising.
2. To understanding effective design and implementation of advertising strategies.
3. To present a general understanding of content, structure, and appeal of advertisements
4. To understand catalytic role of advertising in brand promotion.
5. To comprehend the significance and implementation of brand management strategies.
COURSE CONTENT:
Unit 1 : Advertising and Marketing Communication
Advertising need & importance; growth of modern advertising; advertising & the marketing mix; types &
classification of advertisement; social & economic aspects of advertising; Marketing communication models-
AIDA, hierarchy of effect, innovation adoption model; Planning framework of promotional strategy.
Unit 2: Working of Advertising
Exposure, salience, familiarity, low involvement, central route & peripheral route & cognitive learning;
Positioning strategies ; Associating feelings with a brand; Developing brand personality ; Creating copy
strategies: Rational & emotional approaches, selection of an endorser, creative strategy & style- brand image,
execution, USP. Principles of design, layout stages, difference in designing of television, audio & print
advertisement.
Unit 3 : Media planning & scheduling:
Introduction to broadcast & non -broadcast media; Budgeting decision rule: percentage of sales method,
objective to task method, competitive parity, & all you can afford; Key factors influencing media planning;
Media decisions: media class, media vehicle & media option; Scheduling: flighting, pulsing, & continuous
Unit 4: Management of sales promotion:
Importance & need for sales promotion; planning for consumer schemes & contests; different types of
consumer schemes.
Unit 5: Brand Management:
Concept of a brand; brand evolution; branding challenges and opportunities; brand elements; brand resonance
pyramid; Introduction to strategic brand management process; brand positioning strategies; brand extension;
brand hierarchy-Kapfrer. Brand equity; brand personality.
1. Aaker, Myers & Batra, “Advertising Management”, Prentice Hall, 5th Ed., 1996.
2. Keller, K.L., Parameswaran, A.M.G. and Jacob, I. Strategic Brand Management: Building, Measuring and
Managing Brand Equity. Pearson Education India.
3. Kazmi, S.H.H and Batra, S. Advertising and Sales Promotion Management.
BBAM504 Retail Management L-T-P : 3-1-0
1. To understand the concept and related terms in retailing.
2. To understand various formats of retail in the industry.
3. To comprehend the ways retailers use marketing tools and techniques to interact with their
customers.
4. To understand the appropriate pricing methods used by retailers.
5. To clarify retail management and operations-oriented policies, methods, and procedures
used by successful retailers in today’s global economy.
COURSE CONTENT:
Unit 1 : Retailing Introduction:
Definition, Characteristics, emerging trends in retailing, Evolution of retailing in India, Factors behind the
change of Indian retail industry ; Retail Formats: Retail institutions by ownership, Retail institutions by Store-
Based Strategy Mix, Web, Non-store based, and other forms of Non-traditional Retailing.
Unit 2: Selection of Retail Space:
Trading-Area analysis, characteristics of trading areas, Site selection, Types of locations, location and site
evaluation. Store Planning: Design & Layout, Retail Image Mix, effective retail space management, floor space
management.
Unit 3 : Retail Marketing:
Retail Marketing Mix, Advertising & Sales Promotion, Store Positioning, CRM. Retail Merchandising: Buying
Organization Formats and Processes, Devising Merchandise Plans, Shrinkage in retail merchandise
management, Markup & Markdown in merchandise management.
Unit 4: Merchandise Pricing:
Concept of Merchandise Pricing, Pricing Objectives, External factors affecting a retail price strategy, Pricing
Strategies, Types of Pricing.
Unit 5: Retail Management :
Retail Store Operation, Store Administration, Store Manager –Responsibilities, Inventory Management,
Management of Receipts, Customer Service, Management of Retail Outlet/ Store, Store Maintenance, Store
Security.
SUGGESTED READINGS
1. Berman & Evarv: Retail Management, Prentice Hall, Chapter – 13, 17

2. Gibson G Vedamani: Retail Management: Functional principles & practices, Jaico Publishing House.
3. A. Newman and P. Cullen, “Retailing – Environment & Operations”, Cengage Learning EMEA, 2002.
BBAM601 Transnational and Cross L-T-P : 3-1-0
cultural Marketing
1. To identify key skills necessary for a cross cultural manager.
2. To understand how business environment impacts a business.
3. To understand the various tools and actions that a business has to operate in a particular business
environment.
4. To understand how businesses achieve growth through international expansion.
5. To articulate the various Global strategies to be successful in cross boarder business.
COURSE CONTENT:
Unit 1 : Introduction
Significance and reasons for international expansion of a business; Historical Transnational trade; types of
MNCs; Stages of International Exposure; Marketing across cultures and countries.
Unit 2: Factors Impacting Cross Cultural Marketing
National-level variables, regional trading blocs; Physical variables, Geographic distance, Grouping of industries
in specific areas/regions, Environment specific impacts, Distribution of Natural Resources; Cultural Variables,
Impact on doing business (Institutions, Distance, Power, Decision Making, People Management, Delegation,
Corruption, Quality Benchmarks Etc.), PESTLE (focus on Political and Social factors); Porter’s Diamond Model;
Positioning; Protectionism and its impact on international trade.
Unit 3 : Globalization
Globalisation; Demographics and Segmentation; Porter’s Five Forces Model; Ghemawat’s CAGE framework;
Assessing Market Potential, How markets behave, Selling in specific markets (Developed, Developing, Post-
Communist); “Right” Market to enter and “Right” Time to enter; What (mis-selling, outdated products), Where,
Why, and How are we selling; Customer needs (of the non-home market).
Unit 4: Managing International Business
Strategic (and global) Alliances; Global level of competition; Product Development; People concerns
(Manufacturing facilities, quality of the available workforce) E-Commerce and Changing Marketing Paradigms;
Supply Chain as a source of International Advantages; Managing International Sales (Channels and Logistics);
International Advertising and Promotions;
Unit 5: Pricing for International Markets
Pricing for international markets, Pricing wars (War Chests), Approaches – Full cost v/s Variable, Skimming v/s
Penetration (non-numeric), value of money, factors influencing pricing; Implementing a Global Marketing
Strategy. Support Mechanisms for Exports and International Trade, International Payment Methods, Managing
Risks in International Trade.
SUGGESTED READINGS
1. Cateora, Philip R. & Graham, John L.: International Marketing, Tata McGraw Hill.
Joshi, Rakesh Mohan: International Marketing, Oxford University Press.
BBAM602 Service Marketing L-T-P : 3-1-0
1. To understand the Concept of Services and intangible products.
2. To discuss the relevance of the services Industry to Industry.
3. To examine the characteristics of the services industry and the modus operandi.
4. To analyse the role and relevance of Quality in Services.
5. To visualize future changes in the Services Industry.
COURSE CONTENT:
Unit 1 : Introduction:
Importance of Services; Defining a Service; Nature of Services; Intangibility; Distinguishing Features of a
Service; Managing Services; The Service Product; Relationship of Services and the organization; Services as
an Opportunity; Service Industry across the world.
Unit 2: Emergence of service industry in India
Overview of The Indian Economy; Services Sector in The Indian Economy, (Major players, Major services
offered, Major centres; Circumstances that contributed to the Services boom in the Indian economy; Role and
relevance of Services to the Indian economy; Classification of Services; Variety of Services offered by Indian
organizations, Intangible and Tangible Services.
Unit 3 : Marketing mix:
Concept of value and value drivers, extended framework Service marketing system: production, marketing,
human resources, sequential analysis; service delivery process.
Unit 4 : Service marketing strategy
Segmentation, targeting and positioning, market innovation Competitive differentiation; competitive
advantage and value chain analysis
Unit 5: Service quality
Service quality concept, technical and functional quality, Service quality models and measurement Demand
and supply imbalances management; challenges and strategies; Service culture; managing by values,
recovery and empowerment; Relationship building: relationship marketing, bonding and life time value Service
industries: insurance, banking, air transportation, courier, education etc.
SUGGESTED READINGS
1. Wirtz Jochen, Lovelock Christopher H, Chatterjee Jayanta.: Services Marketing, 8e Edition, Pearson.
2. R. P. Fisk, S. J. Grove and J. John, “Interactive services marketing. New York. Houghton Mifflin, 2007.
3. R. Shanker, “Services Marketing: The Indian perspective”, Excel Books, 2002.
BBAM603 International Marketing L-T-P : 3-1-0
1. To identify the key skills that a (good) business (international) manager should have.
2. To articulate factors that promotes business and business environments.
3. To implement various tools and actions for a beneficial business outcome.
4. To understand fundamentals of sustainable business growth.
5. To articulate the various support systems that a business can use and access.
COURSE CONTENT:
Reasons behind international expansion; types of MNCs; Expatriates and Inpatriates; Stages of International
Exposure; Global Marketing, Using Social Media tools.
Unit 2: International Marketing Environment
National-level variables, regional trading blocs; Physical variables, Geographic distance, Grouping of industries
in specific areas/regions, Environment specific impacts, Distribution of Natural Resources; Cultural Variables,
Impact on doing business (Distance, Power, Decision Making, People Management, Delegation, Corruption,
Quality Benchmarks Etc.), Gender biases, Festivals, Buying Behaviour.
Unit 3 : Globalization
Globalisation; Demographics and Segmentation; Assessing Market Potential, How markets behave, Selling in
specific markets (Developed, Developing, Post-Communist); “Right” Market to enter and “Right” Time to enter;
What (mis-selling, outdated products), Where, Why, and How are we selling; Customer needs (of the
new/foreign market); Porter’s Five Forces Model; Ghemawat’s CAGE framework; Selling to and in emerging
markets; Concerns and issues with available market analysis tools.
Unit 4: Global Alliances
Strategic Alliances; Global level of competition; Product Development; Ecommerce and Changing International
Marketing Paradigms; Supply Chain as a source of International Advantages; Managing International Sales
(Channels and Logistics).
Unit 5: International Promotion and Pricing
International Advertising and Promotions; Pricing for international markets, Pricing wars (War Chests),
Approaches – Full-cost v/s Variable, Skimming v/s Penetration (non-numeric), factors influencing pricing;
Implementing a Global Marketing Strategy.
SUGGESTED READINGS
1. Cateora, Philip R. & Graham, John L.: International Marketing, Tata McGraw Hill.
Joshi, Rakesh Mohan: International Marketing, Oxford University Press.
BBAM603 Customer Relationship Management (CRM) L-T-P : 3-1-0
1. To understand the concept and role of CRM in organisation
2. To articulate the intersection of sales and CRM.
3. To understand the relationship between CRM and Marketing
4. To articulate the analytical role of CRMwith other organisation functions
5. To understand the planning and implementation process of CRM
COURSE CONTENT:
Definition of CRm;History of CRM; Elements of CRM; Nature and context of CRM; The relationship oriented
organisation: mission, culture, people.
Unit 2: Sales Force Automation
les Process, Activity, Contact- Lead and Knowledge Management - Field Force Automation. - CRM links in e-
Business - E-Commerce and Customer Relationships on the Internet - Enterprise Resource Planning (ERP)
Unit 3 : CRM in Marketing
One- to- one relationship; Cross selling and up selling; Customer Retention; Channel Optimization - Event-based
marketing. - CRM and Customer Service - The Call Centre, Call Scripting - Customer Satisfaction Measurement.
Unit 4: Analytical CRM
Need of analytical center; purpose; call center management; operational challenges; Role of CRM Manager
Unit 5: CRM Planning and Implementation
Strategic CRM process; Success factor of CRM implementation; CRM tools
SUGGESTED READINGS
1. Peelan, E. (2005). Customer Relationship Management. Pearson Education
2. Ken, B. (2000). Customer Relationship Management: The Handbook of Key Customer Relationship
Management. Prentice Hall
3. Greenberg, P. (2001). CRM at the speed of light: Capturing and keeping customers in Internet real time
DISCIPLINE ELECTIVES
- HUMAN RESOURCES
(SEMESTER V AND VI)
BBAH501 Training and Development L-T-P : 3-1-0
1. To understand the need and relevance of training in an organization.
2. Understand the process of designing a training programme and its evaluation
3. To learn various on the job and off the job training methods and their applicability
4. To understand various management development programme methods and their applicability in
diverse organization situations.
5. Comprehend the tools and techniques of organizational development.
COURSE CONTENT:
Organization vision & plans, role of training and development in management, assessment of training needs,
setting training objectives, opportunities and challenges for training, Spiral model of training.
Unit 2: Training Design
Tasks of the training function: Building support, overall training capacity, developing materials, strategic
planning, networking, designing training programmes.
Unit 3: Training Methods
Training methods: On the job training, job instruction training, apprenticeship, coaching, job rotation, syndicate
method, knowledge based methods, lecture, conferences, programmed learning, simulation methods, case
study, vestibule training, laboratory training, in-basket exercise, experiential methods, sensitivity training, e-
training.
Unit 4: Management Development Programme Methods
Management development: concept, Strategies and management characteristics. Management Development
Programme Methods- Understudy, Coaching, Action Learning, Role Play, Management Games, Seminars,
University related programmes, special projects, behavioural modelling, job rotation, case study, multiple
management, sensitivity training. Post training: Training evaluation, Training impact on individuals and
organizations, Evaluating Programmes, Participants, Objectives.
Unit 5: Organisational Development
Organisational Development (OD): Definition, Foundations of OD, Managing the OD Process, Action Research
and OD. OD Interventions: Overview of OD Interventions, Team Interventions Inter-group and Third-Party
Peacemaking Interventions. Comprehensive OD Interventions, Structural Interventions and the Applicability of
OD, Training Experiences. Issues in Consultant –Client Relationships, System Ramifications, Power, Politics
and OD
SUGGESTED READINGS:
1. L. Rolf and P. Udai, “Training & Development”, Prentice Hall, 1992.
2. S. K. Bhatia, “Training & Development”, Deep Publishers, 2008.
3. Rishipal, Training & Development Methods, S. Chand
4. Ross, Stanley C., Training and Development in Organizations: An essential guide to trainers, 1st Ed.
Routledge.
BBAH502 Organizational Development L-T-P: 3-1-0
1. To understand the various terms relating to organizational development & change.
2. To understand the process and models of organizational development.
3. To analyze organizational situations that would benefit from OD interventions.
4. To understand activities within an organization and recommend suitable OD interventions.
5. To understand the future of OD as a technique.
COURSE CONTENT:
Unit 1: Introduction to Organizational development
Organizational Development: Introduction, Meaning and Definition, History of OD, Relevance of Organizational
Development for Managers, Assumptions of OD.
Unit 2: Change Process and Models
Organizational Change, Strategies for Change, Theories of Planned Change (Lewin’s change model, Action
research model, Positive model), Action Research as a Process, Resistance to Change.
Unit 3: Process of OD and OD Interventions
Process of OD, Components of OD program, OD program phases, Making an Entry, Developing Contract, Launch,
Situational Evaluation, Closure. OD Interventions: An overview; Classification of OD Interventions: Team
Interventions, Inter group and third-party peacemaking interventions, Comprehensive OD interventions, Structural
Interventions.
Unit 4: Evaluating OD Interventions
Evaluation, Types of Evaluation, Methods of Evaluating Interventions. Future of OD: Organizational Development
and Globalization, Emerging Trends in OD
Unit 5: Action Research Project
Carrying out a change activity in an organization, while also researching the effects and/or the process. This
provides participants with an opportunity to consolidate and demonstrate skills and knowledge gained in
other units of the course
SUGGESTED READINGS:
1. French, W.L., Bell, C.H. and Vohra V, Organization Development: Behavioral Science Interventions
for Organization Improvement, Revised 6th Ed., Pearson.
2. Hackman, J.R. and Suttle, J.L., Improving Life at Work: Behavioral science approach to
organizational change, Goodyear, California.
3. Wendell L. French, Cecil H. Bell Jr., Veena Bohra, “Organization development,” Pearson Prentice
Hall.
4. Donald L. Anderson, “Organization Development: The process of leading organizational change,’’
Sage Publications, Inc.
5. W. Warner Burke, Debra A. Noumair, “Organization Development: A process of learning and
changing,’’ Pearson Education Ltd.
BBAH503 Performance and Compensation Management L-T-P : 3-1-0
1. Understand the dynamics of performance appraisal and performance management.
2. Evaluate how managerial objectives can be linked to effective appraisal systems.
3. Comprehend the tools and methods of job evaluation.
4. Understand provisions related to minimum wages, incentive systems and non-economic rewards.
5. Illustrate national and international aspects of Performance Appraisal and Compensation
COURSE CONTENT:
Concept, Philosophy, History from performance appraisal to performance development. Objectives of
performance management system; Performance management and performance appraisal; Performance
Management process: Performance planning, Process and Documentation of Performance appraisal,
Appraisal Interview, Performance Feedback and Counselling
Unit 2: Performance Management
Performance management and reward systems. Performance Coaching, Mentoring and Counselling,
Competency development, Use of technology and e-PMS, International Aspects of Performance Management
System. Performance systems trends, Ethical Perspectives in performance appraisal.
Unit 3: Job Evaluation
Introduction to Job Evaluation. Methods of Job Evaluation. Company Wage Policy: Wage Determination, Pay
Grades, Wage Surveys, Wage Components. Modern trends in compensation - from wage and salary to cost to
company concept, Comparable worth, broadbanding, competency based pay.
Unit 4: Incentive Plans
Incentives plans for production employees and for other professionals. Developing effective incentive plans,
pay for performance. Supplementary pay benefits, insurance benefits, retirement benefits, employee services
benefits. Benefits & Incentive practices in Indian industry.
Unit 5: Wages system in India
Wages in India: Minimum wage, fair wage and living wage. Methods of state regulation of wages. Wage
differentials & national wage policy Regulating payment of wages, wage boards, pay commissions, dearness
allowances, linking wages with productivity. Special compensation situations: International compensation-
managing variations. Expatriate Pay
SUGGESTED READINGS:
1. G. Milkovich, J. Newman and B. Gerhart, “Compensation”, McGraw Hill, 2010.
2. T. J. Bergman , “Compensation Decision Making”, Harcourt, Fort Worth, 2001.
3. R. Henderson, “Compensation Management in a Knowledge based world”, Prentice Hall, 10th Ed.,
2005
4. Bhattacharyya, D.K.: Performance Management systems and strategies, Pearson Education.
5. Gary Dessler, Human Resource Management, 12th ed., Prentice Hall.
6. Richard Henderson: Compensation Management in a Knowledge Based World, 10th ed. Prentice Hall.
BBAH504 Counselling and Negotiation Skills for Managers L-T-P : 3-1-0
1. Understand the relevance and techniques of counselling.
2. Learn the counselling skills to deal with subordinates for effective performance
management.
3. Understand the concept of negotiation in particular and conflict resolution in general.
4. Gain essential skills to negotiate with influence and prepare themselves for success.
5. Apply negotiation as a system and the important role of subsidiary factors.
COURSE CONTENT:
Unit 1: Counselling
Introduction, Approaches to Counselling, Goals and Process of Counselling; Counselling Procedures and
Skills, Organizational Application of Counselling Skills.
Unit 2: Behaviours and Counselling
Changing Behaviours through Counselling; Specific Techniques of Counselling; Role conflicts of Managers
and Counselling. Application of Counselling in Specific Organizational Situations: Dealing with problem
Subordinates; Performance Management; Alcoholism and Other Substance Abuse. Ethics in Counselling.
Unit 3: Negotiation
Negotiation: Introduction, Nature and need for negotiation, negotiation process, Types and styles of
negotiation; strategies and tactics; barriers in effective negotiation, Communication Style, Breaking
Deadlocks.
Unit 4: Negotiation Skills
Negotiation Skills – Concept, Process, Strategies, Issue in Negotiation – Collective bargaining.
Unit 5: Negotiation Developments
Role of trust in negotiations; negotiation and IT; ethics in negotiation; cultural differences in negotiation
styles; gender in negotiations; context of mediation; negotiation as persuasion.
SUGGESTED READINGS:
1. K. Singh, “Counselling Skills for Managers”, PHI, 2015
2. M. Carroll, “Workplace Counseling”, Sage Publication, 1996.
3. Kotler, J. A., & Shepard, D. S.: Introduction to counselling: voices from the field, USA: Cengage
Learning
4. Kolb, D., & Williams, J.: The Shadow Negotiation. UK: Simon & Schuster.
5. Korobkin, R.: Negotiation theory and strategy, Aspen Publisher.
BBAH601 Cross Cultural HRM L-T-P: 3-1-0
1. To understand the concepts and techniques of the essential elements of cross cultural HRM.
2. To make students familiar with managing the diversity in cross cultural HRM.
3. To enable the students to recognize its critical issues in performance appraisal.
4. To understand & manage the risks associated with the working of MNCs.
5. To learn the processes of repatriation and international relationship building.
COURSE CONTENT:
Unit 1: Introduction to concepts of culture and nationality
Impact of culture on international business environment, Hofstede’s approach, advantages and
disadvantages PCN, TCN, HCN, Expatriate adjustment process, Impact of cultural issues on flexibility and
work life balance. Recruitment and Selection, Approaches to multinational staffing.
Unit 2: Managing diversity
diversity and organizational culture, approaches to managing diversity, Diversity management programme.
Training: cross cultural training, Cultural assimilators, Diversity training. Cross cultural team building.
Unit 3: Performance appraisal
Criteria for performance appraisal, Variables that influence expatriate performance appraisal.
Compensation: Objectives of expatriate compensation plan. Approaches to expatriate compensation: Going
rate approach, Balance sheet approach. Cultural impact on compensation policy
Unit 4: Repatriation
Process, Causes of expatriate failure, Problems of repatriation. Cross border Mergers and Acquisitions:
HRM perspective.
Unit 5: International industrial relations
Labor unions and MNC, Employee relations in MNC, Response of labor unions to MNC.
SUGGESTED READINGS:
1. P. J. Dowling and A. D. Engle, “International HRM”, Thomson Learning, 4th Ed., 2004.
2. M. J. Browaeys and R. Price, “Understanding cross cultural management”, Prentice Hall, 3rd
Ed., 2016.
BBAH602 Talent and Knowledge L-T-P: 3-1-0
Management
1. To prepare students for talent and knowledge management efforts in organizations.
2. It aims at enabling students to gain insights in concepts and application of talent and knowledge
management in organizations.
3. To understand the basic elements of managing talent and knowledge in organizations.
4. To understand the basic elements of managing the processes, approaches of talent and
knowledge in organization.
5. To understand various strategies of talent and knowledge in organization.
COURSE CONTENT:
Unit 1: Meaning and importance of talent management
Talent management Grid, Creating talent management system, Strategies of talent management.
Competency model, Competency mapping, Role of leaders in talent management, Talent management
and competitive advantage.
Unit 2. Developing and Retaining Talent
Potential identification and development, coaching for sustained; desired change, integrating coaching,
training and development with talent management ,employee retention- motivation and engagement,
Return on talent; age of analytics, making outplacement as a part of talent strategy, developing talent
management information system.
Unit 3: Meaning and importance of knowledge management
Elements of knowledge management, Advantages of knowledge management, Knowledge management
in learning organizations. Types of Knowledge: Tacit and Explicit. Managing knowledge workers.
Unit 4: Knowledge management process and Approaches
Knowledge management process, Approaches to knowledge management: Knowledge management
solutions, Knowledge creation, Knowledge sharing, Knowledge dissemination, Knowledge management
life cycle, Nonaka’s model of knowledge. Knowledge capturing techniques: Brainstorming, Protocol
analysis, Consensus decision making, Repertory grid, Concept mapping.
Unit 5: Knowledge management strategies
Aligning individual needs with organization, Reward systems for knowledge management,
Knowledge audit, Benchmarking, Balance score card, Gap analysis.
SUGGESTED READINGS:
1. L. A. Berger, D. Berger, “Talent management handbook”, McGraw Hill New York, 2003.
2. E. M. Awad and H. M. Ghaziri, “Knowledge management”, Pearson education International,
2008.
3. Ravinder Shukla, Talent Management: Process of Developing and Integrating Skilled
Workers, Global India Publications, 2009.
4. Hugh Scullion, David G. Collings, Global Talent Management, Routledge, 2011.
5. Stuart Barnes, Ed, Knowledge Management Systems, Cengage Learning
BBAH603 Management of Industrial L-T-P : 3-1-0
Relations
1. To understand theoretical and practical aspects of industrial relations.
2. To understand the relevance and levels of workers participation in management.
3. To learn the provisions of various acts in the context of industrial relations.
4. To understand and illustrate the role of trade unions.
5. Outline the causes of industrial disputes and forums for settlement.
COURSE CONTENT:
Concept of industrial relations, aspects of industrial relations, conflict and cooperation, parties in industrial
relations, workers employers and government, trade unions, objectives collective bargaining. Workers
participation in management, levels of participation, mode of participation Works Committee, Joint
Management councils, Worker Director, Grievance Procedure, Quality Circles.
Unit 2: The Factories Act, 1948
The Factories Act 1948, definition, approval, licensing and registration, health and welfare measures,
employment of women and young persons, leave with wages and weekly holidays.
Unit 3: Trade Union and Dispute Settlement Acts
Trade Union Act 1926- Immunity granted to Registered Trade Unions, Recognition of Trade Unions. The
Industrial Employment (Standing Orders) Act 1946- scope, coverage, certification process, modification,
interpretation, and enforcement. The Industrial Disputes Act 1947- forum for settlement of disputes,
instruments of economic coercion, strikes, lockouts and closure.
Unit 4 : Monetary Coverage of Employee under various Acts
Salient features, coverage of employees and employers, rules and benefits relating to The Payment of Wages
Act 1936, The Payment of Gratuity Act 1972, The Minimum Wages Act 1948, and The Payment of Bonus Act
1965.
Unit 5 : Employee Security under various Acts
The salient features, coverage of employees and employers, and benefits under The Provident Fund,
Miscellaneous Provisions Act 1952, Employees Pension Scheme and Employees State Insurance Act 1948.
SUGGESTED READINGS:
1. S. C. Srivastava, “Industrial Relations and Labour Laws”, Vikas Publishing House, 6th Ed., 1982.
2. T. N. Chhabra, “Industrial Relations and Labour Laws”, Dhanpat Rai Publishing House, 2015
3. P L Mallik, Handbook of Industrial and Labour Laws, Eastern Book Company
BBAH604 E-HRM L-T-P: 3-1-0
1. To understand the meaning of E-HRM
2. To understand the types of E-HRM and their policies.
3. To understand the relationship between E-HRM and resource allocation.
4. To understand & manage E-HRM and compensation management.
5. To learn the management of financial issues in international environment
COURSE CONTENT:
Unit 1: Introduction E-HRM
Meaning, concept, HRM Vs. E-HRM, Evolution of E-HRM, Use of ICT in HRM, Network based HRM system.
Unit 2: Types of E-HRM
Operational, Relational and Transformational, their functionalities, usage, process, strategies, rationale of E-
HRM in recruitment, selection, training and development and performance appraisal, re-orientation of
strategic HRM. E-Recruitment, E-Business, advantages of E-HRM, advantages and disadvantages.
Unit3: E-Iearning Strategies
e-training, the processes and motivations fueling e-Iearning endeavors.
Unit 4: E-HRM and Business Perspective
Efficiency management, Waste management, Demographic Trends – Economic Challenges – High
Performance Work Systems – Equal Employment Opportunity – HR Score Card developed. Human Resource
Information System (HRIS).
Unit 5: E- HRM and Compensation
Compensation and Employee Welfare considering the e-HRM. Basic factors in determining pay rates – Job
evaluation methods – Establishing pay rates – Pricing Managerial and Professional Jobs -Performance based
pay -Benefits in light of E-HRM
SUGGESTED READINGS:
1. Pareek Udai, Rao T.V-Designing and Managing Human Resource System, Oxford IBH,
2. Rao T.V & Nair M.R.R-Excellence through Human Resource Management, Tata Mcgraw
3.Mohan Thite (edt) e-HRM Digital Approaches, Directions & Applications, 2018 Routledge
4. Teresa Torres, Mario Arias, E-human Resource Management: Managing Knowledge People,
2004, Idea Group
5. Kavanagh, M., Thite, M., & Johnson, R.D. (Eds.) Human resource information systems:
Basics, applications, and future directions (2nd ed.). Thousand Oaks, CA: Sage Publications.
6. H. Gueutal & D.L. (Eds), The brave new world of eHR: Human resources management in the
digital age. San Francisco, CA: Jossey Bass & Society for Industrial and Organizational
Psychology
7. Torres-Coronas, T. and Arias-Oliva, M., Eds, E-Human Resources Management: Managing
Knowledge People.; 2005, IEEE
DISCIPLINE
OPEN ELECTIVES-
BBAEDxxx Introduction to Sustainable Business L-T-P : 3-1-0

After successful completion of this course, the students shall be able to :
1. Identify the drivers, risks, challenges and opportunities associated with addressing sustainability
business challenges.
2. Understand the guiding principles and values that are a foundation for a holistic mindset that guides an
effective sustainability vision, strategy and implementation plans.
3. Identify the factors in developing a credible business case for common sustainability management
approaches that deliver actual improvements and breakthrough sustainability performance.
4. Promote strategic benefits of integrating and engaging the business value chain from suppliers through
to end customers for achieving and communicating breakthrough sustainability outcomes.
5. Apply the concepts and metrics in measuring and reporting the performance of any business in a
sustainable way.
COURSE CONTENT
Unit 1 : Introduction- Concepts and Rationale

Tragedy of the commons, Introduction to sustainability, Genesis and concept of sustainable development,
Importance of sustainable development, Sustainable Development Goals
Unit 2: Theoretical Foundations- Integrating Sustainability into Business
The changing landscapes of business, new rules of doing business, Systems Thinking for Sustainability,
Value Chain perspective, the integration of sustainability into strategic planning and regular business
practices, stakeholders theory
Unit 3: Sustainable Production and Consumption
Circular economy, Sustainable production, Product Life Cycle Management, Sustainable supply chain
management practices, Sustainable consumption-sustainable food consumption
Unit 4: Sustainable Marketing and Communications
Markets and competitiveness, Green Marketing strategies; Sustainable consumption behavior; Labels and
Declarations, Communicating sustainability strategy and goals to internal and external stakeholders.
Unit 5: Measurement and Reporting of Sustainable Performance
The fundamentals of measuring and reporting on corporate sustainability, Product certification and labels:
ISO type I (Ecolabel) and Type III (EPD) environmental claims, Communication & environmental footprint,
Performance indicators and reporting, Sustainability Reporting Frameworks-corporate social review.
SUGGESTED READINGS
1. Gittell, R., Magnusson, M., & Merenda, M. (2012). Sustainable Business Cases. Saylor Academy,
Washington, Creative Commons
2. Rainey, D. L. (2010). Sustainable business development: Inventing the future through strategy,
innovation, and leadership. Cambridge university press
3. Kopnina, H., & Blewitt, J. (2018). Sustainable business: Key issues. Routledge.
Open Elective Course for B.Tech
Basics of Consumer Behavior L-T-P : 3-1-0
COURSE OUTCOMES (CO):

After successful of completion of this course, the students shall be able
1. To understand the concepts of Consumer Behaviour
2. To study the Individual Determinants of Consumer Behaviour
3. To know the Group Determinants of Consumer Behaviour
4. To learn the Communication and Persuasion process
5. To explain the Models of Consumer Behaviour
COURSE CONTENT:
Unit 1 Introduction to Consumer Behavior
Nature and importance of CB, Application of CB in Marketing consumer Research Process: Various Methods
and techniques of consumer, research, consumer Research Process, New developments in the field of
consumer research.
Unit 2 Individual Determinants of CB
Motivation: needs/motives & goals, dynamic; perception: Perception. Elements of Dynamics of perception-.
consumer Imagery. Learning: principles, theories. Personality: Theories. Personality and understanding
Consumer diversity. Brand personality, Self & Self-image. Attitude: Structural model of attitude, attitude
formation & Change.
Unit 3 Group Determinants of CB
Reference group influence: types of consumer relevant groups, factors affecting group influence, application
of reference group concept. Family: Functions of family, family decision making, family life cycle (FLQ,
Opinion Leadership and Personal influence, Diffusion of Innovation: Adoption process. Diffusion process
Unit 4 Communication and Persuasion
Components of Communication, the Communication Process, Designing Persuasive Communication
Consumer Decision making Process: -Problem recognition, Information Search and Evaluation, Outlet
Selection and Purchase Post purchase behavior, Customer Satisfaction and Customer Commitment
Unit 5 Models of CB
Traditional Models of Consumer Behavior: Economic, Social and Psychological Contemporary Models of
Consumer Behavior Nicosia, Howard & Sheth, Engel-Kollat Blackwell, Input Process Output Model Industrial
Market& and Consumer Behavior-Meaning, scope and characteristics of industrial buyer, Factors affecting
industrial buying, Participants in Industrial Buying, Industrial buying process.
SUGGESTED READINGS:
[1] Leon Schiffman and Leslie Lasar Kanuk (2002), Consumer Behavior, Pearson Education, India.
[2] Paul Peter et al. (2005), Consumer Behavior and Marketing Strategy 7th edition, Tata McGraw Hill, Indian
Edition
[3] Frank R. Kardes, Consumer Behaviour and Managerial Decision Making, 2nd Edition.
[4] Assel (2008) Consumer Behavior - A Strategic Approach, Biztranza.
[5] Sheth Mittal, (2003) Consumer Behavior- A Managerial Perspective, Thomson Asia (P) Ltd..
Note: Latest version of the book shall be used.

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BBA Syllabus

BBAE### EO Open Elective - - - 4 - - - - - 100

BBA*5## Discipline Centric - - -

Course Course Course of Study L T P C Evaluation (Marks)

Course No. Title of the Course: Course Structure

Unit 2: Investment and Risk Analysis

Unit 3: Biases and beliefs

Unit 4: Information Effects

Unit 5: Overview of Recent Advances in Behavioural Finance

BBAM501 Consumer Behaviour L-T-P : 3-1-0

1. Berman & Evarv: Retail Management, Prentice Hall, Chapter – 13, 17

BBAEDxxx Introduction to Sustainable Business L-T-P : 3-1-0

COURSE OUTCOMES (CO)

Unit 1 : Introduction- Concepts and Rationale

Basics of Consumer Behavior L-T-P : 3-1-0

COURSE OUTCOMES (CO):

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