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To,

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Associate Dean

2. Dr.Suchitra Naik
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Faculty of Commerce & Management,

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Associate Dean
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Faculty of Inter-Disciplinary Studies,

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Associate Dean
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3 Chairman, Board of Studies,

4 The Director, Board of Examinations and Evaluation,

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6 The Director, Department of Information & Communication Technology,
director.dict@mu.ac.in
 BOD – 3/9/2024
12 (7) of M.P.U.A. 2016
Item No. – 7.4 (N)

As Per NEP 2020

Title of the program

A- P.G. Diploma in Management _2024-25
B- Master of Management Studies (Two Year)
C- Master of Management Studies (One Year) -
2027-28

Syllabus for
Semester – Sem I & II
Ref: GR dated 16th May, 2023 for Credit Structure of PG

1
 (As per NEP 2020)

Sr.
No. Heading
Particulars
1 Title of program
MP - 1
O: _____________A A P.G. Diploma in Management

MP - 1
O: _____________B B
Master of Management Studies (Two
Year)
Master of Management Studies (One
MP -1
O: _____________C C Year)
2 Eligibility A As per the directives of the Directorate
MP - 2
O: _____________A
of Technical Education, Government of
Maharashtra [Bachelor's degree
awarded by a recognized University as
per National Credit Framework (N.Cr.F)
2023 with Academic Level 5.5 &
appeared for MAH-MBA/MMS CET /
CMAT/ CAT as prescribed / notified by
CET Cell/ARA/DTE for that particular
academic year.

MP - 2
O: _____________B
B As per the directives of the Directorate
of Technical Education, Government of
Maharashtra [Bachelor's degree
awarded by a recognized University as
per National Credit Framework (N.Cr.F)
2023 with Academic Level 5.5 &
appeared for MAH-MBA/MMS CET /
CMAT/ CAT as prescribed / notified by
CET Cell/ARA/DTE for that particular
academic year.

2
 MP - 2 C As per the directives of the Directorate
O: _____________C
of Technical Education, Government of
Maharashtra for that particular year
[With minimum requirement being
Graduate with 4 year U.G. Degree
(Honours / Honours with Research)
with Specialization in any discipline
subject or passed equivalent Academic
Level 6.0]
OR
Graduate with four years UG Degree
program (Honours / Honours with
Research) with 18 credits in Minor
subject].

3 Duration of program A 1 Year

MP -1
R: ______________ B 2 Year
C 1 Year
4
MP - 2
R: ______________ Intake Capacity As per the Approval of AICTE and the
Directorate of Technical Education,
Government of Maharashtra
5 MP - 3
R: ______________Scheme of NEP
Examination 40% Internal
60% External, Semester End Examination
Individual Passing in Internal and External
Examination
6 Standards of Passing
MP -4
R: ______________ 50%

7 Credit Structure
MP-5A
R: ______________
R: MP - 5C Attached herewith

R: MP - 5B R: MP - 5D
Semesters A Sem. I & II
8
B Sem. I, II, III & IV

C Sem. I & II

3
 Program Academic Level A 6.0
9
B 6.5

C 6.5
10
Pattern Semester
11 New
Status
12 To be implemented from Academic A
Year Progressively B 2024-25
C 2027-28

Sign of the BOS Sign of the Sign of the Sign of the

Chairman Offg. Associate Dean Offg. Dean Offg. Dean
Dr. Smita Shukla Prof. Dr. Kishori J. Bhagat Dr. Kavita Laghate Prof. Shivram S. Garje
Chairman Department of Commerce Department of Faculty of Science &
BOS in MMS and Management Commerce and Technology
University of Mumbai Management
University of Mumbai

4
 As per NEP 2020
for

Master of Management Studies (MMS)

Semester I & II

2 Years full-time Masters Degree

Program in Management

(Effective from the academic year 2024-25)

5
Name of the Program: MASTER OF MANAGEMENT STUDIES (MMS)

Nature of the Program: MMS (Master of Management Studies) is a 2 year Full-time

Master’s Degree course of University of Mumbai.

Eligibility Criteria: As per the directives of the Directorate of Technical Education,

Government of Maharashtra

Preamble
Technological advancements, innovations, and socioeconomic shifts all become

influencing factors in management education. In order to ensure that management

students are able to attain necessary levels of industry relevant knowledge, skills and

practical outlook, it is necessary to incorporate emerging industry practices in

instructional process. The management students are also expected to benefit from short-

term live projects, field projects, On-the-job training opportunities, industry internships

and research projects as these can provide students an understanding of the industry

environment and working methods. It is also increasingly expected to that management

studies should be able to equip the management students to launch their own start-ups

and to become entrepreneurs. Hence, in view of above, revision in curriculum of Masters

in Management Studies becomes pertinent.

The AICTE Model Curriculum standards have been taken into account by integrating

pertinent new topics into all of the program's specializations. Additionally, adherence to

the National Higher Education Qualification Framework 2023 (NHEQF 2023) and

National Education Policy 2020 (NEP 2020) principles, which place a strong emphasis

on developing skills through projects and practical work that outlines the goals and

learning outcomes for each topic also have been taken into consideration. The revised

curriculum has incorporated the opportunity for multiple entry and exit based on NHEQF

guidelines.

6
Revised curriculum places a high focus on quantitative and analytics techniques for

aiding the students in comprehending corporate practical knowledge as well as the

patterns and interpretation of massive amounts of data through business analytical tools.

Need for Revision and Restructuring of the MMS Curriculum:

Post Covid-19, human resource favour hybrid or remote work arrangements. A few

traditional theories of organizational behaviour, HR, and recruitment are still clinging hard

to the past. The new wave of fin-tech companies has been fiercely competing with banks.

Automated and custom-made manufacturing is replacing the traditional manufacturing

practices. Marketing has changes with strengthening of social media, influences and

digital content creators, integration of AI and ML in marketing practices.

In addition, the transdisciplinary, pragmatic, and ethical concerns and issues that

business leaders encounter today need to be woven as part of curriculum design and

learning in the MMS program. The MMS program requires rebalancing to connect the

hard and soft abilities that have become very pertinent for managers. The curriculum

needs to capture following:

 Shifting aspects of enterprises and economies globally

 Technological advancement and market dynamics

 The emergence of new companies and business models

 Emphasis on experiential and application-oriented learning

 Matching stakeholders' expectations, including those under NEP 2020 and NHEQF

7
Program Outcomes - MMS Program:

PO1: Apply knowledge of management theories and practices to solve business

problems

PO2: Foster analytical and critical thinking abilities for data-based decision-making

PO3: Ability to develop value based leadership ability

PO4: Ability to analyse and communicate global, economic, legal, and ethical aspects of

business

PO5: Ability to lead themselves and others in the attainment of organizational goals

contributing effectively to team environment

Structure of the Revised MMS Curriculum

The courses under the revised structure and curriculum fall under two categories

Mandatory and Electives (choice for students within specializations) leading towards

specialization. The electives component provide flexibility for adoption of new courses

that nurture professional competencies. In addition to the above, the curriculum also

provides hands on learning opportunities through OJT, Field Projects, internships and

industry and society relevant research projects.

The Learning levels expected to be attained as per Bloom’s Taxonomy: under curriculum

are: L1: Remembering; L2: Understanding; L3: Applying; L4: Analyzing; L5: Evaluating,

and; L6: Creating.

Teachers are expected to impart knowledge along-with traditional teaching through new

and innovative pedagogical approaches like Field Work, Workshops, Mentoring

Sessions, Assignments, Quizzes, Live Projects, Case Studies, Presentations,

8
Simulations, Industrial Visits, Use of statistical software and other data analysis and

application tools, Inculcation of industry specific skills and training & development

sessions through co-curricular activities.

The Formative Assessment and Summative Assessment to be in Ratio – 40:60. The

suggested Formative Assessment pattern: Class Participation 10 Marks and remaining 30

marks based on minimum of 3 other assessment formats (Mid-term Test; Individual / Group

presentations; Role-plays; Assignments; Projects; Case Study analysis; Quiz; any other

innovative evaluation methodology). It must be ensured that all Course Outcomes across

courses should be covered in the Formative and Summative Assessment process.

The MMS program structure is as follows:

9
 MMS Program Structure
Year Level Semester Major R OJT/F R Cu Degree /
Diploma
M P P m.
Cre.

Mandatory Elective

(Sub.*Cr.) (Sub.*C
r.)

Semester 22 4 - - - 26 PG

I Diploma
(3*4+5*2) (2*2)
in
Manage
Semester 14 4 4 4 - 26 ment
II after 3
(2*4+3*2) (2*2)
year UG
Degree
Cumulative Credits FY 36 8 4 4 - 52

Exit Option: PG Diploma with additional 4 credits of OJT

Semester 6 12 - 8 - 26
III
(1*4+1*2) (6*2)

PG
Degree
after 3
Semester 6 12 8 26
year UG
IV
(1*4 + 1 (3*4) Degree
Seminar
*2)

Cumulative Credits SY 12 24 - 8 8 52

Cumulative Credits FY+SY 48 32 4 12 8 104

FYMMS Syllabus Outline

Outline of Semester I
10
 Semester I

Mandatory Courses

Sr. Course Type Course Number of Number of IA / UA*

No. Credits 90 minutes
sessions

1 Mandatory - Fundamentals of 2 20 IA
General Management
Management Theory and Practice

2 Mandatory - Business Statistics 2 20 IA

Quantitative
Techniques

3 Mandatory - Managerial 2 20 IA
Economics Economics

4 Mandatory - Financial 2 20 IA
Finance Accounting for
Business

5 Mandatory - Organizational 2 20 IA
Human Behaviour
Resource

6 Mandatory - Fundamentals of 4 40 IA
Marketing Marketing

7 Mandatory - Operations 4 40 IA
Operations Management

8 Mandatory - Information 4 40 IA
Systems Technology for
Business

Elective Courses (Any Two)

11
 1 Elective Managerial 2 20 IA
Communication

2 Elective Creativity and 2 20 IA

Design Thinking

3 Elective Legal and Tax 2 20 IA

Aspects of Business

4 Elective Bhartiya 2 20 IA
Management

*IA – Internal Assessment; UA – University Assessment

Outline of Semester II
Semester II

Mandatory Subjects

Sr. Course Type Course Number of Number of IA / UA*

No. Credits 90 minutes
sessions

1 Mandatory - Business Research 4 40 IA

General Methods
Management

2 Mandatory - Corporate Finance 4 40 IA

Finance

3 Mandatory - Human Resource 4 40 IA

Human Management
Resource

4 Mandatory - Application of 2 20 IA
Marketing Marketing Theory
and Practise

5 Mandatory - Decision Models in 2 20 IA

Operations Management

12
 6 Mandatory - Information 2 20 IA
Systems Systems and
Digital
Transformation

7 OJT / Field 4 - IA
Project OJT / Field Project

Electives – Any Two

1 Elective Entrepreneurship 2 20 IA
Management

2 Elective Economic 2 20 IA
Environment and
Policy

3 Elective Business Analytics 2 20 IA

4 Elective Cost and 2 20 IA

Management
Accounting

5 Elective Foundations of 2 20 IA
Strategy

*IA – Internal Assessment; UA – University Assessment

Suggested Workshops

Semester I:
1. Basic Software Tools: MS Excel & Advance Excel
2. Personality Development, Grooming & Presentation Skills Training

Semester II:
1. Advanced Software Tools: Power Bi, Tableau, R Programming, SPSS
2. Social Media Marketing
Curriculum Content (Semester I & Semester II)

13
SEMESTER - I......................................................................................................................... 15
Mandatory Course 1: Fundamentals of Management Theory and Practice ................... 16
Mandatory Course 2: Business Statistics ........................................................................ 19
Mandatory Course 3: Managerial Economics .................................................................. 22
Mandatory Course 4: Financial Accounting for Business .............................................. 26
Mandatory Course 5: Organizational Behavior ................................................................ 29
Mandatory Course 6: Fundamentals of Marketing ........................................................... 33
Mandatory Course 7: Operations Management ............................................................... 36
Mandatory Course 8: Information Technology for Business .......................................... 41
Elective Course 1: Managerial Communication ............................................................... 44
Elective Course 2: Creativity & Design Thinking ............................................................. 49
Elective Course 3: Legal and Tax Aspects of Business .................................................. 52
Elective Course 4: Bhartiya Management ........................................................................ 54
SEMESTER - II........................................................................................................................ 57
Mandatory Course 1: Business Research Methods ........................................................ 58
Mandatory Course 2: Corporate Finance ......................................................................... 63
Mandatory Course 3: Human Resource Management ..................................................... 66
Mandatory Course 4: Application of Marketing: Theory and Practice............................ 69
Mandatory Course 5: Decision Models in Management .................................................. 72
Mandatory Course 6: Information Systems and Digital Transformation ........................ 75
Mandatory Course 7: OJT / Field Project ......................................................................... 78
Elective Course 1: Entrepreneurship Management ......................................................... 80
Elective Course 2: Economic Environment and Policy ................................................... 83
Elective Course 3: Business Analytics ............................................................................. 87
Elective Course 4: Cost and Management Accounting ................................................... 90
Elective Course 5: Foundations of Strategy .................................................................... 92
MMS Program - Guidelines under 10-point grading system .............................................. 98
Examination / Assessment and Grading: ......................................................................... 98
(I) Mode of Assessment of Theory courses: ................................................................. 98
(II) Mode of Evaluation of Projects ................................................................................ 99
(III) Mode of Evaluation of OJT ...................................................................................... 99
(IV) Grading of Performance ........................................................................................ 100
(VI) Standard of Passing & ATKT: ............................................................................... 105
Suggested Question Paper Format................................................................................. 112

14
SEMESTER - I

15
Mandatory Course 1: Fundamentals of Management Theory and
Practice
Course Credits: 2
Course Outcomes:

● CO1: Understand the relationship between organization vision, mission, values

and Objectives
● CO2: Apply the concepts and frameworks to business contexts
● CO3: Analyze the impacts of internal and external environment of a firm on its
responses
● CO4: Evaluate issues in planning, organizing, leading and controlling functions
of management
● CO5: Create a plan to address contemporary organizational issues based on the
frameworks and theories covered.

Unit / Content CO Hours

Module Mapping Assigned

1 Personal aspirations: vision, mission, values; Personal CO1 3

aspirations: vision, mission, values; Differences in
Vision, mission amongst different kinds of organisation
and types of environments they operate in; Models of
motivation

2 Framework of analysing aspirations - Campbell & Yeung CO1, CO2 3

model; Coherence and alignment of organisation
aspirations; Link between aspiration and business
performance

3 Business environment: CO2, CO3 3

Operating in a Pluralistic Society, Technological and
Innovative Environments

4 Social responsibility and Ethics: Ecological CO2, CO3 3

Environment, Social Responsibility of Managers, Ethics
in Managing - An Integrative Approach

16
 5 Planning, decision making & their impact: Types of CO1, CO2, 3
Plans, Steps in Planning Objectives, Evolving Concepts CO3
in Management

6 Elements of organising: The Nature of Organizing, CO2, CO3, 3

Entrepreneurship and Reengineering, Formal and CO4
Informal Organizations, Organizational Division: The
Department, Organizational Levels and the Span of
Management

7 Managing change: Managing Change, Organizational CO2, CO3, 3

Conflict, Organization Development, The Learning CO4
Organization

8 Leadership: Ingredients of Leadership, Trait CO2, CO3, 3

Approaches to Leadership, Charismatic Leadership CO4
Approach, Leadership Behaviour and Styles,
Situational, or Contingency, Approaches to Leadership

9 Organization controls: The System and Process of CO2, CO3, 3

Controlling, The Basic Control Process, Business CO4
Analytics, Critical Control Points, Standards, and
Benchmarking, Control as a Feedback System, Real-
Time Information and Control

10 Contemporary issues in management practice CO3, CO4, 3

CO5

Textbooks:
1. Essentials of Management, by Harold Koontz and Heinz Weihrich. 10th ed

Reference Books:
1. In Search of Excellence, Tom Peters
2. Made in Japan, Akio Morita
3. The Asian Miracle, Michael Schuman

17
 4. Get Better or Get Beaten, Jack Welch
5. Principles of Management, Peter Drucker
6. People and Performance, Peter Drucker

Suggested Pedagogy -
1. Lectures and discussions
2. Case studies
3. Book presentations of recommended readings

18
Mandatory Course 2: Business Statistics
Course Credits: 2
Course Outcomes:

● CO1. RECALL the basic terminologies related to the concepts of Business

Statistics
● CO2. UNDERSTAND statistics as a crucial tool for data analysis and making
justifiable business decisions
● CO3. MAKE USE OF appropriate data to calculate statistical measures for
solving business problem
● CO4. ANALYZE the data and draw inferences from statistical findings for various
business solutions
● CO5. COMPARE the results of statistical tests for taking informed business
decisions
● CO6. DEVELOP a statistical report for a given business situation

Unit / Content CO Hours

Module Mapping Assigned

Introduction to Statistics CO1

Types of variables (dependent, independent,
1 3
mediating, moderating, extraneous, discrete,
continuous), charts and graphs

Descriptive Statistics CO1,

Measure of Central Tendency, Measure of variability, CO2
2 3
Interquartile Range, and Dispersion, Measure of
shapes (Kurtosis and Skewness)

Probability & Permutations & Combinations CO2

Introduction to the concept of probability and
permutations and combinations, Axioms, Addition and
3 3
Multiplication rule, Theories of Probability, Types of
probability, Independence of events, probability tree,
Bayes’ Theorem

19
 Probability Distribution CO2,
Concept of Random variable, Probability distribution, CO3
Expected value and variance of random variable,
4 3
conditional expectation, Binomial distribution and its
business application, Poisson and its business
application, Normal and its business application

Sampling and Estimation CO3,

Sampling Distribution, Types of sampling, Central Limit CO4
5 3
Theorem, Estimation- Point estimation , Interval
estimation

Hypothesis Testing CO3,

Introduction to Hypothesis testing, Importance of CO4
6 significance level (confidence level), margin of error, 3
type I error and type II error, criteria for selection of right
test

Parametric Test CO4,

Univariate -Z test, one sample t-test significance CO5
7 3
Bivariate - T-test (paired and independent), Pearson’s
correlation, simple linear regression, one way-ANOVA

Non-parametric Test CO4,

Univariate - Chi-square goodness for fit for uniform CO5
distribution
8 3
Bivariate - Spearman's rank correlation, mann-whitney
U test, Wilcoxon sign paired rank test, Chi-square test
of independence

Multivariate Analysis CO2

Overview of multiple Regression, Factor analysis,
9 3
Multi- dimensional scaling and Discriminant Analysis
(Theoretical Concepts only)

Practical CO4,
10 3
CO5,

20
 Students should apply the statistical hypothesis testing CO6
on assumed/ hypothesized data using statistical
software’s

Text Books:
1. Ken Black, Business Statistics for Contemporary Decision making, Wiley, Latest
Edition
2. Sanjiv Jaggia, Alison Kelly Business Statistics, McGraw Hill, Latest Edition
3. Richard I. Levin and David S., Rubin Statistics for Management, Pearson, Latest
Edition
4. D. P. Apte, Statistics for Managers, Excel, Latest Edition
5. Gerald Keller & Hitesh Arora, Business Statistics, Cengage, Latest Edition

Reference Books:
1. Joseph Francis, Business Statistics, Cengage, Latest Edition
2. T N Srivastava and Shailaja Rego, Statistics for Management, TMH, Latest Edition
3. K. B. Akhilesh& S. B. Balasubrahmanyam, Mathematics and Statistics for
Management Vikas
4. Naval Bajpai, Business Statistics, Pearson, Latest Edition
5. D. P. Apte M. S., Excel: Statistical Tools for Managers, Excel, Latest Edition
6. Qazi Zameerudin, Vijay K. Khara, S. K. Bhamri, Business Mathematics, Vikas,
Latest Edition

21
Mandatory Course 3: Managerial Economics

Course Credits: 2
Course Outcomes:

● CO1: Remember and explain the basic concepts of Managerial Economics (L1,
L2)
● CO2: Explain different concepts like consumer behaviour, Utility analysis demand,
supply, production, cost and revenue, etc. (L1, L2)
● CO3: Apply the principles of Managerial Economics in business decisions for
attaining objectives of the firms. (L4, L5)
● CO4: Analyze and Evaluate the competitiveness in the different market and
decide on pricing and other policies. (L4, L5)

Unit / Content CO Hours

Module Mapping Assigned

1 Introduction: CO1 3
Concept of Economy, Economics, Microeconomics,
Macroeconomics. Nature and Scope of Managerial
Economics, Managerial Economics and decision-
making - The basic process of decision making;
Concept of Firm, Market

Objectives of Firm:
Profit Maximization Model, Economist Theory of the
Firm, Cyert and March’s Behavior Theory, Marris’
Growth Maximisation Model, Baumol’s Static and
Dynamic Models, Williamson’s Managerial
Discretionary Theory

2 Consumer Behaviour & Utility Analysis: Cardinal CO2 2

utility approach, equi-marginal utility principle, ordinal
utility analysis.

22
3 The Basics of Demand and Supply: Determinants CO2, 4
of Demand / Supply, Law of Demand and Supply, CO3,
Individual Demand / Supply and Market Demand CO4
/Supply, Exception to Law of Demand;
Determinants of Supply, Change in Demand / Supply,
market mechanism and price determination, Impact
of Price Ceiling & Price Floor
Demand forecasting:
Significance of demand forecasting, Various
approaches to demand forecasting

4 Elasticity of Demand and Supply: CO3, 3

The concept of elasticity of demand, Types of CO4
elasticity of demand, types of price and income
elasticity of demand, factors affecting elasticity of
demand. Elasticity of supply, factors determining
elasticity of supply.

5 Production Function: CO2, 3

Production function, Law of Diminishing Marginal CO3,
Return (short run), Laws of Returns to scale (long CO4
run), Isoquant, Optimization analysis.

6 Cost Analysis: CO2, 3

Types of cost, Estimation of cost function, Cost- CO3,
output analysis - Short run cost curves & Long run CO4
Cost curves, traditional theory of cost, modern theory
of costs, Learning Curve, Economies of Scale; Break-
Even Analysis; Determination of Break-even level,
Breakeven chart

7 Revenue Analysis: CO2, 3

Revenue concept, Relation between price and CO3,
revenue under perfect competition and imperfect CO4
competition.

23
 8 Market Structure 1 - Perfect and monopoly CO4,CO5 3
competition:
Short run equilibrium of the competitive firm, long run
equilibrium of the firm and industry.

Monopoly:
Types & Sources of monopoly, Monopoly Power,
monopoly equilibrium in short run, Long run monopoly
equilibrium, Monopoly wisdom.

9 Markets Structure 2 – Oligopoly Monopolistic CO4,CO5 3

Competition:

Oligopoly - Kinked demand curve, Cournot’s

Oligopoly model, Game Theory application in
Oligopoly, Cartels

Monopolistic Competition - Product differentiation,

Selling cost & advertising outlay, equilibrium output
and price under monopolistic competition

10 Price Discrimination: CO4,CO5 3

Forms of price discrimination, degree of
discrimination, Dumping, economic effects of price
discrimination, Other pricing strategies.

Text Books:
1. Managerial Economics: Theory and applications: D.M.Mithani-Himalaya
Publishing House.
2. Managerial Economics- Prof.A.K.Seth and Dr.Shalini Devi-International book
house pvt.ltd
3. Managerial Economics- Suma damodaran-Oxford university press.
4. Managerial Economics- principles and worldwide applications- Dominick
Salvatore- Oxford university press
5. Managerial Economics- Dr.S.L.Gupta-International book house pvt.ltd

24
Reference Books:
1. Wilkinson, N. and Klaes M. 2018. An Introduction to Behavioral Economics (3 rd
ed.)
2. Managerial Economics, Mote, Paul and Gupta, T M H, New Delhi.
3. Managerial Economics - Analysis, Problems and Cases, P.L. Mehta, Sultan
Chand Sons, New Delhi.

25
Mandatory Course 4: Financial Accounting for Business
Course Credits: 2
Course Outcomes:

● CO1: Acquire the basic knowledge on accounting concepts and conventions,

Accounting Standards, components of the financial statements and notes to
accounts.
● CO2: Understand and explain the components of corporate financial statements
and corporate annual reports.
● CO3: Analyze the movement of Assets, Liabilities, Income and Expenses in the
financial statements across the previous year and current year.
● CO4: Apply Accounting Standards, GAAP, IFRS and Concepts to the Financial
Statements.
● CO5: Create Financial Statements with basic adjustments and analyse the
impact of transactions and adjustments on the Income Statement, Balance
Sheet and Cash Flow Statement.

Unit / Content CO Hours

Module Mapping Assigned

1 Introduction to Financial Accounting- Meaning and CO1 1

concept of accounting, Need for accounting, Users of
financial statements, Forms of business organization,
Accounting and the form of business organization,
Branches of accounting and interrelationship –
Financial Accounting, Cost and Management
Accounting, and Corporate Finance, Indian Accounting
Standards, GAAP and IFRS.

2 Accounting Cycle-The Recording Stage, The CO1 1

classification stage, Verification of the correctness of
the ledger accounts, The summarizing stage,
Restarting the cycle

26
3 Accounting concepts and conventions – with Emphasis CO2 & 1
on Dual Aspect Concept- Accounting Equation. CO3

4 Accounting process - the recording stage, CO4 1

Two aspects of accounting transactions,

Debit and credit of a transaction

Specimen / format of journal

5 Accounting process - the classification stage CO4 1

Meaning and need for classification, Specimen / format

of ledger, Posting, Balancing an account, Trial
Balance.

6 Accounting process - Financial Statements- Vertical CO5 10

Statements.

· Part I – Balance Sheet

· Part II – Statement of Profit and Loss

· Notes to Accounts

· Part iii- general instructions for the preparation

of consolidated

Financial statements

7 Adjustments on Inventory, Outstanding and Prepaid CO4 3

Income and Expenses, Depreciation and Fixed Assets
schedule

8 Income measurement- Revenue recognition and CO3 2

measurement, Capital and revenue items, Deferred
revenue expenditure.

27
 9 Banking Financial Statements and Insurance CO2 2
Company Financial Statements

10 Cash Flow Statement CO5 3

11 Corporate Financial Reporting – Reading of Annual CO2 2

Report, Governance Report, Presentation and analysis
of audit reports and directors report and Analyst
Presentations and Podcasts[ST1]

12 Presentations /Vivas/ Internal Assessments of CO5 3

students

Text Books

1. Financial Accounting: Text & Cases by Dearden and Bhattacharya Accounting:

Text and Cases by Robert Anthony
2. Financial Accounting for Management by Dinesh D Harsolekar
3. Financial Accounting by R. Narayanaswamy
4. Financial Accounting by S.N Maheshwari, Suneel K Maheshwari, Sharad.K.
Maheshwari
5. Introduction to Financial Accounting, 11e by by T. Horngren Charles , L. Sundern
Gary, A. Elliott John , R. Philbrick Danna.

Reference Books

1. Financial Accounting –Text and Cases – Dearden and Bhattacharyya

2. Accounting & Finance for Managers – T P Ghosh
3. Financial Accounting - Reporting & Analysis – Stice and Diamond
4. Financial Accounting and Analysis by Narendra L Ahuja and Varun Dawar

28
Mandatory Course 5: Organizational Behavior
Course Credits: 2
Course Outcomes:

● CO1: Students shall be able to relate to others effectively and demonstrate the
importance of interpersonal skills in the success of their professional and personal
life. (Level 1 & 2)
● CO2: Students shall analyze and interpret how and why people behave in a
certain manner and predict the impact of such behavior as individuals or teams
on their individual performance, performance of their team and performance of the
organization as a whole. (Level 4, 5, 6)
● CO3: Students shall be equipped to predict and manage the patterns of
interpersonal relations in the organization and adapt their behavior as per the
demands of the organization for the healthy work environment. (Level 6)
Unit / Content CO Hours
Module Mapping Assigned

1 Introduction to OB CO1 2
● Origin, Nature and Scope of Organizational
Behavior
● Relevance to Organizational Effectiveness and
Contemporary Issues.

2 Personality CO1 4
● Meaning and Determinants of Personality
● Process of Personality Formation
● Personality Types
● Assessment of Personality Traits for Increasing Self
Awareness

3 Perception, Attitude and Value CO2, 4

● Perceptual Processes, Effect of Perception on CO3
Individual Decision-Making, Attitude and Behavior.
● Sources of Value

29
 ● Effect of Values on Attitudes and Behavior.
● Effects of Perception, Attitude and Values on Work
Performance.

4 Motivation Concepts CO1, 3

● Motives CO2,
● Theories of Motivation CO3
● Their Applications for Behavioral Change.

5 Group Dynamics & Teamwork CO2, 4

● Work Groups, Formal and Informal Groups and CO3
Stages of Group Development.
● Concepts of Group Dynamics, Group Conflicts and
Group Decision Making.
● Team Effectiveness: High Performing Teams,
Team Roles, Cross Functional and Self-Directed
Teams

6 Organizational Design CO3 4

● Structure, Size, Technology
● Hybrid Work Structures
● Environment of Organization;
● Organizational Roles: -Concept of Roles; Role
Dynamics; Role Conflicts and Stress.
● Organizational Conflicts

7 Leadership CO1, 3
● Concepts and Skills of Leadership CO2,
● Leadership and Managerial Roles CO3
● Leadership Styles and Effectiveness
● Contemporary Issues in Leadership.
● Power and Politics: Sources and Uses of Power;

30
 ● Politics at Workplace
● Tactics and Strategies.
● Defense Mechanism Sources, types and Strategies
to cope-up

8 Self & Stress Management CO1, 2

● What is stress? CO2
● Eustress & Distress
● General Adaptation Syndrome
● A Stress Model- Stressors & stress outcomes
● Potential sources of stress- Environmental factors,
Organizational factors, Personal factors
● Consequences of stress- Psychological,
Physiological, Behavioral.

9 Organizational Culture CO1, 2

● Definition, Characteristics of Organizational Culture CO2,
● Strong Versus Weak Culture CO3
● Functions of Organizational Culture

10 Organization Development CO1, 2

● Organizational Change and Culture Environment CO2,
● Organizational Culture and Climate CO3
● Contemporary Issues relating to Business Situations
● Process of Change and Organizational
Development

Text Books:
1. Understanding Organizational Behavior – Udai Pareek
2. Organizational Behavior – Stephen Robbins
3. Organizational Behavior – Fred Luthans
4. Uday Kumar Haldar, Leadership and Team Building, Oxford University Press,
New Delhi, 2010.

31
Reference Books:
1. Organizational Behavior by Steven L McShane, Mary Ann Von Glinow & Radha
Sharma
2. Organizational Behavior – L. M. Prasad (Sultan Chand)
3. Organizational Behavior – Meera Shankar – International Book House Ltd
4. Management & Organizational Behavior – Laurie Mullins – Pearson Publications

32
Mandatory Course 6: Fundamentals of Marketing
Course Credits: 4
Course Outcomes:

● CO1: Understand fundamental concepts of marketing management.

● CO2: Apply the frameworks and models to marketing situations.
● CO3: Analyze the marketing environment and its impact on business
● CO4: Evaluate marketing decisions and choose appropriate solutions keeping in
mind organizational opportunities, competition, resources and constraints
● CO5: Create a marketing strategy applying the theories and frameworks

Unit / Content CO Hours

Module Mapping Assigned

Introduction to Marketing:
CO1 3
1 Concept, Understanding the Basics: Transfer Vs
Transactions, Concept of Need, Want and Demand,
Concept of Product and Brand, Scope of Marketing
4C framework, DMU, Product – Company Fit,
CO1, CO2 3
2 Capabilities in R&D, Finance, Manufacturing;
Collaborators, and Competitors; Context.
New 4 Cs' Framework:
CO1, CO2 3
3 Co-creation, Currency, Communal Activation,
Customer Conversation,
Evolution of Marketing:
CO1, CO2 6
4 Evolution of Marketing from Production to
Sustainability & Customer Orientation,
Experience Economy:
CO1, CO2, 3
5 Time as currency, theme from history, religion,
CO3
politics, psychology, art and pop culture;
Types of experiences – educational, entertainment,
aesthetic, escapist.
Marketing Environment: External Environment &
CO2, CO3, 6
6 Internal Environment – Components and
CO4
Characteristics, Need for Analyzing the Marketing
Environment.

33
 Analyzing the Demographic, Economic,
Sociocultural, Natural, Technological, and Political-
Legal Environment (PESTLE, SWOT)
Managing Marketing Information to gain
CO2, CO3, 6
7 customer insights:
CO4
Market Research, Analysing and Using Marketing
Information, Demand Forecasting and Market
Potential Analysis
Marketing Mix – 4P’s:
CO3, CO4 6
8 Product: Definition, classification based on
consumer buying behaviour, levels of involvement
in the buying process, types of benefits; Product
Mix-Definition, Product Line and Dimensions, Line
Stretching Decisions
Product Life Cycle – Market Potential and
CO3, CO4 6
9 Marketing Strategy – Resources commitment as
drivers of PLC; Stages in the PLC; Diffusion of
Innovation, Entry strategies at different stages of
the PLC – Pioneers, follow the leader, segmenters,
Me-too; New Product Development Process
Market Segmentation – Objectives, Need for
CO3, CO4 3
10 Segmentation, Assumptions underline
Segmentations, Criteria for Segmentation;
Segmentation variables – Geographic,
Psychographic, Demographic, Benefits;
Segmentation Analysis – Data Collection, Profiling
the segment, evaluating the segment, selecting
target segment.

Targeting: Long term objectives, Segmentwise

CO3, CO4 3
11 Competitor Capability Matrix – Ability to conceive
and design, ability to produce, ability to market,
ability finance, ability to execute.

34
 Positioning: Target Customers, need for the
CO3, CO4, 5
12 product; Elements of the positioning statements –
CO5
Target market, frame of reference, point of parity,
point of difference, reason to believe your claims;
Criteria for evaluating the positioning statement –
Relevance, clarity, uniqueness, attainability,
sustainability; Marketing Mix linkage to the
positioning statement
5A Framework – Aware, Appeal, Ask, Act,
CO3, CO4 3
13 Advocate; Omni channel.

Field Based Live Projects and Presentations by

CO3, CO4,
14 capturing insights from Markets; 4
CO5
Capstone Case – Starbucks: Delivering Customer
Value (Suggested Case)

Text Books:

1. Marketing Management, 15/16e by Kotler, Keller, Chernev, Sheth, Shainesh,

Pearson Education
2. Fundamentals of Marketing – William Stanton et.al.
3. Essentials of Marketing - Charles W. Lamb, Jr., Joseph F. Hair, Carl McDaniel
4. Business to Business Marketing - Zimmerman

Reference Books

1. Marketing Management, 4e, Russel Winer

2. Essentials of Marketing – William Perrault Jr, Joseph Cannon et al
3. Marketing Management: Text and Cases, SIE – Kasturi Rangan, Rajiv Lal, John
Quelch

35
Mandatory Course 7: Operations Management

Course Credits: 4
Course Outcomes:

● CO1: RECALL basic concepts of operations management and cite its evolution
● CO2: ASSOCIATE the concepts of operations management and connect with
business scenarios
● CO3: APPLY basic principles of operations management in production and
operation functions
● CO4: EXAMINE the problems related to operations management in day-to-day
functioning
● CO5: RECOMMEND solutions to the problems related to operations management
● CO6: PROPOSE innovative solutions related to operations management.

Unit / Content CO Hours

Module Mapping Assigned

Introduction to Operations Management

Meaning, evolution and importance in management,
1 Understanding goods and services, Transformation CO1 3
Process and its types, OM functions, Role of
Operations Manager

Process View of Operations

Process Choice Decisions (Eg. Projects, Job-shop,
flow-shop and continuous flow), Product-process
2 matrix, Process Design (Task, Activity, Process and 3
Value Chain) in manufacturing and service industry, CO3,
Process map (Flow chart), Process Analysis and CO4
Improvement

Facility Location
Factors affecting location decisions, Location
3 3
Planning Models (Center of Gravity, Load-distance, CO3
Factor Rating)

36
 Facility Layout
Types of layout (Product, Process, Cellular
4
Technology, Fixed Position and hybrid) CO2 3
Performance measures for layout design

Inventory Management I
Nature of Inventory (RM, MRO, WIP, FG, GIT), Types
and Function of Inventory (Seasonal, Decoupling,
5
Cyclic, Pipeline, Safety Stock), Inventory Cost CO2 3
(Inventory Carrying, Cost of Ordering, Cost of
Shortages)

Inventory Management II
Inventory Classification (ABC, HML, XYZ, VED, FSN,
6
SDE, GOLF and SOS), Inventory Ordering Policies CO3 3
(EOQ, EPQ, ROP and Quantity Discounts)

Capacity Planning
Definition of Production Capacity, Measurement of
Capacity, Ways of changing capacity, Economies of
7
Scale, Analysing Capacity Planning Decisions (Make CO5 3
or Buy Decisions), Aggregate Planning (Level
Production and Chase Demand Strategy)

Materials Requirement Planning

(Master Production Schedule, Product structure,
8
BOM, Lot Sizing Rule (Lot for lot, Fixed Order CO4 3
Quantity, Periodic Order Quantity)

Sequencing and Scheduling

Scheduling Rules (Shortest Processing Time,

9 Longest, Processing Time, Earliest Due Date), Gantt CO4 3

Chart, Johnson's Rule (N Jobs on Two machine/
Three machine)

37
 Foundation of Quality Management
Gurus - Walter Shewhart, Deming, Juran, Crosby,
10
Ishikawa, Tagochi, Ohno and Shingo, Core elements CO2 3
of Quality, Continuous Improvement, Cost of Quality

Quality in Operations Management

Quality Control, Statistical Quality Control, Statistical
Process Control, Quality Management System
11
(QMS), Quality Assurance, Environment CO2 3
Sustainability Governance, Sustainable Development
Goals, PDCA Cycle (Plan Do Check Act)

Value Engineering: its aims, examples, advantages,

stages, types of values (use, cost, esteem,
exchange), steps of value engineering, value
12 CO3 3
engineering vs value analysis
Value Analysis: Meaning, Stages of Value Analysis,
Merits & Limitations

Introduction to Logistics and Warehouse

Management
Mode of logistics, Vendor Managed Inventory (VMI),
13
software’s for warehouse management (Warehouse CO2 3
Management System- WMS), tools and equipment
for material handling, Automating ware-houses

Operations Strategies in a Global Economy

Contemporary business situation, Competitive
14 3
Priorities, Elements of Operations Strategy, CO5
Operations Strategy in Services, Linking Operations
with marketing

Introduction to Operations Technologies

Types of manufacturing automations, Automated
15 CO2 3
Production Systems, Automation Issues, Business
Applications

38
 Lean Management
Introduction to lean management in manufacturing CO2 ,
16 3
and services, Theory of Constraints (TOC), Business CO3
Applications

Demand Forecasting
Qualitative (Educated Guess, Delphi Method, Survey
of Sales Force, Historical Analogy) and Quantitative
17 methods (Moving Average, Weighted Moving CO4 3
Average, Exponential Smoothening), Short term,
medium term and long term forecasting, forecast
accuracy, Business Applications

Introduction to Supply Chain Management

Information and Material Flows, Supply Chain
18 Components (In-house and out-bound), Supply CO2 3
Chain Structure, Measures of Supply Chain
Performance, Design of Supply Chain

Service Operations Management

19 Nature of Services, Operations Strategies for CO2 3
Services, Challenges in Services

Employee Productivity
Productivity and Human Behavior, Work Method
20 CO2 3
Analysis, Work Measurements, Time Study, Learning
Curves, Employees Health and Safety

Text Books:

1. Operations Management, 9e by Norman Gaither, Cengage Learning

2. Operations management, 13e by William J Stevenson, McGrawHill

3. Operations Management: Theory and Practice, 3e, B. Mahadevan, Pearson

39
Reference Books:

1. Production and Operations Management-S N Chary, Tata McGraw Hill

2. Production and Operations Management- Chunawalla & Patel, Himalaya
Publishing
3. Operations Management for Competitive Advantage-Chase & Jacob, McGraw-Hill

40
Mandatory Course 8: Information Technology for Business
Course Credits: 4
Course Outcomes:

● CO1: Acquire the knowledge on information Technology, and its functional

perspectives.
● CO2: Understanding the emerging trends of information technology, the
Information Technology Infrastructure and its role to changing Business
environment.
● CO2: Analyzing the emerging trends of information technologies and its integration
to business application across the functions and verticals of the industry.
● CO4: Apply the knowledge of data management and data analytics tools to solve
the business problems
● CO5: Develop and Design Various Information Technology strategies for
successful digital transformation.

Unit / Content CO Hours

Module Mapping Assigned

1 Introduction to Information Technology in Business CO1, 6

CO2
Overview of IT infrastructure and its role in business
operations.

Emerging trends and technologies in Information

Technology

2 Big Data Management, Data Analytics and Business CO2, 8

Intelligence CO4,
CO5
Introduction to database, data mining, Data
warehouse, data analytics tools and techniques and
big data management.

Business intelligence for decision-making and

competitive advantage

3 Telecommunication, Wireless Technology, Cloud CO2, 10

Computing and Virtualization CO3

41
 Introduction to Telecommunication, the Internet and
wireless Technology

Cloud computing models (IaaS, PaaS, SaaS) and

their business applications.

Virtualization technologies and their benefits in

business operations.

4 E-Business & Digital Transformation Strategies CO1, 8

CO4,
Introduction to E-commerce & E –Business, Digital CO5,
Markets and Digital Goods CO6
Understanding digital transformation and its impact
on businesses.

Case studies on E-Business & successful digital

transformation initiatives.

5 IT Governance and Compliance & Ethical and social CO1, 8

issues CO2,
CO3
IT governance frameworks and their implementation.

Ethical and social issues in Information Technology

Compliance and regulatory issues in IT

management

6 Privacy & Cybersecurity and Risk Management CO2, 8

CO4,
Fundamentals of Privacy Issues & cybersecurity in CO5,
business environments. CO6
Risk assessment and management strategies

8
7 Business Applications of IT

Business application of Information Technology

across function and Verticals of the Industry

Enterprise resource planning (ERP) systems and

their implementation.

Case studies on Business Application of Information

Technology

42
 8 Emerging Technologies and Innovation 4

Exploration of emerging technologies such as

Artificial Intelligence, (AI), ML, IoT, and Blockchain,
Digital Payments, Mobile Computing, Social Media

Innovation management and fostering a culture of

innovation in IT.

Text Books:

1. Introduction to Information Technology: Turban , Rainer Potter

2. Management Information Systems for the Information Age (9e) by Maeve
Cummings. McGraw-Hill/Irwin (2012).
3. Management Information System- Managing the Digital Firm by Laudon and
Laudon.
4. Information Technology for Management by Dr Chandrahauns R Chavan & B Lal
Universal Publication, Mumbai
5. Principal of Information System by Ralph M. Stair and Georg Reynold.

Reference Books:

1. Digital Business by Dr Chandrahauns Chavan , KBI International, Mumbai

2. A Management Information Systems by O’Brien, James. Tata McGraw Hill, New
Delhi,
3. Introduction to Financial Technologies FINTECH, By Dr Chandrahauns Chavan &
Atul Patankar , Pearson Publications
4. Elements of Systems Analysis and Design by Marvin Gore. Galgota Publications.
5. MIS a Conceptual Framework by Davis and Olson.
6. Analysis and Design of Information Systems by James Senn.
7. Information Systems Today by Jessup and Valacich. Prentice Hall India.
8. Management Information Systems by Jaiswal and Mittal. Oxford University Press.

43
Elective Course 1: Managerial Communication
Course Credits: 2
Course Outcomes:

● CO1: Ability to use specific and direct language when giving instructions to and
encourage open dialogue and sharing of diverse perspectives to reach mutually
beneficial outcomes.
● CO2: Develop competency to give and receive feedback constructively.
● CO3: Develop listening and comprehension abilities for facilitation in decision
making and problem solving and personal and professional development.
● CO4: Applying effective communication skills for the expression of emotions and
demonstration of empathy to create strong relationships with colleagues and clients
and to foster a collaborative environment.
● CO5: Create effective digital communication such as emails and social media posts
and use video conferencing and collaborative tools to maintain clear
communication with remote team members.

Unit / Content CO Hours

Module Mapping Assigned

Fundamentals of Communication

1 - Introduction and Theory of CO1 3

Communication.
- Definition, Cycle, Models, Strategies,
Channels and Types.
- 7 C’s of Communication.
- Channels.
- Barriers.

44
 Personality Assessment

- Personality Development –

- Self - discovery. CO1,

6
2 CO2,
- Developing a positive attitude.
CO3

- Grooming.

- Career Planning.

- Stress Management.

- Time Management.

3 Listening Skills CO1, 3

- Hearing Vs. Listening CO2,
- Process, Principles, Types, Barriers CO3

Reading and Comprehension Skills

4 - Developing Reading Skills. CO1, 3

CO2,
- Process, types and reading rate
CO3
adjustment.

- Tips for improving reading skills

- Speed Reading

- Reading Comprehension

- Reading Business papers

- Researching for Business

- Review of a book/journal

45
 Developing Effective Writing Skills
- Progression of thoughts /ideas
- Paragraph writing.

5 - Mechanics and Semantics of sentences. CO3, 3

- Writing sentences that communicate
- brevity, clarity, and simplicity. CO4

- Improving the tone and style of sentences.

- Structure of Essays.

Effective Writing Skills

- Paraphrasing
6 - Summarizing CO3, 3
- Note –taking
- Proof - reading CO4
- Editing
- Comprehension
- Precis Writing

Types of Reports -

Purpose and Scope of a Report.

Fundamental Principles of Report Writing.

Corporate Correspondence CO3,

7 - Resume/CV/Profile, Cover Letters, E-mails, CO4, 3

Etiquettes, Netiquettes
CO5
- Appropriate usage of AI Tools

46
 8 Non-verbal Communication CO3,
- Kinesics (body language), Oculesics CO4,
3
(eye contact), Haptics (touch), proxemics CO5
(distance), Chronemics (use of time),
Paralinguistics (vocalics)

9 Presentation Skills CO3, 3

- Public Speaking CO4,
- Audience Analysis CO5
- Delivery Techniques (Impromptu,
Manuscript, Memorized, and
Extemporaneous.)
- Visual Aids (PPTs, infographics, Audio-
Visual Presentations, etc.)

Text Books:

1. Asha Kaul, “Business Communication” - Eastern Economy Edition, Prentice – Hall

of India Private Limited
2. Taylor & Chandra, “Communication for Business: A Practical Approach,” Pearson
3. Singh Nirmal, “Business Communication: Principles, Methods & Techniques, “Deep
& Deep Publications, Delhi
4. Krishna Mohan & Meera Banerji, “Developing Communication Skills” MacMillan
5. Murphy, Hildebrandt & Thomas, “Effective Business Communication,” McGraw Hill.

Reference Texts & Material:

1. The 3 Pillars of Personal Effectiveness by Troels Richte

2. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by
Stephen. R. Covey
3. Doctor & Doctor, “Business Communication,” Sheth Publishers
4. Raman & Singh, “Business Communication,” Oxford University Press

47
 5. Madhukar R.K, “Business Communication, “Vikas Publishing house
6. McKay, Davis 7 Fanning, “Communication Skills, “B. Jain Publishers Pvt. Ltd, New
Delhi

Suggested Pedagogy – Lectures, Audio-Visual Aids, Case Studies, Presentations,

Role-plays, Assignments – Oral and Written

48
Elective Course 2: Creativity & Design Thinking

Course Credits: 2
Course Outcomes:

● CO1: Demonstrate the understanding of critical theories of design, systems thinking,

and design methodologies
● CO2: Demonstrate the understanding of diverse methods employed in design
thinking and establish a workable design thinking framework to use in their practices
● CO3: Conceive, organize, lead and Design interdisciplinary domain while addressing
social concerns with innovative approaches

Unit / Content CO Hours

Module Mapping Assigned

1 Creativity, innovation and design - Core concepts of CO1 3

creativity, design and innovation Creative people,
Creative organizations, & Creativity Impact– Case
Analysis & Discussions Distributed creativity How
diversity and collaboration through networks support
the creativity process

2 Design Thinking Overview: Concept of Design CO1, 3

thinking; Importance of Design Thinking Method; CO2
Design Thinking Skills; Design Thinking Mind-set;
Principles of Design Thinking; Design Think Process
& Stages

3 General Design Thinking Practices: CO1, 3

Listening and Empathizing Techniques; Observation. CO2
Ideation Techniques - Brainstorming, innovation
heuristics, behaviour models, Unpacking; Personas;
Pattern Recognition and Connecting the Dots

4 Visualization Techniques and Diagrams, Use of CO1, 6

Diagrams and Maps in Design Thinking - Exercise: CO2

49
 Create an Empathy Map; Exercise; Create an Affinity
Diagram; Exercise: Create a Mind Map; Exercise:
Create a Journey Map

5 Prototype and Test Techniques; Types of Prototypes; CO1, 3

Forms of Testing in Design Thinking CO2

6 Experiments CO3 6
Designing and executing experiments for value
creation:
Empathize with the Customers and/or Users -
Exercise: Engage the Customer /User; Define the
Problem - Exercise: Define the Point of View; Ideate
- Exercise: Develop Potential Solutions & Feedback
on the Solutions; Prototype Alternate Solutions -
Exercise: Create a Prototype of the Solution &
Review the Prototype and Gain Feedback; Test the
Solutions

7 Moving from ideas to impact CO1, 3

Bring the ideas presented in this course together and CO2
show how organizations can create impact from ideas

8 Cautions and Pitfalls: Assumptions &, Pitfalls, CO1, 3

Cautions in Design Thinking Workgroups – case CO2,
Discussions CO3

50
Text Books:
1. Tim Brown, Change by Design: How Design Thinking Transforms Organizations
and Inspires Innovation, Harper Collins Publishers Ltd.
2. Idris Mootee, Design Thinking for Strategic Innovation, John Wiley & Sons Inc
Reference Books:
1. Brenda Laurel, Design Research methods and perspectives MIT press
2. Terwiesch, C. & Ulrich, K.T., Innovation Tournaments: creating and identifying
Exceptional Opportunities, Harvard Business Press.
3. Ulrich & Eppinger, Product Design and Development, McGraw Hill
4. Bjarki Hallgrimsson, Prototyping and model making for product design, Laurence
King Publishing Ltd

51
Elective Course 3: Legal and Tax Aspects of Business

Course Credits: 2
Course Outcomes:
● CO1: Acquire the basic knowledge of rights and duties under various legal Acts as
a responsible citizen as well as for the business.
● CO2: Understand and explain the consequences of applicability of various laws on
business situations.
● CO3: Develop critical thinking through the use of law cases as a consumer for
protection, as an investor as well as for data security
● CO4: Apply the various provisions of Direct and Indirect taxes for computation of
Taxable Income.
● CO5: Create Income Tax computation for personal as well as for the corporate

Unit / Content CO Hours

Module Mapping Assigned

Business Laws:
The Indian Contract Act, CO1,
1 6
The Sale of Goods Act, CO2

CO1,
Introduction to Companies Act – Important
CO2, 6
2 Provisions
CO3

Laws related to Consumers

CO1,
The Consumer Protection Act
3 CO2, 3
The Right to Information Act
CO3

Finance Laws
CO1,
● Securities Contract Regulation Act
4 CO2, 6
● The Negotiable Instruments Act
CO3

52
 Indian Income Tax Act-
● Computation of Total Income and
CO3
5 Determination of Tax Liability –individuals 6
CO4
● Computation of Total Income and
CO5
Determination of Tax Liability –Corporates

Indirect Taxes
GST
CO2,
6 Custom Act 3
CO3,
CO4

Text Books:
1. Students Guide to Income Tax – Monica Singhania and Vinod Singhania
2. Students Guide to Indirect Taxes – Monica Singhania and Vinod Singhania
3. Legal Aspects of Business – Akhileshwar Pathak
4. Kucchal M. C., Business Law/Mercantile Law, Vikas Publishing House (P) Ltd.: Part
II & Part IV
Reference Books
1. Aggarwal Rohini, Mercantile & Commercial Law, Taxmann
2. Kapoor Gulshan, Business Law. New Age International Pvt. Ltd Publishers
3. Maheshwari & Maheshwari, Principle of Mercantile Law, National Publishing Trust.

53
Elective Course 4: Bhartiya Management
Course Credits: 2
Course Outcomes:

● CO1: Understand the management lessons from ancient Indian philosophy and
texts
● CO2: Applying the contexts from Indian philosophy in management discussion
● CO3: Analysing the Indian philosophical approaches to Leadership, Sarvodaya,
Satyagraha and Trusteeship
● CO4: Evaluating the impact of Indian philosophical approaches in management of
self and life skills
● CO5: Formulate Bhartiya Management Thought for Management Decision making,
Leadership development

Unit / Content CO Hours

Module Mapping Assigned

1 Bharatiya Management - Tenets & Relevance: CO1, CO2 5

A. Tenets of Bharatiya Management : The synthesis
of important dimensions of Indian Culture , Indian
Philosophy & Management
B. Role & Relevance of Self-Management & Social
development; Swami Vivekananda's Four Yoga
(Bhakti, Karma, Jnana & Raja Yoga)
2 Human Values Enrichment & Dimensions of Good CO1, CO2, 5
Governance: CO3
A. Human Values Enrichment: Significance of the
Theory of the Purusarthas ( Dharma , Artha, Kama &
Moksha)
B. Good Governance approach: Bhagvad Gita's
approach on Lokasamgraha & Mahatma Gandhi's
emphasis on Sarvodaya.
3 Management Lessons from Ancient Texts: CO2, CO3, 5
A. Management Insights from Mahabharata - Lessons CO4
of Strategic Management from Mahabharata &
Bhagwat Gita
B. Management Lessons from Arthashastra
C. Management Lessons from Panchatantra

54
 4 Leadership Lessons from Indian Philosophy: CO4, CO5 5
A. Philosophy of Yoga : Patanjali's Yoga
approach on Astanga Marga

B. Saptanga Model of Leadership: Reflections on

Kautilya's Arthashastra

C: Samkhya philosophy, ‘Guna’ concept of Indian

Vedic philosophy

D: Rajarshi Leadership; Indian Philosophy and

Servant Leadership
5 CO4, CO5 5
A. Focus on life Skills Management &
Significance of Indian scriptures
B. Indian Philosophy & context of Social
Responsibility & Sustainable Development.
C. Trusteeship concept of Mahatma Gandhi
D. Practical Application of Indian
Philosophical Principles in Business -
Discussion on Case Studies

Text Books:
1. Management by Values, by Chakraborty S K
2. Values of Ethics for Organization: Theory and Practice,by Chakraborty S. K.
3. Rajarshi Leadership, by S.K. Chakraborty & Debangshu Chakraborty
Reference Books
1. Leadership & Motivation: Cultural Comparisons, by Debangashu Chakraborty, S.
K. Chakraborty
2. Spirituality in Management: Means or End?, by S.K. Chakraborty, Debangshu
Chakraborty
3. Leadership and Power: Ethical Explorations, by S. K.Chakraborty, Pradip
Bhattacharya
4. The Arthashastra - Kautilya (translation by L N Rangarajan), Penguin Books
5. Indian Models of Economy, Business and Management Paperback,
by Kanagasabapathi P, Third Edition, Prentice Hall India Learning Private Limited
6. Economic Sutra: Ancient Indian Antecedents to Economic Thought, by Satish Y
Deodhar, Penguin Portfolio
55
Other Suggested Reading:
1. https://ebooks.inflibnet.ac.in/mgmtp05/chapter/indian-thought-and-management/
2. https://ebooks.inflibnet.ac.in/hrmp01/chapter/246/
3. https://egyankosh.ac.in/bitstream/123456789/92306/1/Unit-9.pdf

56
SEMESTER - II

57
Mandatory Course 1: Business Research Methods

Course Credits: 4
Course Outcomes:

● CO1: Identify research problem and develop research hypothesis on the basis of
review of literature and research design (Understand and apply L2, L3)
● CO2: Construct the research process which includes research flow charts and
organize the various attitude & measurement scales, Questionnaire design, and
various sampling techniques (Apply, L3)
● CO3: Understand the methods of data collection with application in different
research designs and demonstrate knowledge for proper sampling design and data
processing methods (Understand, L2, Apply L3)
● CO4: Apply modern statistical tools as univariate& bivariate analysis, Chi-square,
and ANOVA to analyze and to evaluate the data applying critical thinking abilities
for given research problems/questions (Apply, Analyze and Evaluate, L3, L4, L5)
● CO5: Prepare and Analyze/Evaluate various research reports maintaining ethical
practices to solve business problems. (Analyze L4, Evaluate L5, Create, L6)

Unit / Content CO Hours

Module Mapping Assigned

1 Introduction to Research: What is research, CO1 3

objectives of research, types of research, difference
between basic and applied research, research
approaches, criteria for good research, research
methods vs research methodology, Social research,
social research approaches. Research applications in
social and business sciences, and research process.

2 Research Problem, Literature review and CO1 4

Formulation of Research Hypotheses: what is
research problem, problem selection, necessity of

58
 defining the problem, Management Decision Problem
vs Management Research Problem; Problem
identification process; Components of the research
problem; Objectives of literature review, Use of
literature review, search for related literature, reading
the literature, importance of literature review, sources
of literature, literature review gaps, Types of
Research hypothesis, and important terms. Writing
research proposal- Contents of a research proposal.

3 Research Design: Nature and Classification of CO1 4

Research Designs, need for research design,
features of a good design, research design frame
work, Induction and deduction, Dependent,
independent variables. Exploratory research design,
descriptive, diagnostic research design, Experimental
research design.

4 Sampling: Sample design, Sampling design CO2, 7

process, sampling and non-sampling errors, types of CO3
sampling (probability and non-probability), sample vs [3 hours
census, sample size decision. Determination of session + 4

Sample size- Sample size for estimating population hours field

work for the
mean, Determination of sample size for estimating
selected
the population proportion
research
topic]

5 Attitude Measurement and Scaling: quantitative CO3 4

and qualitative data, classification of measurement
scale, goodness of measurement scale, types of
scale, scale classification base, scaling techniques
(comparative vs non comparative scaling
techniques), and criteria for good measurement.

59
6 Data collection and Data processing: Data CO2, 7
collection: Primary Data; Observation methods, CO3
survey methods, questionnaire, process of
questionnaire, Types of Questionnaires, Process of
Questionnaire Designing; Advantages and
Disadvantages of
Questionnaire Method. Pilot survey, sample
questionnaire, difference between questionnaire and
schedule. Interviews: types of interviews. Secondary
data; classification of data( internal and external
data), research authentication( Methodology check
and accuracy check)
Data processing: Editing Field Editing (centralized in
house editing) Coding- Coding Closed ended
structured Questions, Coding open ended structured
Questions; Classification and
Tabulation of data. Data cleaning, data adjusting.
[Use of SPSS/EXCEL/JASP in Activity Based
Learning is encouraged]

7 Univariate and Bivariate Analysis of Data: CO4 7

Descriptive vs inferential analysis, descriptive
analysis of univariate data
(Missing data, analysis of multiple responses,
grouping large data), descriptive analysis of bivariate
data (cross-tabulation), calculating rank order, data
transformation. Microsoft EXCEL: Working in the
spreadsheet, creating a worksheet
Reliability test- Cronbach alpha
[Use of SPSS/EXCEL/JASP in Activity Based
Learning is encouraged]

8 Testing of Hypothesis: Concepts in Testing of CO4 4

Hypothesis – Steps in testing of hypothesis, Test

60
 Statistic for testing hypothesis about population
mean; Tests concerning Means- the case of single
population; Tests for Difference between two
population means; Use of SPSS in testing
Hypothesis. Parametric and non-parametric test
Z-test, t-test, f-test, One sample test, Two
independent sample test, two related samples test.
[Use of SPSS/EXCEL/JASP in Activity Based
Learning is encouraged]

9 Analysis of variance: The ANOVA techniques, basic CO4 3

principles, one way ANOVA, Two way
ANOVA,ANOCOVA, MANCOVA [Use of
SPSS/EXCEL/JASP in Activity Based Learning is
encouraged]

10 Chi-Square Tests: Chi square test for the Goodness CO4 2

of Fit; Chi square test for the independence of
variables; Chi square test for the equality of more
than
two population proportions [Use of
SPSS/EXCEL/JASP in Activity Based Learning is
encouraged]

11 Data analysis: Statistical analysis, multivariate CO4 6

analysis, correlation analysis, regression analysis,
Principal component analysis. Cluster Analysis [Use
of SPSS/EXCEL/JASP in Activity Based Learning
is encouraged]

12 Research Report Writing and Ethics in research: CO5 6

Need for effective documentation, types of research
report, report preparation and presentation, report
structure, general tips for writing research report,

61
 presentation of data, bibliography and references.
Guidelines for presenting tabular data, Guidelines for
visual Representations.
Meaning of Research Ethics; Clients Ethical code;
Researchers Ethical code; Ethical Codes related to
respondents; Responsibility of
ethics in research
Plagiarism check and understanding consequences
of unethical practices [Suggested Activity Research
paper writing; Use of Plagiarism software]

13. Research Theme Based Research Papers / CO5, 6

Presentation CO6

Text Books:
1. Business Research Methods – Cooper Schindler
2. Research Methodology Methods & Techniques – C.R. Kothari
3. Statistics for Management – Richard L Levin
4. Research Methods for Business: A Skill Building Approach - Uma Sekaran, Roger
Bougie
Reference Books:
1. D. K. Bhattacharya: Research Methodology (Excel)
2. P. C. Tripathy: A text book of Research Methodology in Social Science (Sultan
3. Chand)
4. Saunder: Research Methods for business students (Pearson)
5. Marketing Research –Hair, Bush, Ortinau (2nd edition Tata McGraw Hill)
6. Business Research Methods – Alan Bryman& Emma Bell – Oxford
7. Publications
8. Business Research Methods – Naval Bajpai – Pearson Publications
9. Business Research Methods- S N Murthy and U Bhojanna, Excel books
10. Research Methodology Methods & Techniques – C.R.Kothari and Gaurav Garg,
New age international limited
11. Research Methodology- S.S.Vinod Chandra, S.Anand Hareendran,-Pearson
12. Research Methodology- S.S.Vinod Chandra, S.Anand Hareendran,-Pearson
13. Research Methodology-Dr.Prasant Sarangi-Taxmann Publications pvt.ltd.
14. Business Research Methods- Cooper Schindler, JK sharma-McGraw Hill
62
Mandatory Course 2: Corporate Finance

Course Credits: 4
Course Outcomes:
● CO1: Recall basic terminologies in relation to financial system, sources of finance,
Leverages, Ratio, capital structure, investment decisions, dividends, financial
planning, inventory and working capital management.
● CO2: Explain the concepts & formulas pertaining to corporate finance, financial
system, functions of financial management and financial practices to understand
its relevance in current scenario.
● CO3: Make use of different models, formulas and frameworks related to ratios,
Leverage Analysis, Capital structure, Capital budgeting, Working Capital and
Dividend models.
● CO4: Examine and analyse various corporate financial statements of companies
based on ratios, capital structure, capital budgeting, working capital management
and dividend policies of companies and study its implications on the profits and
valuation of firms
● CO5: Evaluate financial results to take managerial decisions related to financial
planning, capital investments, dividend distribution, choice of capital structure and
working capital decisions.
● CO6: Create an analytical report on capital structure, working capital
management and dividend policy of a public listed company.

Unit / Content CO Hours

Module Mapping Assigned

1 Corporate Finance
Objectives of Corporate Finance CO1, 4
Role and responsibilities of the financial CO2
manager, corporate finance decisions, Functions
of corporate finance, Sources of Finance - Short
Term and Long Term
Goals of firm-profit maximisation v/s Shareholders
wealth concepts of Economic value addition
.market value addition (EVA/MVA)
63
2 Indian Financial system - Financial Markets:
Capital Market (Equity and Debt market), Money CO1, CO2 4
market Financial Intermediaries Financial Assets,
Regulatory system
3 Working Capital Management and Short-Term
Planning: Components of working capital, CO3 6
working capital cycle, Inventory Management,
Receivables Management, Cash Management
4 Financial Planning and Forecasting, Meaning
and importance of financial planning, Preparation CO3, CO4 4
of Pro-forma Income Statement and Balance
Sheet, Computation of external financing
requirements

5 Banking and Financial Institutions types:

Commercial banks, Investment Banks CO2, CO3 4
Understanding banking Finances: Sources,
Deposits, Loans, Advances, NPA, gross net,
Basic overview of BASEL Norms, use of AI in
Banking sector
6 Leverage Analysis: Operating, financial and total CO2, CO3, 4
leverage, Business risk, Operating and financial CO4
Risk and other types of risks
7 Capital Structure, Cost of Capital, WACC, CO2, CO3, 6
Determination of optimal capital structure, CO4,CO5
Decision making based on parameters PE ,ROI,
EBIT and EPS/MPS approach
8 Valuation Concepts: Future values and 4
compound interest; present values; level cash CO2, CO3,
flows: perpetuities and annuities CO4, CO5
Financial needs and suggestions for various
investment options

64
 9 Investment in Capital Assets: Capital budgeting
and estimating cash flows; capital budgeting
CO3,
techniques; multiple internal rates of return
CO4,CO5
Decision making about best alternative project
8 hours
for investment use various evaluation
techniques like
NPV, IRR, PI,ARR, Modified IRR
payback period etc.
10 Dividend policy; Factors affecting dividend CO3,
decision; theories of relevance and irrelevance of CO4,CO5
6
dividend policy Dividend decision models; Walter
model; Gordon model; Walter model MM
approach
Ratio Analysis : Financial performance analysis CO3, 4
11 using Ratios of few companies and banks CO4,CO5
12 Presentations and Assignments CO6 03
13 Presentation and Assignment CO6 03

Text Books:

1. Financial Management – M.Y. Khan and P.K. Jain

2. Financial Management – Prasanna Chandra

3. Financial Management – I. M. Pandey

Reference Books:

1. Principles of Corporate Finance – Myers and Brealey

2. Fundamentals of Financial Management – James Van Horne

3. Fundamentals of Financial Management by Eugene F. Brigham, Joel F. Houston

(2011), South Western (Cengage Learning)

65
Mandatory Course 3: Human Resource Management

Course Credits: 4
Course Outcomes:

CO1: Understanding the importance of the most crucial asset of any business, i.e. Human
Resource and to show how different modern concepts, techniques and practices in the
management of human resources are important in the organizational set-up. (Bloom’s
Taxonomy Level 1 &2)
CO2: Analysing different functions of Human Resource Management which
are important for the organizational effectiveness and to develop an awareness among
the students about the influence of HRM on the business and its’ strategies. (Bloom’s
Taxonomy Level 2, 3, 5 & 6)
CO3: Using the latest theoretical concepts and techniques to examine the problems with
respect to the human resource in an organizational set-up and solve such problems
to build and improve organizational effectiveness. (Bloom’s Taxonomy Level 3, 4 & 6)
CO4: Analysing the relevance and application of ancient Indian Scriptures to HRM
(Bloom’s Taxonomy Level 4)

Unit / Content CO Hours

Module Mapping Assigned

1. Introduction to HRM: Definition, Importance, CO1, 4

Challenges, Models of HRM, Structure and CO2
Functions of HR department.

2. HR Policies: CO2 4
Human Resource Planning: Importance and the
process of Human Resource Planning, Succession
Planning & Job Analysis.

3. Talent Acquisition: Definition, Characteristics, Talent CO2, 6

Acquisition process and methods. CO3

4. Learning and Development: Definition, Importance, CO2, 7

Methods of Learning and Development & Evaluation. CO3

5. Performance Management System: Definition, CO2, 6

Methods of Performance Management System, CO3

66
 Difference between Performance Appraisal and
Performance Management, Errors in Performance
Appraisal, Competency Based PMS.

6. Compensation and Benefits: Definition, Direct & CO2, 6

Indirect Compensation and Types of benefits. CO3

7. HR Accounting and HR Auditing – HR Capital CO3 3

Management

8. Human Resource Information Systems CO3 3

9. Strategic HRM, HR Balance Scorecard & Workforce CO3 4

Diversity

10. Trends in HRM: CO3 8

Definition, Importance and Applications of HR
Analytics.
Definition, Importance, and benefits of AI in HRM.
Green HRM and Sustainability Definition,
Introduction, Benefits of Green HRM and
Sustainability practices, Flexible Work Strategies,
International HRM

11. Industrial Relations: Definition, Importance and CO1, 3

Benefits of IR CO2,
CO3

12. Introduction to Labour Laws and Statutory CO1, 3

Employment Laws. CO2,
CO3

13. Ancient Indian Scriptures and HRM CO4 3

Text Books:
1. Human Resource Management Garry Dessler & Biju Varkkey: Pearson Publication
2. Human Resource Management: K. Aswathappa; Mac Graw Hill Publication
3. Human Resource Management P. Subba Rao

Reference Books:
67
1. Human Resource Management by V S P Rao
2. Personnel Management C.B. Mammoria
3. AI in HRM: Concepts and Applications by Dr. S. Ganesh and Dr. M. Anandhavalli
4. Green HRM: A Sustainable Approach to People Management by K. Aswathappa
and M.S. Premavathy.
5. Analytics for HR: A Practical Approach by Somnath Baishya and Sourav Sengupta
6. Human Resource Management – A South Asian Perspective by Snell, Bohlander
& Vora Fourth Edition 2011
7. Human Resource Management by P. Jyothi, D.N. Venkatesh, 2011
8. Ancient Indian Scriptures and Human Resource Management by Sneh Bhardwaj,
Regal Publications, 2020

68
Mandatory Course 4: Application of Marketing: Theory and
Practice
Course Credits: 2
Course Outcomes:

● CO1: Understand the various types of positioning, as well as the frameworks and
models of Consumer Behaviour.
● CO2: Apply the concepts of consumer psychology and behaviour to business
situations
● CO3: Analyze marketing decisions based on the frameworks and consistency
among various elements of the marketing mix
● CO4: Evaluate marketing decisions and identify the optimal solution in a given
context
● CO5: Formulate a situations audit, and draw a Marketing plan covering all concepts
and theories learnt

Unit / Content CO Hours

Module Mapping Assigned

1 Positioning: Reverse Positioning, Breakaway CO1, 3

Positioning and Stealth positioning;
CO2, CO3
Branding: Concept, Definition, Commodity Vs
Brand, Product Vs Brand, Brand Culture and Brand
Extensions.
Brand Value – Reputation, Relationship,
Experiential, Symbolic.
Brand Evaluation - Behaviour, attitude,
relationships, Brand equity.

2 Customer Satisfaction and Loyalty: Success/ CO2 1.5

Failure of Loyalty Programs, Customer Lifetime
Value.

3 Consumer Behaviour: CO2, CO3 3

The framework of Consumer Behaviour – Cognitive

vs. Emotional, High vs. Low Involvement, Optimising
vs. Satisficing, Compensatory vs. Non-
Compensatory Decisions.

69
4 Consumer Decision-Making Process: Pre- CO2, 1.5
Purchase – Purchase – Post Purchase; Return
CO3, CO4
Policy, Warranty, Impact of Social Media; Psychology
in Consumer Behaviour – Consumer Benefits Ladder,
Prospect theory, Thales’ Endowment effect.

5 Ehrenberg’s Law of Buying Frequency, Double CO2, 1.5

Jeopardy Effect, Consumer Purchase as a Journey,
CO3, CO4
Consumer and Product Metrics.

6 Pricing Policy: Types of Pricing, Willingness to Pay; CO2, CO3 1.5

Steps in Pricing, Price Elasticity of Demand, List and
Transaction Prices;

7 Price band – Reason for the Band, Category CO2, 3

Expandability and Promotion, Constructing a Price
CO3, CO4
Band through Price Differentials and Threshold Price,
Pricing Strategies and Tactics, Promotion and Price
bands

8 Business to Business Marketing: Definition, Types CO2, CO3 3

of Products, Differences from Consumer Marketing;
Nested Hierarchy Segmentation, Role of Decision-
Making Units in Buying Decisions.

9 B2B Purchases: Influence of Types of Purchases, CO2, CO3 1.5

Stages in the Buying Process; Types of Benefits –
Combination of Economic, Tangible, Non-Economic
and Intangible Benefits.

1.5
10 Promotion and Marketing Communication: CO2, CO3

Role of Promotion in Pricing, Initiating Price Changes

and Response to Competitor Changes; Role of
Incentives, Setting Communication Objectives and
Drafting Communication Messages; Deciding on
Communication Media

1.5
11 Integrated Marketing: Advertising in Print, Online, CO3, CO4
Radio, Social Media Platforms etc.; Managing Events
and Public Relations; role of AI in marketing
communications

70
 12 Personal Selling: Designing the Sales Force, CO2 , 3
Managing the Sales Force, Evaluating the Sales
CO3
Force; Direct Marketing

13 Distribution Decisions – Logistics & Channel CO2, CO3 3

Decisions, Designing and Managing Distribution
Channels (Retail, E-commerce, etc.)

14 Field Based Live Projects and Presentations by CO3, 1.5

capturing insights from Markets, and Cases
CO4, CO5

Text Books:
1. Marketing Management, 15/16e by Kotler, Keller, Chernev, Sheth, Shainesh, Pearson
Education
2. Marketing: Theory, Evidence, Practice: Byron Sharp, Oxford University Press.

3. Industrial Marketing, Robert R. Reeder, Briety & Betty H. Reeder, Prentice Hall India

Reference Books

1. Why we Buy? The Science of Shopping – Paco Underhill

2. How Brands Become Icons – The Principles of Cultural Branding – Douglas Holt
3. How Customers Think – Essential Insights into the minds of the Market – Gerald
Zaltman
4. Marketing Metaphoria: What Deep Metaphors Reveal About the Minds of
Consumers – Gerald Zaltman
5. Marketing as Strategy: Understanding CEO’s agenda for Driving growth and
Innovation – Nirmalya Kumar

71
Mandatory Course 5: Decision Models in Management

Course Credits: 2
Course Outcomes:
● CO1: RELATE basic concepts of operations research
● CO2: TRANSLATE the concepts of operations research and connect with
business scenarios
● CO3: APPLY optimization techniques for decision making in business
● CO4: EVALUATE various scenarios of management and business using decision
models
● CO5: PRIORITIZE solutions to the business problems related to operations
research
● CO6: FORMULATE innovative solutions related to decision models

Unit / Content CO Hours

Module Mapping Assigned

Introduction to Operations Research

Definition of OR, Features of OR, OR-Quantitative CO1,
1 Approach to Decision-making, Methodology of 3
CO2
Operations Research, Application of Operations
Research

Linear Programing: Formulation and Graphical

Solutions
Structure and assumptions of LP model, Application 3
2 CO3,
areas of LP, Guidelines for LP model formulation
Two variable LP model, Graphical LP model CO4
(maximization and minimization), Duality and
Sensitivity Analysis

Assignment Problem (AP1):

3 Mathematical Model of Assignment Problem, CO3,
Enumeration Method, Transportation Method 3
CO4

Assignment Problem (AP2):

Simplex Method and Interpretation (Maximization
CO3
4 and Minimization (two phase and Big M), Hungarian 3
Method (Steps and numerical)

72
 Transportation Problem (TP1):
Methods for finding initial solution: Vogel's
5 Approximation Method (VAM), Northwest Corner CO3, 3
Method, Least cost methods (LCM), Application CO4
areas of TP

Transportation problem (TP2): Optimal Solution:

6 The Stepping Stone Method, Modified CO3, 3
Distribution (MODI) Method and special cases CO4

Game Theory
Introduction to Game Theory, 2 person zero sum CO2,
7 game, Pure Strategies (Games with Saddle points), 3
CO3,
Limitation and Application of Game Theory, Rule of
dominance CO4

Decision Theory
Introduction, Steps in decision making
process,types of decision environment (Under
8 certainty, under risk, under uncertainty) , Decision 3
CO4,
making under uncertainty (optimism (maximax or
minimin), pessimism (maximin or minimax), equal CO5
probabilities (laplace), coefficient of optimism
(hurwicz), regret (savage)), Decision tree

Queuing Theory
Introduction, structure of queuing system (arrival
9 process, service system, speed of service, queue 3
CO1,
structure (FIFO, LIFO, Service in Random order,
Priority Service), Queuing models (deterministic and CO2
probabilistic model theory)

Sequencing Problem
10 Sequencing Techniques using Johnsons' Rule CO4, 3
(processing n jobs through 2 machine, 3 machines
CO5
and m machines)

Text Books:
1. Operation Research – An introduction- Hamdy Taha, Prentice Hall of India
2. Quantitative Techniques in Management –N. D. Vohra, Tata McGraw Hill
3. Operations Research Theory and Applications- J. K. Sharma, Macmillan Business
books

73
Reference Books:
1. Principles of Operations Research –Wagner, Prentice Hall of India
2. Operations Research- Hilier, Liberman, Tata McGraw Hill
3. An introduction to Management Science – Anderson Sweeney Williams, Cengage
Learning

74
Mandatory Course 6: Information Systems and Digital Transformation

Course Credits: 2
Course Outcomes:

Course Outcome

● CO1: Acquire the basic knowledge on information systems, Organisations,

Management and its related components
● CO2: Understanding the significance of information systems, Global Information
Systems Infrastructure and its role to Business.
● CO2: Analyzing the business systems and need of information, emerging trends
within functional information systems for marketing, financial, human resource,
operations and for various verticals of the industry and its integration to business.
● CO4: Develop the information system strategies to solve the business problems for
competitive advantage and derive value to the business.
● CO5: Create & Design Information systems models for successful digital
transformation.

Unit / Content CO Hours

Module Mapping Assigned

1 CO1, 3
Information Systems, Management, CO2,
Organization: CO3

Overview of information systems, management and

organizations their components.

Information & Types of Information systems and its

value dimension

Role of IS in supporting business processes and

decision-making.

2 CO2, 6
Building MIS across the Functions, Sectors & CO4,
Enterprise Resource Planning: CO5

Marketing Information Systems,

Manufacturing Information Systems,

75
 Human Resource Information Systems,

Financial Information Systems,

Supply chain Management Information System,

Customer Relation Management Information System

Information systems required across the functions,

sectors and their Modules, MIS reporting and
integrations.

Enterprise Resource Planning & Integration of

enterprise systems

Case studies on successful integration of

Information systems to Business

3 CO2, 9
Digital Firms, Platforms and Business Models & CO4,
Digital Transformation: CO5,
CO6
Insights on Digital Firm, Digital Platform & Business
models, Drivers, their integration and impact

Strategies for developing and managing digital

business

Building and Managing Global Information Systems

& Global Business

Case studies on successful digital Transformations

4 CO4, 6
Developing & Managing Information System CO5,
Projects: CO6

Information System Development &Building:

Information System development Process and
Models

Managing software projects within budget, scope,

and timeline constraints.

Cost Benefit Analysis.

Case studies on successful implementation of

Information Systems Projects

5 CO4, 3
Information Systems Strategy , Planning & CO5,
Implementations: CO6

76
 Strategic alignment of IS with business goals and
objectives.

Virtual organization & strategies

Developing IS strategies for competitive advantage.

Case studies on successful IS strategies and

implementations.

6 CO2, 3
Ethical & Social, Privacy issues in Information CO5,
Systems CO6

Ethical and social considerations in the use of

information systems.

Social & Privacy issues and regulations affecting

digital business.

Sensitize students to the need for information

security, Concepts such as confidentiality, Integrity
and Availability.

Case Studies on Social and Digital Ethics, Privacy &

Security Issues of IS.

Text Books:
1. Management Information Systems for the Information Age (9e) by Maeve
Cummings. McGraw-Hill/Irwin (2012).
2. Management Information System- Managing the Digital Firm by Laudon and
Laudon.
3. Principal of Information System by Ralph M. Stair and Georg Reynold.
4. Digital Business by Dr Chandrahauns Chavan , KBI International , Mumbai
Reference Books:

1. A Management Information Systems by O’Brien, James. Tata McGraw Hill, New

Delhi,
2. Introduction to Financial Technologies FINTECH, By Dr Chandrahauns Chavan
& Atul Patankar , Pearson Publications
3. Elements of Systems Analysis and Design by Marvin Gore. Galgota Publications.
4. MIS a Conceptual Framework by Davis and Olson
5. Analysis and Design of Information Systems by James Senn.
6. Information Systems Today by Jessup and Valacich. Prentice Hall India.
7. Management Information Systems, Jaiswal and Mittal. Oxford University Press.
77
Mandatory Course 7: OJT / Field Project
Course Credits: 4
Course Outcomes:

● CO1: Apply concepts learned in classrooms to real-world work environments,

enhancing their understanding and skills.
● CO2: show insights into the challenges, opportunities, and culture of different
workplaces, preparing them for future employment.
● CO3: Use and appreciate the use of emerging technologies and their applications,
enhancing their technological literacy and adaptability.
● CO4: Display problem-solving abilities in making informed decisions in complex
scenarios through practical situations.
● CO5: Build ability to work in teams and collaborate to achieve common goals in
diverse work environments through collaborative projects.
On-the-job training course / Field Projects offer students the chance to develop essential
skills that employers highly value. These include communication skills, problem- solving
abilities, teamwork, and adaptability. By working in a professional environment, students
gain valuable experience that enhances their employability. They also learn to navigate
professional environments, manage responsibilities, and overcome challenges. This
experiential learning fosters independence, confidence, and self-awareness, which are
essential for success in both career and life. Furthermore, students get a first-hand look
at various industries and career paths. This exposure allows them to explore different
fields, understand industry trends, and identify areas of interest. OJT / Field Projects
provide the students opportunities to practice skills and apply their knowledge under the
most realistic conditions possible, which are the actual job conditions. The OJT work
conducted in direct connect with industry should be minimum of 60-80 hours during the
Semester.
 The OJT Guidelines applicable of University of Mumbai will apply for OJT
component.
 The field project will be completed and assessment will be undertaken as per the
Project Assessment guidelines in the syllabus.

An OJT course in general sets out to achieve objectives such as:

1. Align classroom learnings with workplace outcomes.

78
2. Provide students with real-world work experience and align their expectations
with job demands.
3. Combine physical and digital learning modes in industry settings, blended with
mentorship.
4. Foster research skills, including knowledge discovery, analytical tools,
methodologies, and ethical conduct.
5. Introduce students to emerging technologies and their applications in various
fields.
6. Strengthen students' entrepreneurial skills and encourage job creation.
7. Facilitate problem-solving, decision-making, teamwork, and collaboration.
8. Foster social awareness and philanthropic values among students.
9. Encourage collaboration between Higher Education Institutes (HEIs), industry,
and academia for internships and research opportunities.
10. Instill professional principles, ethics, values, and integrity to meet employment
market demands and social needs.

79
Elective Course 1: Entrepreneurship Management

Course Credits: 2
Course Outcomes:
● CO1: REMEMBER Concepts of Entrepreneur, Entrepreneurship, and Enterprise
● CO2: UNDERSTAND the frameworks and key concepts in entrepreneurship
management.
● CO3: APPLY the model of the entrepreneurial process for new venture
development
● CO4: ANALYSE the entrepreneurial environment, legal framework, and expansion
strategies.
● CO5: EVALUATE various types of entrepreneurship (social, opportunity, techno,
intra & women) and suitable routes to start a business
● CO6: CREATE a business plan/model based on the innovative ideas and concepts
of entrepreneurship.

Unit / Content CO Hours

Module Mapping Assigned
1 Entrepreneurial Perspective: CO1,
Definition and Evolution of the Concept of CO2 3
Entrepreneurship; Definition and Concept of
Entrepreneur,
Concept of Enterprise; Entrepreneurship - Functions,
Needs and Importance; Entrepreneurial Traits,
Characteristics and Skills; Role of entrepreneurship
in economic Development; Introduction to various
forms of business organization (sole proprietorship,
partnership, corporations, Limited Liability
Company); Introduction of Start-up and types of
Start-ups, Start-up Ecosystem in India
2 Types of Entrepreneurs and Entrepreneurship: CO1,
Innovators, Creators, Market makers, Expanders and CO2, 3
scalers, Intrapreneurship, Social Entrepreneurship, CO3
Woman Entrepreneurship, Technopreneurship,
Rural Entrepreneurship; Entrepreneurs, Managers
and Intrapreneurs: Similarities and Differences.

80
 Entrepreneurial Pathways: Understanding New
Venture Life-Cycle - Pre-Seed, Early Stage,
Launch; Business Life Cycle: Start-up, Launch,
Growth, Maturity, Harvest, Re-Birth, Exit;
Frameworks to Inform Your Entrepreneurial Path
- Introduction to Business Model Canvas, Lean Model
Canvas, Design Thinking Process
Identifying Entrepreneurial Opportunity: CO1,
3 Analysis of Business Opportunities in both the CO2, 3
Domestic and Global Economies, including the CO3
Analysis of PEST Factors; Entrepreneurial
Opportunity; Joseph Schumpeter’s Theories & Key
Drivers of Opportunity; Researching Potential
Business Opportunities,

4 Drivers of Entrepreneurship: CO2,

Creativity, Innovation and Invention; Tools for CO3, 3
Creativity and Innovation CO4
Idea Generation & Evaluation:
Sources of business ideas, Find & Assess ideas,
Data for ideation, Identify the problem, Problem –
Solution Fit, Ideation to Prototyping Process.
5 Feasibility Analysis CO3, 3
Product/Service Feasibility Analysis; Industry & CO4
Competitive Analysis: SWOT, Three Circles
(Company, Competitors, Customers); Financial
Feasibility Analysis.
6 The Enterprise Launching: CO3,
Entrepreneurial Process; CO4, 3
Product/ Project Identification; CO5,
Developing a Business Plan: CO6
Meaning and Purpose of a business plan,
Contents of a business plan,
Guidelines for writing a Business Plan,
Prerequisites from the perspective of an investor,
(Creating Pitch Deck)

81
 7 Product/ Market Fit: Concept, Importance for start- CO3,
ups. Minimum Viable Product, CO4, 3
Business Financing: Various Sources of Funding to CO5,
Start-ups including venture capital finance and CO6
private equity Managing early growth of the business;
New venture expansion - strategies and issues.
8 Legal framework for starting a business in India CO3,
Quick start routes to establish a business CO4 3
(franchising, ancillarisation, and acquisitions);
Support Organisations for an entrepreneur and their
role; The Make in India and Digital India Campaigns
– For Entrepreneurship support; Other Start-up
Ecosystem in India
9 Learning by Doing: Activity – Create a Business CO6
Model Canvas / Business Plan based on an Idea 6
(Ideation till Pitch deck) and Presentations

Text Books:

● Vasant Desai, “The Dynamics of Entrepreneurial Development and

Management”, Himalaya Publishing House, Sixth Edition, 2011

Reference Books:
● Robert D Hisrich, Mathew J Manimala, “Entrepreneurship”, McGraw Hill Education (I)
Pvt. Ltd., New Delhi, Ninth Edition - 2015
● Poornima M. Charantimath, “Entrepreneurship Development and Small Business
Enterprises” Pearson, Ninth Impression - 2023
● Literature Published by Support Institutions, viz i) SIDBI, ii) MSSIDC iii) NSIC

82
Elective Course 2: Economic Environment and Policy

Course Credits: 2
Course Outcomes:

● CO1: Understand and relate to the business environment prevailing in India and in
the world and Identifying how the economy is affected by internal and external
factor. (L1, L2)
● CO2: Describe the economic environmental factors impacting business &
analyse their impact on businesses. (L2, L3, L4)
● CO3: Analyze the impact of changes in macroeconomic aggregates on economy.
(L3, L4)
● CO4: Evaluate various macroeconomic policy tools and how they can be used to
manage macroeconomic issues. ( L4, L5)
● CO5: Evaluate the macroeconomic variables related to international markets and
evaluate impact of international financial institutions on global economy (Evaluate,
L5)

Unit / Content CO Hours

Module Mapping Assigned

1 Business environment - definition, nature CO1,CO2, 3

and scope, distinction between internal and CO3
external environment of business, Micro and
Macro external environment, Limitations of
environmental analysis. Impact of
macroeconomic environment on businesses
(case studies)

Macroeconomics: The origin of

macroeconomics from Classical, Keynesian, to
Monetarists (in brief) Rational Expectation
Theory

2 Understanding the functioning of an CO2,CO3 6

economy (Circular flow of income),
Consumption Function and Investment Function

83
 Growth and development. Interconnectivity
between macroeconomic variables & Business
Cycles

National Income Accounting: Measuring the

Aggregate Economy. Concepts- GDP, NDP,
GNP, GVA. Real vs. Nominal GDP, Deflator

Brief discussion on background & Industrial

policy - 1991 - LPG model (Liberalization,
Privatization and Globalization)
Discussion on evolving Economic Environment
- Atmanirbhar Bharat (Make in India, Digital
India, Start-up policy, Redefining MSMEs,
Infrastructure thrust; Niti Aayog; Inclusive
Growth - Jan-Dhan & Aadhar; Amritkaal-Viksit
Bharat

3 Money: Concept of Money, of Money in India – CO3 6

M1, M2, M3, L1, L2, L3, Money supply &
Demand for money, velocity of money, credit
creation process and changing banking
scenario

Inflation: the concepts of headline inflation,

core inflation, food inflation.
Demand pull, cost push inflation, types of
inflation, causes of inflation, effects of inflation,
stagflation and India, The threat of inflation.

4 Central Banking and Monetary Policy: Role of CO3, CO4 3

central bank, methods of credit control,
Instruments of credit control, objectives of
monetary policy, Inflation & monetary policy:
Monetary measures to control inflation - Role of
MPC (Reading of Review of Monetary Policy)

84
 5 Fiscal policy & Union Budget: Introduction CO3 , CO4 3
to Fiscal Policy - Public expenditure, Public
Taxation & Public Debt, Role of fiscal policy in
developing country.

Discussion on Union Budget: Budget Format,

Sources of Funds, Use of Funds, Types of
deficit in Budget, Financing of Fiscal Deficit,
debt financing.

6 Balance of Payments & External Sector: CO3 , CO5 6

Structure of BOP, Disequilibrium, Methods to
correct disequilibrium

Exchange Rate system, Capital Account

Convertibility, Impossible Trinity

Role of IMF in International Monetary System

7 Case studies and Presentations CO4, CO5 3

Text Books:

1. Indian Economy – Performance and Policies – Uma Kapila 24th Edition

2. Indian Economy - Nitin Singhania

Reference Books:

1. Business Environment and Public Policy by R A Buchholz

2. Economic Survey by Ministry of Finance, Government of India - Different issues

3. World Development Report by the World Bank - different issues

85
4. Macroeconomics-theory and policy-Dr.H.L.Ahuja-S.Chand and company ltd.

5. Macroeconomics-Olivier Blanchard-Pearson

6. Macroeconomics-Rudiger dornbusch-Tata McGrawHill

7. Principles of Macroeconomics- Karl Ecase, Ray c flair- Pearson

8. Macroeconomics-understanding Economic outcomes- Steven Mark Cohn-Jaico

86
Elective Course 3: Business Analytics

Course Credits: 2
Course Outcomes:
● CO1: RELATE the basic terminologies related to the concepts of Business
Analytics
● CO2: UNDERSTAND use of various tools of Business Analytics for making
justifiable business decisions
● CO3: CHOOSE appropriate technique for data mining for providing appropriate
business solutions
● CO4: ANALYZE the available data and recommend appropriate analytical
techniques
● CO5: COMPARE and visualize the results for fact-based decision-making
● CO6: CONSTRUCT appropriate predictive models based on available information

Unit / Content CO Hours

Module Mapping Assigned

Introduction to Analytics
CO1,
1 Meaning, application areas of business analytics, 3
CO2
techniques of analytics.

Statistics for Business Analytics

CO2, 3
Central tendencies and dispersion, central, limit
CO3
2 theorem, sampling distribution, hypothesis testing,

simple linear regression, categorical data analysis,

analysis of variance (ANOVA), non-parametric tests.

Advanced Excel Proficiency (Practical)

CO3, 3
Describing Numeric Data, Pivot Table Analysis,
CO4
3 Linear Regression, Comparing Two Sample

Variances, Comparing Two Sample Means, Pair T

Test, One Way ANOVA, Two Way ANOVA,

87
 Generating Random Numbers, Rank and Percentile,

Histogram Procedure, Exponential Smoothing and

Moving Average, Sampling,Covariance and

Correlation, Goal Seek and Solver.

Understanding R
CO1, 3
4 Using R Studio, working with data in R, R
CO2
procedures.

Data Mining using Decision Tree

CO2, 3
Introduction to decision trees, model design and data
CO3
5 audit, demo of decision tree development, algorithm

behind decision tree and other decision tree.

Data Mining using clustering in R

CO3, 3
Understanding cluster analysis using R, clustering as
CO4
strategy, hierarchical clustering, non-hierarchical
6
clustering - K means clustering, variants of

hierarchical clustering, different distance and linkage

functions.

Time Series Forecasting

CO3, 3
Time series vs causal models moving averages,
CO4
exponential smoothing, trend, seasonality, cyclicity
7
causal modelling using linear regression forecast

accuracy.

88
 Predictive Modelling – Logistic Regression using R
CO3, 3
Data import and sanity check, development and
CO4
validation, important categorical variable selection,

important numeric variable selection, indicator

8
variable creation, stepwise regression, dealing with

multicollinearity, logistic regression score and

probability, KS calculation, coefficient stability

check,iterate for final model.

Overview of Big Data and Hadoop

CO3 3
9 Big data and Hadoop and concept, application, cloud

computing, generators of big-data.

Data Analysis & Visualization

CO4 3
Credit risk analytics, fraud risk analytics, financial
10
services marketing analytics, Data Visualization

using Power BI and tableau tools

89
Elective Course 4: Cost and Management Accounting

Course Credits: 2

Course Outcomes:

● CO1: Understand the cost accounting concepts, elements and classification of cost
and overheads and develop the application skill in drafting a cost sheet.
● CO2: Understand the need for material control, control of idle time of labour,
methods of calculation of labour turnover and classification of overheads.
● CO3: Analyze the importance of Standard Costing and the effect upon cost
effectiveness
● CO4: Use the different costing systems in practical scenario.
● CO5: Create control system through budgets and evaluate business decision
making scenarios with CVP analysis.

Unit / Content CO Hours

Module Mapping Assigned

Introduction to Cost and Management Accounting,

Concept of Cost, Role of Cost in decision making
analysis, classification of cost, Cost Accounting
Standards, Preparation of Cost Sheet, Methods
and Techniques of Costing.
Management Accounting: Evolution, Meaning,
Objectives and Scope, Tools and Techniques of
1 Management Accounting, Relationship of Cost CO1 1
Accounting, Financial Accounting, Management
Accounting and Financial Management, Role of
Management Accountant in Decision Making.
Elements of cost - Materials, Labour and
Overheads, Allocation and Apportionment of
overheads

Introduction to different costing techniques;

2 Methods of costing – with special reference to job CO1, CO2, 2
costing, process costing, services costing CO3

90
 Responsibility Accounting and Transfer Pricing CO1, CO2,
3 4
CO3, CO4

Activity Based Costing & Activity Based CO1, CO2,

4 Management 4
CO3, CO4

Target Costing, Lifecycle Costing, Environmental CO1, CO2,

5 Costing 4
CO3, CO4

Standard Costing and Variance Analysis CO1, CO2,

6 3
CO3, CO4

Budgeting - Budget Concept, Fixed and Flexible

Budgets, Preparation and Monitoring of Various CO4, CO5,
7 types of Budgets, Budgetary Control System: 6
CO6
Advantages, Limitations and Installation, Zero
Base Budgeting

Marginal Costing – Meaning, Limitations and

Applications, Difference between Marginal Costing CO4, CO5,
8 and Absorption Costing, Breakeven Analysis, 6
CO6
Cost-Volume Profit Analysis, Margin of Safety and
P/V Ratio

Text Books
1. Cost Accounting - A Managerial Emphasis, Horngren, Datar, Rajan 15th ed.
Pearson
2. Accounting - Text and Cases, Anthony, Hawkings, Merchant 13th ed. McGraw Hill
3. Cost Accounting for Managerial Emphasis – Horngren, Datar, Foster 2
4. Management Accounting – Robert Kaplan, Anthony A. Atkinson 3
5. Cost and Management Accounting – Ravi. M. Kishore

Reference Books
1. Management Accounting for profit control – I. W. Keller, W. L. Ferrara
2. Accounting & Finance for Managers – T P Ghosh
3. Management Accounting – Paresh Shah – Oxford Publications
4. Cost Accounting – Jawaharlal and Seema Srivastava
5. Management and Cost Accounting – Colin Drury

91
 Elective Course 5: Foundations of Strategy

Course Credits: 2
Course Outcomes:

● Co1: To understand the underlying principles and frameworks in strategy

● CO2; To apply the conceptual frameworks to business situations
● CO3: To analyse business problems, and generate alternative solutions
● CO4: To critique different solutions to a problem, and arrive at an optimal solution
keeping in view the business objectives and resources
● CO5: To use the theories learnt in the course and create a strategic plan

Unit / Content CO Hours

Module Mapping Assigned

1 Introduction to Strategy CO1, CO2, 3

● Definition and importance of strategy CO3
Elements of Strategy .
● Objectives
● Culture
● Costs
● Capabilities
The 4 Ps of Strategy

2 Corporate and SBU Strategies CO2, CO3, 3

● Four levers: Scope, Assets, Design, Scale CO4
● Three positioning outcomes: Value proposition,
bargaining power, cost structure

3 Structural Analysis of Industries CO2, CO3, 3

● Porter’s Five Forces Model CO4

4-5 Analysing the Firm CO2, CO3, 3

● Value Chain Analysis, Activities as the building CO4
blocs of Competitive advantage

6 Strategic Positioning of the Firm CO4, CO5 3

● Porter’s Generic strategies: Cost leadership,
differentiation, focus

92
7 Resource-Based View of the Firm CO2, CO3, 3
● Resource-Based View (RBV) CO4, CO5
● VRIS framework
● Core competencies

8 Business Models CO4, CO5 3

● Osterwalder and Pigneur Business Model Canvas

9 Business Ecosystems and Firm Networks CO3, CO4, 3

CO5

10 Blue Ocean Strategy CO4, CO5 3

Text Books:

1. Strategic Management: A Competitive Advantage Approach, Concepts and Cases,

by Fred R. David and Forest R. David: (Indian edition)

2. Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and

Cases, 23rd Edition, By Arthur Thompson, Margaret Peteraf, John Gamble and A.

Strickland

3. Competitive Advantage: Creating and Sustaining Superior Performance, Michael E.

Porter

4. Competitive Strategy: Techniques for Analyzing Industries and Competitors" by

Michael E. Porter

5. Resource-based theory: Creating and Sustaining Competitive Advantage, By Jay B.

Barney, Delwyn N. Clark · 2007

Reference Books & Readings

1. Competing on Analytics: The New Science of Winning, by Thomas H. Davenport and
Jeanne G. Harris: This book explores how organizations can gain a competitive
advantage through data-driven decision-making and analytics.
2. The Art of Strategy: A Game Theorist's Guide to Success in Business and Life, by
Avinash K. Dixit and Barry J. Nalebuff: Dixit and Nalebuff apply game theory principles
93
 to business strategy, offering practical insights into decision-making, negotiation, and
competition
3. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, by
Clayton M. Christensen: Christensen discusses disruptive innovation and its impact on
established companies, offering insights into how organizations can navigate
disruptive change.
4. Blue Ocean Strategy, Expanded Edition, by Renee A. Mauborgne and W. Chan Kim
5. Predators and Prey: A New Ecology of Competition, James F. Moore
6. All the Right Moves: A Guide to Crafting Breakthrough Strategy, Constantinos
Markides

Indian case studies that can be used to illustrate various strategic management
concepts:

1 Tata Group:
a. Tata's Acquisition of Jaguar Land Rover: Illustrates corporate-level strategy,
international expansion, and the challenges of integrating acquired
companies.
b. Tata Nano: Explores product positioning, targeting, and the challenges of
innovation in emerging markets.
2 Infosys:
a. Infosys' Global Delivery Model: Demonstrates the use of business-level
strategy (cost leadership) and the role of technology in achieving competitive
advantage.
b. Infosys' Acquisition Strategy: Discusses growth strategies and the
challenges of integrating acquisitions in the IT services industry.
3 Reliance Industries:
a. Reliance Jio: Examines disruptive innovation, market entry strategies, and
competition in the telecommunications sector.
b. Reliance Retail: Analyzes diversification strategies and the role of retail in
Reliance's overall business portfolio.
4 Flipkart:
a. Flipkart vs. Amazon in India: Explores competitive dynamics, pricing
strategies, and customer acquisition in the e-commerce industry.
b. Flipkart's Big Billion Days: Discusses promotional strategies, supply chain
management, and the challenges of managing large-scale sales events.
94
5 Mahindra & Mahindra:
a. Mahindra's Farm Equipment Sector: Illustrates market segmentation,
targeting, and the development of niche markets in the agricultural
machinery industry.
b. Mahindra's Entry into Electric Vehicles: Examines diversification into new
markets and the adoption of sustainable business practices.
6 Patanjali Ayurved:
a. Patanjali's Disruption in FMCG Sector: Discusses the strategies employed
by Patanjali to challenge established players in the fast-moving consumer
goods sector.
b. Patanjali's Distribution Strategy: Analyzes the company's distribution
network and its role in achieving rapid growth.
7 Amul:
a. Amul's Cooperative Model: Examines Amul's cooperative structure and its
role in achieving market leadership in the dairy industry.
b. Amul's Marketing Strategy: Discusses Amul's branding and promotional
strategies, as well as its focus on product quality and affordability.
8 Indian Premier League (IPL):
a. IPL's Business Model: Explores the strategic decisions behind the creation
and expansion of the IPL, including revenue streams, team ownership, and
marketing strategies.
b. IPL's Expansion into New Markets: Discusses the challenges and
opportunities of expanding the IPL brand internationally.
9 Zomato Gold, R Srinivasan, IIM Bangalore
a. The network economy
b. Issues in network business models

International case studies offer valuable insights into global business practices and can
be instrumental in teaching the fundamentals of strategy.

1 Apple Inc.:
a. Apple's Innovation Strategy: Explores Apple's product innovation,
differentiation strategy, and ecosystem approach.
b. Apple's Supply Chain Management: Analyzes Apple's supply chain strategy
and its role in maintaining competitiveness.

95
2 Toyota:
a. Toyota's Lean Production System: Examines Toyota's production system
and its emphasis on efficiency, quality, and continuous improvement.
b. Toyota's Global Expansion: Discusses Toyota's internationalization strategy
and challenges faced in different markets.
3 IKEA:
a. IKEA's Cost Leadership Strategy: Illustrates IKEA's low-cost business
model, flat-pack furniture concept, and global expansion strategy.
b. IKEA's Sustainability Initiatives: Explores IKEA's sustainability efforts and
their integration into the company's overall strategy.
4 Samsung:
a. Samsung's Diversification Strategy: Analyzes Samsung's diversification into
various product categories, including consumer electronics,
semiconductors, and appliances.
b. Samsung's Branding and Marketing Strategy: Examines Samsung's
branding strategy, product positioning, and marketing campaigns.
5 Amazon:
a. Amazon's Customer-Centric Approach: Explores Amazon's customer-
focused strategy, including its emphasis on convenience, selection, and
service.
b. Amazon's Expansion into Cloud Computing: Discusses Amazon's strategic
move into cloud computing with Amazon Web Services (AWS) and its impact
on the company's growth.
6 Nestlé:
a. Nestlé's Growth Strategies: Analyzes Nestlé's growth through acquisitions,
diversification into new markets, and innovation in product categories.
b. Nestlé's Corporate Social Responsibility (CSR) Initiatives: Explores Nestlé's
CSR initiatives and their alignment with the company's overall strategy.
7 McDonald's:
a. McDonald's Global Expansion: Examines McDonald's internationalization
strategy, including its adaptation to local markets and cultural differences.
b. McDonald's Digital Transformation: Discusses McDonald's digital initiatives,
such as mobile ordering, delivery services, and loyalty programs.

96
8 Tesla, Inc.:
a. Tesla's Disruptive Innovation: Illustrates Tesla's disruptive innovation in the
automotive industry, focusing on electric vehicles and autonomous driving
technology.
b. Tesla's Market Entry Strategies: Analyzes Tesla's market entry strategies in
different regions and the challenges of scaling production.
9 Netflix:
a. Netflix's Content Strategy: Explores Netflix's content acquisition and
production strategy, including original content creation and global licensing
deals.
b. Netflix's Subscription Model: Discusses Netflix's subscription-based
business model, pricing strategy, and customer retention efforts.
10 Unilever:
a. Unilever's Sustainable Living Plan: Examines Unilever's sustainability
strategy and its integration into the company's brands and operations.
b. Unilever's Portfolio Management: Analyzes Unilever's brand portfolio
strategy, including acquisitions, divestitures, and brand extensions.
11 Matching DELL by Jan Rivkin
12 Asahi Breweries - Japanese Beer industry

97
 MMS Program - Guidelines under 10-point grading system

● The MMS degree program shall be of two years duration consisting of Four (04)
Semesters.
● The semester examinations for the Master of Management Studies will be held
at the end of every semester i.e at the end of Semester I, Semester II, Semester
III and Semester IV.
● The Semester I examination will be held in the Second half of the academic year
in which the learner was admitted (i.e November/December)
● Semester II examination will be held in the first half of the calendar year
(April/May)
● The Semester III examination will be held in the Second half of the academic
year (i.e November/December)
● Semester IV examination will be held in the first half of the calendar year
(April/May) respectively.

Examination / Assessment and Grading:

(I) Mode of Assessment of Theory courses:

● Semester wise performance assessment of every registered learner is to be carried out

through various modes of examinations. These include Internal Assessment and End
Semester Examination.
● Internal Assessment includes class tests, home assignments based on live problems,
course projects & presentations either in a group or individually, any other innovative
assessment methods.
● The weightage of Internal Assessment and End Semester Examination is 40 and 60
percentage respectively.
● The Relative weightage for Internal Assessment is typically 40 percent and will be
evaluated by the faculty as per his/her Teaching Learning Plan submitted at the beginning
of the academic year.
● The end semester examination will be held at the end of the semester planned by the
Institute and the relative weightage for this would be 60 percent.
● The end semester examination will normally be of 2 hours duration and will cover the full
syllabus of the course. The end semester examination is mandatory.

98
● The grade for theory courses can be awarded only after successful completion of both
Internal Assessment and End Semester Examination of the respective course.

(II) Mode of Evaluation of Projects

● If the performance of a student is to be evaluated through a Project work for any course,
then End Term Examination (written) may not be suitable method of evaluation. The
project evaluation to be done as per the following guidelines keeping the ratio of Internal
and External Viva Examination and presentation in ratio of 50:50
● The learner (individual / Group) to be given a Project (Problem or a situation) for which
he needs to Prepare the solution. This Project is to be graded, at the end of the respective
semester.
● The projects are supervised or guided, and need regular interaction (at least once a week)
with the mentor/guide.
● Learner has to submit a project report and defend it in front of a panel of examiners. Panel
of examiners for Project evaluation will be appointed by Head of Department/Institute.
● The project report will not be accepted if learner does not complete the project
successfully and submit report on or before the deadline given for the project submission.
● The grade for Project can be awarded only after successful completion of Term Work and
Oral Presentation / viva-voce as per the schedule.

(III) Mode of Evaluation of OJT

● If the performance of a student is to be evaluated through an On-the-Job training, then

End Term Examination (written) may not be suitable method of evaluation. The project
evaluation to be done as per the following guidelines keeping the ratio of Internal and
External Viva Examination and presentation in ratio of 50:50
● The learner will work on on-the-job project which will be supervised or guided through
regular interaction (at least once a week) with the mentor/guide.
● Learner will submit a OJT project report and defend it in front of a panel of examiners.
Panel of examiners for Project evaluation will be appointed by Head of
Department/Institute.
● The project report will not be accepted if learner does not complete the project
successfully and submit report on or before the deadline given for the project submission.
● The grade for Project can be awarded only after successful completion of Term Work and
Oral Presentation / viva-voce as per the schedule.

99
(IV) Grading of Performance

The program will have 10 point grading system. The illustrative Grade Table is as follow

Table 1: Grade Allocation under 10 point grading scale in CBSGS

Range of percentage of Letter Grade Performanc SGPA / CGPA

Marks Grad Point e Range

80 and above O 10 Outstanding 9.51 – 10

75-79.99 A+ 9 Excellent 8.51 – 9.50

70-74.99 A 8 Very Good 7.51 – 8.50

65-69.99 B+ 7 Good 6.51 – 7.50

60-64.99 B 6 Fair 5.51 – 6.50

55-59.99 C 5 Average 4.51 – 5.50

50-54.99 P 4 Pass 4.0 – 4.50

Below 50 F 0 Fail <4

Absent AB 0 Fail

A learner who remains absent in any form of evaluation/examination, letter grade

allocated to him/her should be AB and corresponding grade point is zero. He / She should

reappear for the said evaluation/examination in due course.

100
(V) SGPA/ CGPA Calculation

Semester Grade Point Average (SGPA):

● The performance of a learner in a semester is indicated by a number called
Semester Grade Point Average (SGPA).
● The SGPA is the weighted average of the grade points obtained in all the courses
by the learner during the Semester. For example, if a learner passes five courses
(Theory/Projects etc.) in a semester with credits C1, C2, C3, C4 and C5 and
learners grade points in these courses are G1, G2, G3, G4 and G5 respectively,
then learners’ SGPA is equal to:

SGPA = C1G1 + C2G2 + C3G3 + C4G4 + C5G5 / C1 + C2 + C3 + C4 + C5

The SGPA is calculated to two decimal places. The SGPA for any semester will
take into consideration the “F or AB” grade awarded in that semester. For
example if a learner has failed in Course 4, the SGPA will then be computed as:

SGPA= C1G1 + C2G2 + C3G3 + C4*ZERO + C5G5 / C1 + C2 + C3 + C4 + C5

Cumulative Grade Point Average (CGPA):

● An up-to-date assessment of the overall performance of a learner from the time

s/he entered the University of Mumbai is obtained by calculating a number called
the Cumulative Grade Point Average (CGPA), in a manner similar to the
calculation of SGPA.
● The CGPA therefore considers all the courses mentioned in the
curriculum/syllabus manual, towards the minimum requirement of the degree
learner have enrolled for.
● The CGPA will be calculated for the completed academic year/s as follows:
○ Semester I & II
○ Semester I,II,III & IV
● The CGPA will reflect the failed status in case of F grade(s), till the course(s)
is/are passed. When the course(s) is/are passed by obtaining a pass grade on
subsequent examination(s) the CGPA will only reflect the new grade and not the
fail grades earned earlier.

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Illustration of Computation of SGPA and CGPA:
Computation of SGPA and CGPA:
● The SGPA is the ratio of sum of the product of the number of credits with the
grade points scored by a student in all the courses taken by a student and the
sum of the number of credits of all the courses undergone by a student, i.e
SGPA (Si) = Σ(Ci x Gi) / ΣCi
where Ci is the number of credits of the ith course and
Gi is the grade point scored by the student in the ith course.

● The CGPA is also calculated in the same manner taking into account all the
courses undergone by a student over all the semesters of a program, i.e.
CGPA = Σ(Ci x Si) / Σ Ci
where Si is the SGPA of the ith semester and
Ci is the total number of credits in that semester.

● The SGPA and CGPA shall be rounded off to 2 decimal points and reported in
the transcripts. A Successful learner who has passed in all the courses of each
Semesters i.e Semester I, Semester II, Semester III and Semester IV shall be
awarded grades as shown in the table given below:

Grade Table: Grade Allocation under 10-point grading scale in CBSGS.

Range of percentage of Letter Grade Performance SGPA / CGPA

Marks Grade Point Range
80 and above O 10 Outstanding 9.51 – 10
75-79.99 A+ 9 Excellent 8.51 – 9.50
70-74.99 A 8 Very Good 7.51 – 8.50
65-69.99 B+ 7 Good 6.51 – 7.50
60-64.99 B 6 Fair 5.51 – 6.50
55-59.99 C 5 Average 4.51 – 5.50
50-54.99 P 4 Pass 4.0 – 4.50
Below 50 F 0 Fail <4
Absent AB 0 Fail

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Semester I

Subject Marks Grade Grade Credits (Ci) CI*Gi SGPA

Point (Gi)

Sub - 1 95 O 10 4 40 SGPA =
108/16 =
Sub - 2 59 C 5 4 20 6.75

Sub - 3 59 C 5 4 20

Sub -4 58 B+ 7 4 28

Credits Earned 16 108

Remarks Grade: B+ Range 65-

69.99

Semester II

Subject Marks Grade Grade Credits (Ci) CI*Gi SGPA

Point (Gi)

Sub - 1 60 B 6 4 24 SGPA =
120/16 =
Sub - 2 65 B+ 7 4 28 7.50

Sub - 3 5966 B+ 7 4 28

Sub -4 80 O 10 4 40

Credits Earned 16 120

Remarks: Successful Grade: B+ Range 65-

69.99

Calculation of CGPA (Semester I & II)

Semester SGPA (Si) Credits (Ci) Si*Ci CGPA

I 6.75 16 108 CGPA = Grade: B

228/36 = 6.33
II 7.5 16 120

Total Credits Earned 36 228 Range 5.51 –

6.50

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Semester III

Subject Marks Grade Grade Credits (Ci) CI*Gi SGPA

Point (Gi)

Sub - 1 62 B 10 4 24 SGPA =
128/16 =
Sub - 2 68 B+ 5 4 28 8.00

Sub - 3 85 O 5 4 40

Sub -4 78 A+ 6 4 36

Credits Earned: 16 128

Remarks: Successful Grade: A Range 70-

74..99

Semester IV

Subject Marks Grade Grade Credits (Ci) CI*Gi SGPA

Point (Gi)

Sub - 1 89 O 10 4 40 SGPA =
96/12 =
Sub - 2 63 B 6 4 24 8.00

Sub - 3 72 A 8 4 32

Credits Earned 12 96

Remarks: Successful Grade: A Range 70-

74.99

Calculation of CGPA (Semester I, II, III & IV)

Semester SGPA (Si) Credits (Ci) Si*Ci CGPA

I 6.75 16 108 CGPA = Grade: A

452/60 = 7.53
II 7.5 16 120

III 8 16 128

IV 8 12 96

Total Credits Earned 60 452 Range 70-

74.99

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(VI) Standard of Passing & ATKT:

1. A learner in order to pass has to obtain minimum 50% marks in aggregate consisting
of minimum 50% marks in each set of the examinations separately i.e. internal
examination and external examination, as per the standard of passing.
2. Learner(s), who does not obtain minimum 50% marks in
subject(s)/paper(s)/course(s) either in the internal assessment or in the external
examination or both, shall be declared as “Fail” as per the standard of passing of
examination.
3. A learner failing in not more than two subjects/papers/courses in the Semester I
exam shall be allowed to keep terms in Semester II of the MMS program.
4. A learner who has failed in more than two subjects/papers/courses in the Semester-
I exam, shall not be permitted to proceed to Semester II of his/her first year MMS
program. Learner will, however, be eligible to re – appear for the subjects in which
learner has failed in the first semester by re – registering himself/herself in the
supplementary examination to be conducted by the institute.
5. A learner who has passed in both the semester examinations conducted by the
institute i.e.: Semester I and Semester II examinations shall be eligible for admission
into Semester III of the MMS program.
6. A learner for being eligible for admission to Semester III must have passed both the
Semester I and Semester II examinations.
7. A learner failing in not more than two subjects/papers/courses in the Semester III
examination shall be allowed to keep terms in Semester IV of the MMS program.
8. A learner, who has failed in more than two subjects/papers/courses in Semester III,
shall not be permitted to proceed to Semester IV of his/her second year MMS
program. Learner will, however, be eligible to re – appear in the subjects in which he
/she has failed in the third semester by re – registering himself/herself in the
supplementary examination to be conducted by the institute/university or both.
9. A learner who has passed in all of the semester examinations of MMS i.e Semester
I, Semester II, Semester III, Semester IV examinations shall not be allowed to re –
register himself/herself for improvement of his/her semester examination results.
10. A learner who has not appeared in the internal examinations conducted by the
institute for due to hospitalization shall as a special case be permitted to appear in
those subject(s)/course(s)/paper(s) in the supplementary examination conducted by
the institute after learner furnishes a valid medical certificate certified by the rank of

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 a civil surgeon or superintendent of Government hospital to the satisfaction of the
Principal/Director of the institute.

Semester I Examination:

1. A learner will be declared to have passed the Semester I examination if learner

has secured minimum 50% marks in aggregate consisting of minimum 50%
marks in each of the examinations separately i.e Internal Examination &
Semester End Examination as per the standard of passing.
2. For a course of 100 marks, the learners shall obtain minimum of 50% marks i.e
20 out of 40 in the Internal Assessment and i.e 30 out of 60 in the Semester End
examination separately.
3. For a course of 50 marks, the learners shall obtain minimum of 50% marks i.e 10
out of 20 in the Internal Assessment and 15 out of 30 in the Semester End
examination separately.
4. A learner who has failed in the semester examination but has obtained Grade E
(50% Marks) in some subject(s)/paper(s)/course(s) shall at his option be granted
exemption from appearing in those subject(s)/paper(s)/course(s) in the
subsequent examinations to be conducted by the institute.

Semester II Examination:

1. A learner who has passed in all the paper(s)/subject(s)/course(s) of his semester

I examination shall proceed to semester II of the MMS program.
2. A learner failing in two or less than two subjects/papers/courses in Semester I
examination shall be allowed to keep terms into Semester II of the MMS program.
Learner will however be required to pass in those respective
subjects/papers/courses (two or less) in the supplementary examinations, to be
held by the institute. Such supplementary examination for Semester I shall be
held before first week of April, as per the schedule of the individual institution.
3. A learner who has failed in more than two subjects/papers/courses in Semester
I, shall not be permitted to proceed to Semester II of the course. Learner will,
however be eligible to re – appear in the subjects in which learner has failed, in
the supplementary examination of Semester I to be conducted by the institute.
Such supplementary examination of Semester I can be held as per the institute’s
schedule before April of the academic year.

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 4. A learner will be declared to have passed the Semester II examination if learner
has secured minimum 50% marks in aggregate consisting of minimum 50%
marks in each of the examinations separately i.e Internal Examination &
Semester End Examination as per the standard of passing.
5. For a course of 100 marks i.e (60+40), the learners shall obtain minimum of 50%
marks in the Internal Assessment i.e 20 out of 40 marks and 30 out of 60 marks
in the Semester End examination.
6. For a course of 50 marks i.e (30+20), the learners shall obtain minimum of 50%
marks in the Internal Assessment i.e 10 out of 20 marks and 15 out of 30 marks
in the Semester End examination.
7. A learner who has failed in the semester examination but has obtained Grade E
(50% Marks) in some subject(s)/paper(s)/course(s) shall at his option be granted
exemption from appearing in those subject(s)/paper(s)/course(s) in the
subsequent examinations to be conducted by the institute.

Semester III Examination:

1. A learner for being eligible for admission to Semester III must have passed both
the Semester I and Semester II examinations
2. A learner failing in two or less than two subjects in Semester I or Semester II or
both (Semester I and Semester II taken together), shall be required to re appear
in the supplementary examination and pass. Such supplementary examinations
can be held for Semester I and for Semester II, as per individual institution’s
schedule before April/May or commencement of Semester III and upon passing
of which, the learner will become eligible to enroll for the Semester III MMS
Program.
3. A learner who has failed in more than two subjects/papers/courses in Semester
II or Semester I and Semester II taken together, shall not be permitted to proceed
to Semester III of the course. Learner will, however be eligible to re – appear in
the subjects in which learner has failed, in the supplementary examination of
Semester I and/or Semester II to be conducted by the institute. Such
supplementary examinations can be held as per the institute’s schedule before
April/May for Ist Semester and before November/December for IInd Semester of
the academic year.
4. A learner will be declared to have passed the Semester III examination if learner
has secured minimum 50% marks in aggregate consisting of minimum 50%

107
 marks in each of the examinations separately i.e Internal Examination &
Semester End Examination as per the standard of passing.
5. For a course of 100 marks i.e (60+40), the learners shall obtain minimum of 50%
marks in the Internal Assessment i.e 20 out of 40 marks and 30 out of 60 marks
in the Semester End examination.
6. For a course of 50 marks i.e (30+20), the learners shall obtain minimum of 50%
marks in the Internal Assessment i.e 10 out of 20 marks and 15 out of 30 marks
in the Semester End examination.
7. A learner who has failed in the semester examination but has obtained Grade E
(50% Marks) in some subject(s)/paper(s)/course(s) shall be granted exemption
from appearing in those subject(s)/paper(s)/course(s) in the subsequent
examinations to be conducted by the institute/university.

Semester IV Examination:

1. A learner who has passed in all the paper(s)/subject(s)/course(s) of his semester

III examination shall proceed to semester IV of the MMS program.
2. A learner failing in not more than two subjects/papers/courses in his/her
Semester III examination shall be allowed to keep terms in Semester IV. Such
learner will be required to pass in those respective subject(s)/paper(s)/course(s)
(two or less) of semester III in the supplementary examinations of Semester III
conducted to be by the Institute/ University.
3. A learner, who has failed in more than two subjects/papers/courses in Semester
III, shall not be permitted to proceed to Semester IV of the course. Learner will
however be eligible to re – appear in those subjects in which he /she has failed
by re – registering himself/herself in the supplementary examinations to be
conducted by the institute/university.
4. A learner failing in any subject(s) /paper(s) /course(s) in his/her Semester IV
examination and shall be required to re appear in the supplementary
examinations conducted by the institute/university to pass in those
subjects/papers/courses.
5. A learner will be declared to have passed the Semester IV examination if learner
has secured minimum 50% marks in aggregate consisting of minimum 50%
marks in each of the examinations separately i.e Internal Examination &
Semester End Examination as per the standard of passing.

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 6. For a course of 100 marks i.e (60+40), the learners shall obtain minimum of 50%
marks in the Internal examination i.e 20 out of 40 marks and 30 out of 60 marks
in the Semester End examination separately as per the standard of passing.
7. For a course of 50 marks i.e (30+20), the learners shall obtain minimum of 50%
marks in the Internal examination i.e 10 out of 20 marks and 15 out of 30 marks
in the Semester End examination separately.
8. A learner who has failed in the semester examination but has obtained Grade E
(50% Marks) in some subject(s)/paper(s)/course(s) shall be granted exemption
from appearing in those subject(s)/paper(s)/course(s) in the subsequent
examinations to be conducted by the institute/university.
9. To facilitate the convenience of students, who are employed on completion of
their IVth Semester, but have failed in their Semester III and/or Semester IV
University examinations, the University shall hold such examinations twice a year
in the subjects/papers/courses that are assessed by the university. I.e. Semester
III university examination shall be held in May along with Semester IV
examination and Semester IV university examination shall be held in
November/December along with Semester III examination.
10. A learner shall be declared to have passed his MMS degree course if learner has
secured minimum 50% marks in aggregate consisting of minimum 50% marks in
Internal examination & 50% marks in External examination separately in
Semester I, Semester II, Semester III and Semester IV examinations as per the
standard of passing.
11. A learner who has passed in all the semester examinations of MMS degree shall
not be allowed to reregister himself/herself for improvement of his/her earlier
semester results.
12. A Successful learner who has passed in all the courses of each Semesters i.e
Semester I, Semester II, Semester III and Semester IV shall be awarded grades
as shown in the table given below:

Heads of Passing:

● Internal Assessment (IA) and End Semester Examination (ESE) should be two
separate heads for passing. E.g. 40 marks (IA), 60 marks (ESE). Passing
standard will be 50% in each individually, i.e 20 marks in (IA) and 30 marks in
ESE.

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Promotion of Learner and Award of Grades:

● A learner will be declared PASS and be eligible for Grade in M.M.S. course (Post
Graduate Program) if a learner secures at least 50% marks separately in each
head of passing as mentioned above.
● At the end of each Semester the Grade card which states the performance of the
learner in that Semester, is prepared and issued to the leaner. The Grade Card
will contain the courses undertaken by the learner, credits of each course, Grade
obtained by the learner and SGPA / CGPA in the format given by the University.

Carry Forward of Marks:

In case of a learner who does not fulfill criteria mentioned in section above and fails in
the Internal Assessment and/or End Semester Examination in one or more courses:

● A learner who PASSES in the Internal Assessment but FAILS in the End
Semester Examination of the course shall reappear for the End Semester
Examination of that course. However his/her marks of the Internal Assessment
shall be carried over and learner shall be entitled for grade obtained by him/her
on passing.
● A learner who PASSES in the End Semester Examination but FAILS in the
Internal Assessment of the course shall reappear for the Internal Assessment of
that course. However, his/her marks of the End Semester Examination shall be
carried over and learner shall be entitled for grade obtained by him/her on
passing.

Re-examination of Internal Assessment and End Semester Examination

● Re-examination for Internal Assessment and End Semester Examination should

be completed, as per the schedule planned by the respective institutes, before
the commencement of next semester theory examination.
● Example: A learner who is supposed to reappear for Internal Assessment or End
Semester Examination in semester-I course will appear for the re-examination
before commencement of End Semester Examination of semester -II. However,
if a learner has to appear for the re- examination for a subject in semester II then
the examination should be conducted and the result should declared by the

110
 institute before the examination forms for the semester III are sent to the
University.
● Re-examination of Internal Assessment will be based on single examination
having same marks as of original assessment. A learner who supposed to
reappear for Internal Assessment will be given course project/ assignment
problems/ test/ tutorials etc., by the concerned teacher. A learner will do the
submission of the assigned work in the predefined period. Records should be
maintained properly for all the re-examinations as well as Internal Assessments.

Rules for Standard of Passing and Allowed to Keep Terms (ATKT):

● A learner in order to pass has to obtain minimum 50% marks in aggregate

consisting of minimum 50% marks in each set of the examinations separately i.e.
internal examination and external examination, as per the standard of passing.
● Learner, who does not obtain minimum 50% marks in
subject(s)/paper(s)/course(s) either in the internal assessment or in the external
examination or both, shall be declared as “Fail” as per the standard of passing of
examination.
● A learner failing in not more than two subjects/papers/courses in the Semester I
exam shall be allowed to keep terms in Semester II of the MMS program.
● A learner who has failed in more than two subjects/papers/courses in the
Semester I exam, shall not be permitted to proceed to Semester II of his/her first
year MMS program. He/ She will, however, be eligible to re – appear for the
subjects in which he /she has failed in the first semester by re – registering
himself/herself in the supplementary examination to be conducted by the
institute.
● To move to semester III a learner should not be failing in more than two
subjects/papers/courses in the Semester I & II exam combined together.
● A learner failing in not more than two subjects/papers/courses in the Semester III
examination shall be allowed to keep terms in Semester IV of the MMS program.
● A learner, who has failed in more than two subjects/papers/courses in Semester
III, shall not be permitted to proceed to Semester IV of his/her second year MMS
program. Learner will, however, be eligible to re – appear in the subjects in which
he /she has failed in the third semester by re – registering himself/herself in the
supplementary examination to be conducted by the institute/university or both.

111
 ● A learner who has passed in all of the semester examinations of MMS i.e
Semester I, Semester II, Semester III, Semester IV examinations shall not be
allowed to re – register himself/herself for improvement of his/her semester
examination results.
● A learner who has not appeared in the internal examinations conducted by the
institute for due to hospitalization shall as a special case be permitted to appear
in those subject(s)/course(s)/paper(s) in the supplementary examination
conducted by the institute after learner furnishes a valid medical certificate
certified by the rank of a civil surgeon or superintendent of Government hospital
to the satisfaction of the Principal/Director of the institute.

Suggested Question Paper Format

(i) Question Paper of 60 Marks (4 Credit Course) – 2 Hours Written Examination

● Total Questions – 6 Questions

● Question 1 - Compulsory (20 Marks)
● Option to Attempt Any 4 Questions from Question 2 to Question 6 (Each Question 10 Marks)

Q1: Case Study 20 Marks

Q2 to Q 6 Each Question
● Covering important of topics / concepts across syllabus 10 Marks
● Mix of theoretical and quantitative questions based on requirement of
the subject content.
● COs to be mentioned against each question in Question paper

(ii) Question Paper of 30 Marks (2 Credit Course) - 1 Hour Written Examination

● Total Questions – 4 Questions

● Question 1 - Compulsory (10 Marks)
● Option to Attempt any 2 Questions from Question 2 to Question 4 (Each Question 10 Marks)

Q1: Case Study 10 Marks

Q2 to Q 4 Each Question
● Covering important of topics / concepts across syllabus 10 Marks
● Mix of theoretical and quantitative questions based on requirement of
the subject content.
● COs to be mentioned against each question in Question paper

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 Appendix B

Justification for
Master of Management Studies

1. The MMS program is an existing

Necessity for starting the course:
program. The change in curriculum is
required as per the NEP 2020 guidelines
implementation requirements
2. Whether the UGC has recommended The program is under the UGC list
the course:
3. Whether all the have The Program is an existing program. The
courses
change is course structure is as per NEP
commenced from the academic year
2020 is applicable from 2024-25
2023-24
4. The courses started by the University Adequate number of eligible permanent
faculties are available at institutes and
are self-financed, whether adequate
the institutions are covered under annual
number of eligible permanent AICTE / DTE review
faculties are available?:
5. To give details regarding the duration The duration of the course is 2 years.
Under the existing guidelines of technical
of the Course and is it possible to
Education, it is not possible to compress
compress the course?: the program
6. The intake capacity of each course The intake of institutions is dependent on
Approval of AICTE, DTE and University
and no. of admissions given in the
current academic year:
7. Opportunities of Employability / The program is a professional program
focused on creating Employability
Employment available after
undertaking these courses:

Sign of the BOS Sign of the Sign of the Sign of the

Chairman Offg. Associate Dean Offg. Dean Offg. Dean
Dr. Smita Shukla Prof. Dr. Kishori J. Bhagat Dr. Kavita Laghate Prof. Shivram S. Garje
Chairman Department of Commerce Department of Faculty of Science &
BOS in MMS and Management Commerce and Technology
University of Mumbai Management
University of Mumbai

113