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COURSE 11

MASTER OF BUSINESS ADMINISTRATION (MBA)

11.501 Financial and Management Accounting*


Prerequisite: Fall 2004 / Spring 2005 Lecture: 3 Practical: 0

economics and finance; and to utilise the more advanced techniques to problems in the area of management and econometrics.
Content: Probability and probability distributions, Bayes theorem, Sampling, types of sampling, Probabilistic sampling, Systematic sampling, Stratified sampling, Cluster sampling, Nonprobabilistic sampling, Sampling distributions, Central limit theorem. Testing of hypothesis, Basic concepts, Hypothesis testing, Type-I errors, TypeII errors, One tailed and two tailed tests, Testing of population mean, Testing of proportions, Chi-square test, Analysis of variances, Regression analysis, Correlation analysis, Coefficient of determination, Rank correlation.

Rates, Foreign Exchange Risks, Hedging, Speculation.


11.504 Computer Awareness for Managers*
Prerequisite: Fall 2004/ Spring 2005 Lecture: 3 Practical: 0

Credit: 3

The purpose of this unit is to furnish students with a general under-standing of the financial and Management accounting process in business. It introduces the student to the financial accounting framework, financial statements, and valuing inventories, sources of finance, and statutory audit and final report.
Content: Accounting equation, classifica-

Credit: 3

This unit introduces students to the use of computers in management. The unit will cover computer systems and software, data communications, office automation systems, computer and information systems in business, and algorithms and flowcharts.
Content: Computer systems and software, Operating systems Window 8/ XP:Data communications, Internet, Office automation systems, Microsoft Word, Power Point, Spread Sheet, Computer and Information Systems in business, Computer application in business, Algorithms and flowcharts, Data storage variables, Control structure, Test documentation.

tion of assets and liabilities on the basis of time, Distinction between capital and revenue expenditure, Presentation of balance sheet and profit and loss(P/L) account. Financial statements, Statement of changes in financial position, Funds flow statement, Cash flow statement. Tools of financial Analysis, Comparative FInancial Statements, Trend Analysis, Ratio Analysis. Annual Report, Directors Report, Auditors Report, and Corporate Governance, Concepts of Working Capital Management, Forecasting Working Capital Needs, Money Markets And Instruments, Preparation of Accounting Records, Depreciation Accounting, Inventory Valuation, Intangible Assets, Legal Requirements of Accounting, Cost Concepts, Material Labour and Overhead Costs, Costing Systems, Marginal Costing, Standard Costing, Variance Analysis, Costing for Budgetary Control, Costing for Managerial Decisions.
11.502 Quantitative Methods*
Prerequisite: Fall 2004/ Spring 2005 Lecture: 3 Practical: 0

11.503 Managerial Economics*


Prerequisite: Fall 2004 / Spring 2005 Lecture: 3 Practical: 0

Credit: 3

This unit will help the students integrate the theories of economics with managerial decisions. The emphasis will be on problem formulation and the ability to find solutions. The text comprises the introduction to managerial economics, Demand analysis for managerial decisions, cost analysis, production and supply analysis, and price and output decisions under different market structures.
Content: Demand and supply analysis, Production analysis, Cost concepts, Economies of scale, Pricing decisions, Perfect Competition, Monopoly. National income analysis. International trade theories, Law of Comparative Advantage, Law of Absolute Advantage, Hecksher-Ohlin-Theory, Standard Theory of International Trade. Foreign Direct Investment. Keynesian Model, Inflation and Deflation, Monetary and fiscal policy, Central Budget. Foreign Exchange market, Exchange Rate Determination, Spot Rates and Forward

11.505 Organisational Behavior and Management Processes*


Prerequisite: Fall 2004/ Spring 2005 Lecture: 3 Practical: 0

Credit: 3

The objective of this subject is to familiarise the student with basic management concepts and behavioral processes in the organisation.
Content: Managerial Processes, Func-

Credit: 3

This unit focuses on the fundamental and advanced ideas and techniques of algebra, calculus and statistics to enable students to apply the skill and knowledge to general quantitative problems; to solve basic problems in accounting,

tions, skills, and roles in an organisationan overview, Evolution of management theory: Systems approach for understanding organisation, Problem solving and decision making processes, Organisation structure, Control process, Foundations of Organisational Behaviour, Personality, Perceptual processes, Learning, Values and attitudes, Motivation, Interpersonal communication, Group dynamics, Coping with frustration and stress, Leadership and influence process.

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional 180

11.506 Management Science*


Prerequisite: Fall 2004 Lecture: 3 Practical: 0

Humour, Audience Feedback, Speaker Credibility.


11.533 Management of Insurance Companies
Prerequisites: Fall 2004/ Spring 2005 Lecture: 3 Practical: 0

COURSE 11

11.535 Participative Management


Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

Not on offer
11.536 Water Resource Management

In this unit the student will be introduced to important ideas in Management Science which is concern with the development and application of quantative techniques to finding solutions of problems faced by managers in manufacturing and service organisation.
Content: Linear programming, LP solutions, Transportation models, Queuing Theory, Simulation Theory, Game Theory, Games, Decision Annalysis-Process, Types of decision making.

Credit: 3

The course is aimed at providing an opportunity to acquire knowledge about the operations of insurance industry in India.
Content: Growth of Insurance in India: an over view, Objectives functions and organisational structure of LIC, Management of policy holders servicing, HRD system, Management if funds, Valuation of risk and return, Investment of funds, Government securities, Corporate securities, Appraisal of Investment, Cost control, Audit and inspection, Growth of general insurance business, Objectives, Functions and nature of GIC, Organisational setup of GIC, Operation and control of GIC, Valuation process, Health Insurance.

Prerequisites: Lecture: 3 Practical: 0

Credit: 3

Not on offer This course focuses on effective water resource planning, development and utilisation. The economic aspect of development planning related to water resource are to be emphasised. It also aims to acquaint the Students to the problem solving aspects of conservation of water resources, water crisis and latest scientific techniques for tapping water resources in different zones of the country.
Content: Objectives and organisation of water resource management, Optimization techniques for water resource projects, Scientific utilisation of agricultural water, Irrigation projects, Treatment of waste water, Recycling and implementation, Water crisis management, Floods and droughts, Problems relating to supply and timely use of water in cities and towns.

11.531 Corporate Image Building


Prerequisites: Fall 2004/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

To bring out importance of image building for an organisation, to identify components which make up an image, to trace some of the process involved in creating image, to evolve some strategies for projecting a pasitive and consistant image of an organisation and its personnel.
Content: Corporate image in contempo-

11.534 Management and Control of Non Profit Organisations


Prerequisite: Fall 2004/ Spring 2005 Lecture: 3 Practical: 0

Credit: 3

rary Management Studies, Components of an individual image, Advertising and Corporate image, Public Relation of an Institution, the grapevine and Rumours, Stereotype, Propaganda, Case Histories of corporate image in Private and Public sector.
11.532 The Art of Public Speaking
Prerequisites: Fall 2004 / Spring 2005 Lecture: 3 Practical: 0

The main objective of the of the course is to appraise the students the concept and mechanism of Management control in Non Profit organisation as to provide deeper understanding and systematic analysis of implementation of Management control in Non profit organisation.
Content: Management control in general:

11.537 English Language


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.538 Foreign Language
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

To give a solid and theoretical understanding of elements of a good speech. To provide opportunities to students to practice making speeches of different kinds. To develop self confidence in public speaking. To develop skills and art of speech writing.
Content: Importance of public speaking, Theory of effective oral communication, Elements of effective communication, Speech composition-Introduction, Body, Conclusion. How to develop matters of a speech, Overcome nervousness, Use of

Management control system-Nature, Structure and processes, The management control process, Programming, Budgeting, Operating and management, Reporting and analysis, Characteristics of Non Profit organisation, The control structure-Financial reporting, Fund accounting, capital expenditure reporting, Budgetary accounting, Cost work out, Selection of out put measures, Strategic planning and management control, Risk and inflation, Budget preparation, Approach to budgeting, Pricing mechanism, Control operations, Monitoring and Evaluation of performance.

Not on offer
11.539 Personality Development I
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

11.551 Production and Operations Management*


Prerequisites: Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

This unit focuses on the effective and efficient planning and management of operations activities In the unit the students will learn the concepts of managing operations, management of the conversion system, scheduling

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional

Subjects: 11.501 to 11.506, 11.531 to 11.539, 11.551

operations, and managing for competition.


Content: Concepts of managing operations, Operations management Operations strategies, Productivity concept and measurement, Management of conversion system, Organizing the conversion system, Controlling the conversion system, Cellular processes, Group technology, Scheduling models, Scheduling operations planning, Operations scheduling, Managing of competition, World class manufacturing.

Content: Analyzing the marketing environment and consumer behavior, Identifying market segments and selecting target markets, Differentiating and positioning the market offer, Developing testing and launching new products and services, Managing product life cycles and strategies, Managing product lines and brands and designing pricing strategies and programs. Distribution and selection of channels, Modern retailing, integrated marketing communication, Advertising and sales promotion.

Bonus Act, 1965, Payment of Gratuity Act 1972, Employees Provident Fund and Miscellaneous Provisions Act, 1952; Employees State Insurance Act, 1948; Workmen Compensation Act, 1923.
11.556 Research Methodology*
Prerequisites: 11.502* Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

11.552 Human Resource Management*


Prerequisites: Fall/Spring2005 Lecture: 3 Practical: 0

11.554 Financial Management*


Prerequisites: 11.501* Fall/Spring 2005 Lecture: 3 Practical: 0

The aim of this unit is to introduce students to the practical aspects of management research. The course exposes students to different analytical techniques. The course will cover the foundations of research, sampling, data collection, data analysis and presentation of main findings.
Content: Practical aspects of manage-

Credit: 3

Credit: 3

This unit provides an introduction to the concepts and practices of HRM effectiveness. It covers topics such as personnel management, planning and procurement, monitoring and rewarding employees, employer-employee relation management and employee exit.
Content: HRM-concept and philosophy, HRM functions, HRD Instruments, Processes and Outcomes, Human Resource Planning-concept, Quantitative and qualitative dimensions, HRM in the changing environment, Recruitment and Selection, Job Analysis, Manpower Search, Recruitment Selection, Induction and Orientation, Training and development, Compensation, Pay, Incentives, Benefits, Performance and Potential appraisal, Industrial Relations: Collective bargaining, Grievance and Dispute, Participation and Employee empowerment.

The purpose of the financial management course is to furnish students with a general understanding of the financial decision making process. The course principally concentrates to develop a high level understanding of the tactical and strategic significance of the financial management function in organizations.
Content: Fund flow analysis, Working capital Management, Cash and receivables management, Money market and Instruments. Emphasis is also on financing, Investment and distribution decisions. Time management of money, Capital budgeting, Cost of capital, leverage, Capital structure and planning, Dividend decisions.

ment research, Fundamentals of research process, Steps in the research process, Designing the research, Internet as a source of data, Survey design, Sampling in research, Data analysis, Tabulation, Hypotheses testing to research situations, Multivariate analysis, Multidimensional scaling, Discriminant analysis, Clustering Analysis, Conjoint analysis.
11.595 Summer Training

11.555 Legal Aspects of Business


Prerequisites: Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

At the end of the first year students are required to under go practical training for a period of about 8 weeks in an Industry. Student is required to submit an Industry Training Report there after. Evaluation of the report is carried out and marks are given accordingly. Credit assigned for the summer training is equivalent to that of one course.
11.581 Event Management
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Not on offer This unit provides an introduction to basic principles of law relating to business. It introduces the student to the general principles of law relating to the contract laws, forms of business, and legislations to protect consumers and employees.
Content: Contract laws-Contract Act

11.553 Marketing Management*


Prerequisites: Fall/Spring2005 Lecture: 3 Practical: 0

Not on offer
11.582 Managerial Competencies and Career Development
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

Marketing Management emphasises the managerial aspects of marketing and introduces students to the systematic development and implementation of marketing plans and strategies in a competitive business environment. The focus is on decision-making processes related to the organisation and its markets in accordance with marketing management principles.

1872, Quasi contracts, Sale of goods Act1930, Negotiable instruments Act 1881, Partnership Act 1932, Forms of Business, Companies Act 1956, Consumer Protection Act 1986, Employee Benefits, Brief outline of legislations: Minimum Wages Act, 1948, Payment of

Not on offer The aims of this course is are to make students appreciate the importance of career strategies in a rapidly changing environment, Develop an awareness of various career orientations and strategies of individual career planning and Develop an understanding in designing

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional 182

appropriate systems of organisational career development.


Content: Career development in a

11.586 Media Film and Television


Prerequisites: Lecture: 3 Practical: 0 Credit: 3

strategies to ensure effective business performance.


Content: The strategic management

COURSE 11

changing environment, Career development theoretical foundations, Concept of career anchor, Becoming a professional, Breaking in process, People Relationship and Politics, Comcept of competence, Competency approach to development, Assessment centre approach to competence building, Career paths, Career transition and plateauing, Sccession planning and fast tracking, Duel ladder for career development, Monetoring for career development, Career development and Business Strategy, Special issues in career development.
11.583 Energy Management
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.587 Economic and Business History
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer This course examines the historical development of the World economy from its small beginnings to the present. The focus is on long-term trends of the economy, including the growth of institutions and markets, industrialization, and the impact of governmental economic policies.
Content: Capitalism, Potentialities of Capitalist Growth, A schematic view of the emergence of a world economy, Mercantilism, Indian economy in the mid-nineteenth century, Indian entrepreneurship and Private Investment, Indian Industrialization, The development of industrial centers, Indias Foreign Trade and the Empire, Financial Markets, Comparative Economic Development, Globalization.

process, Flexible system view of strategic management, Strategic situations analysis, PEST analysis of compatative enviroment, Competative advantage profile, Industry foresight stratagic capability analysis-resource audit, Value chain analysis, Comparative analysis, Financial analysis, SWOT analysis, Core competencies, Culture and stake holder expectations.
11.602 Management Information System*
Prerequisites: 11.504* Spring/Fall 2005 Lecture: 3 Practical: 0

Credit: 3

Not on offer This course would is aimed to equip the participants with knowledge and skills needed in managing energy crisis, developing non-conventional sources of energy and using coservation and conversion technologies for organisational use at macro level. Techno-economic aspects of various operating decisions taken by organisations and policy decisions fixed by the government are to be reviewed.
Content: Organisation for energy management: Goal setting in Energy Management, Energy crisis, Energy use patterns and scope for conservation, Energy audit, Energy pricing, Review of conservation and conversion technologies, Incentives for conservation in thermal and electrical systems in orgasination, Non convensional sources of energy, Biomass as a source of energy, Option of Nuclear energy in developing countries.

This unit introduces students to role of information systems in business. The unit builds a basic understanding of the value and uses of information technology in information systems for business operations, managerial decision-making and strategic advantage.
Content: Information systems in business End-user computing and business telecommunications, Introduction to business telecommunications, Various Functional area Information Systems, Transaction processing, Data entry process, Batch processing RealTime processing, Database maintenance, Information Systems for managerial decision support, Information Systems for managerial decision support.

11.588 English Language II


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.589 Foreign Language II
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.590 Personality Development II
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

11.621.1 Financial Engineering**


Prerequisites: 11.501* Spring/Fall 2005 Lecture: 3 Practical: 0

Credit: 3

Not on offer
11.601 Strategic Management*
Prerequisite: 11.553*, 11.552*, 11.554*, 11.503* Fall/Spring 2005 Lecture: 3 Practical: 0 Credit: 3

The objective of this course is to provide students with the knowledge of how financial processes and activities can be reengineered as per the current requirements of the organisation.
Content: Basic probability model, Binomial theorem, Stochastic process, Monte Carlo technique, Review of markets: Players and conventions; Valuations of risky investments: Market Vs. personal valuation, Approaches to security valuation, Explicit valuation and contingent payment and probability forecasting. Capital Assets Pricing Model:

11.584 Rural Industrialisation


Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.585 Urbanisation in India
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Not on offer

The aim of this unit is to develop students familiarity with the principal concepts, frameworks and techniques of business policy and strategy. This will involve an evaluation of the impacts of the external operating environment and the need to adopt organizational

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional

Subjects: 11.552 to 11.556, 11.595, 11.581 to 11.602, 11.621.1

Capital market line, Security market linemarket models, Factor models, Arbitrage Pricing theory-Factor model, Pricing effects. Cash flow engineering with forward contracts: Interest Rate derivatives, Swap engineering, Repo market strategies in financial engineering, Futures and pricing of futures. Option mechanics, Framework for fixed income engineering and LIBOR market model. Tool for volatility engineering-swap and volatility trading. Engineering of equity instruments pricing and replication.
11.621.2 Corporate Taxation**
Prerequisites: 11.501* Spring/Fall 2005 Lecture: 3 Practical: 0

models and portfolio management. Studies of market efficiencies, Modern portfolio theory and the insights from financial economies also form an important part of the course.
11.621.4 Corporate Valuation**
Prerequisites: 11.501* Lecture: 3 Practical: 0 Credit: 3

Corporate Valuation, Corporate restructuring.


11.621.6 Management of Financial Institutions**
Prerequiste: 11.501* Lecture: 3 Practical: 0 Credit: 3

Not on offer The objective of this course is to discuss the specific financial management problems of financial institutions including a detailed study of the working of the leading financial institutions in India.
Content: Role and importance of financial institutions. Financial Management models and their applications in financial institutions. Financial planning of financial institutions. Working and organization of different financial institutions in India like IFC, ICICI, IDBI, UTI, LIC, mutual funds. International aspects of Financial institutions.

Not on offer With a large number of students seeking careers in security analysis and consultancy organizations, it is imperative that they acquire a deep understanding of the importance, mechanics, uses and implications of firms/corporate value.
Content: Share holder value maximization and corporate strategy, Frameworks for valuation, Estimation of cash flows, Estimation of discount rates, Cyclic firms, Firms in financial distress, Private firms, Technology firms, etc., Application of option pricing theory to valuation, Use of valuation for acquisition decisions, Valuation of intangibles.

Credit: 3

This unit is designed to provide an insight into the taxation provisions as applicable to income earned by an earning unit, be it an individual, partnership firm, or a company. The module covers assessibility criteria, total tax liability, and income-tax payment and assessment
Content: Basic concept of income tax,

11.622.1 Compensation Management**


Prerequisites: 11.552* Fall/Spring 2005 Lecture: 3 Practical: 0

Computation of tax under the headsalary, House, Property, Profit and gain from business and profession, Capital gain and income from other sources, Set off and carry forward of income, Clubbing of income and deduction u/s 80 and rebates u/s 88, 88b, 88c, Tax deduction at source, Filing of return and assessment procedure with specific reference to computation of tax on income of individual, Company and firm.
11.621.3 Securities Analysis and Portfolio Management**
Prerequisites: 11.501* Spring/Fall 2005 Lecture: 3 Practical: 0

11.621.5 Corporate Finance**


Prerequiste: 11.501* Lecture: 3 Practical: 0 Credit: 3

Credit: 3

Not on offer An elementary approach is used in the module, which emphasises the reasons for undertaking financial analysis and their interpretation. The presentation of financial concepts, problems and cases is supported with examples drawn from the financial press and corporate annual reports. The objective of the problems is to enhance the students understanding of analytical techniques, it emphasis on policy and managerial implications of financial management.
Content: Corporate finance decisions, time value of money, Risk and return, diversification, Market portfolio, Capital market line, Arbitrage pricing model. Investment Analysis, techniques and evaluation of capital budgeting, Net present value (NPV), Internal rate of return (IRR), Profitability Index (PI), accounting rate of return (ARR), Pay back, Capital rationing, Replacement or expansion decisions, Leasing vs. buying. Financial structure, Stockholders and bondholders, Creditors, Agency costs,

In this unit a conceptual framework will be adopted as also the issues related to Compensation Management. It reviews the benefits given to the employees and highlights the latest trends in Compensation Management.
Content: Compensation Concept, Compensation structure and differentials, Compensation, Reward, Wage levels and wage structures, Wage determination process, Job evaluation, Principles of external and internal differentials, Rewards and incentives, Determination of incentives, Fringe benefits, Latest trends in compensation, Compensation surveys, Tax planning, Comparative international compensation, Downsizing and voluntary retirement scheme, Pay restructuring in mergers and acquisitions.

Credit: 3

This Security Analysis and Portfolio Management aims at providing a basic knowledge of the theories and practices of modern portfolio choice and investment decision. The students will be able to apply techniques to evaluate and analyse risk and return characteristics of securities.
Content: The course covers overview of investment and portfolio management, Investment alternatives and securities market, Security analysis and valuation

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional 184

11.622.2 Management of Industrial Relations**


Prerequiste: 11.552* Fall / Spring 2005 Lecture: 3 Practical: 0

11. 622.4 Leadership Development**


Prerequisites: 11.552* Lecture: 3 Practical: 0 Credit: 3

Credit: 3

Not on offer The course is designed to explore what leaders really do to meet adaptive challenges in their enviroment. It looks at leadership as a process of self transformation and organisational renewal.
Content: Theories of Leadership and group dynamics with multicultural context, Leadership qualities and skills, Self awareness, Management under different situations, High level of Interpersonal skills, Assess and explore leadership skills required under different conditions, Assessment of ones personal leadership strengths as well areas that need further development. Leadership versus management, Technical versus Adaptive challenges of leadership, Value base leadership, Leadership Evaluation, Converting knowledge into action, Creating synergy, Transformational leadership and Indian leadership experinces.

The area of Human Resource Management in any organization is anchored in the hard-core reality of EmployerEmployee Relations. The material basis for HR is provided by the Industrial Relations. The unit explains the diverse factors of Industrial relations.
Content: Industrial Relations (IR):

will focus on advertising as a medium of communication used by advertisers to increase the persuasive effect of their messages on consumer markets. To this effect, Ad copy appeals will be analyzed in details to ensure that the student of advertising understands the dynamics of ad messages. Media : Media types, Media selection, Planning, Media scheduling.
11.623.2 Sales and Distribution Management**
Prerequisites: 11.553* Fall / Spring 2005 Lecture: 3 Practical: 0

COURSE 11

Evolution, Contextual and constitutional framework, Trade Unionism, collective bargaining, Trade Unions Act 1926 and recent amendments, Grievance handling procedure, Discipline mechanisms, Industrial Conflict and regulations of Industrial disputes, Industrial Disputes Act 1947, IR Bill1950, IR Bill 1978, Bombay Dispute and Conciliation Act1938, Workers Participation in management.
11.622.3 Labour Laws**
Prerequiste: 11.552* Fall / Spring 2005 Lecture: 3 Practical: 0

Credit: 3

The unit will cover theories, concepts, techniques and practices related to sales and distribution management. This is a practical course designed to assist the student in understanding the importance of the Selling Function and Sales Management in a business organization, by assimilating, integrating, and applying various behavioral philosophies and concepts to solve sales problems.
Content: Selling and sales management, Selling skills, Mid-career sales challenges and advanced sales management. Organization, Selection and training of sales personnel, Motivation, Compensation and Evaluation of sales personnel. Distribution management deals with decisions related to the front end, Channel intermediaries and company objectives.

Credit: 3

This unit is designed to provide an in depth understanding of the labour laws: as designed and enacted in India. An insight about the adjudication system in case of employer-employee disputes is also given for the students understanding.
Content: Industrial Disputes Act, 1947

11.622.5 HRD Strategies and Systems**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.622.6 Manpower Development**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

The Contract Labour (Regulation and Abolition) Act 1970, Equal Remuneration Act, 1976, Industrial Employment (Standing Orders) Act 1946,Contract Labour (Regulation Abolition) Act 1970, Child Labour( Prohibition and Abolition) Act 1986, Weekly Holidays Act 1942, The Minimum Wages Act, 1948, The Payment of Wages Act, 1936, The Payment of Bonus Act, 1965. The Factories Act, 1948; ESIA 1948, Employers Liability Act 1938, Maternity Benefit Act, 1961, The Workmens Compensation Act, 1923, Employees Provident Fund and (Miscellaneous Provisions) Act, 1952, The Payment of Gratuity Act, 1972, The Trade Unions Act, 1926.

Not on offer
11.623.1 Advertising Management**
Prerequisite: 11.553* Fall/Spring 2005 Lecture: 3 Practical: 0

11.623.3 Consumer Behavior**


Prerequisites: 11.553* Fall/ Spring 2005 Lecture: 3 Practical: 0

Credit: 3

Credit: 3

This unit provides an understanding of the decision process in advertising. It deals with planning and development of advertisement programmes. This unit covers concepts of advertising, development of an integrated advertising program, agency and audience, types of advertising and different schools of thought.
Content: Role of advertising within marketing process. Ad campaign planning will emphasize the creative strategy and media issues. The course

This course provides an overview of consumer behavior concepts, theories, research and applications. It is designed to develop knowledge and skills that will facilitate an understanding of buyer behavior, which can be integrated into the formulation of marketing strategies. The module covers consumer market, consumer as an individual, consumer in social and cultural setting, and consumer decision-making process
Content: Theories of consumer behavior, Consumer needs and motivation, Personality and consumer behavior, Consumer perception, Consumer learning, Consumer attitudes and

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional

Subjects: 11.621.2 to 11.623.3

attitude formation, Information processing, Group dynamics, Cultural influences, Post purchase, Consumer behavior and Marketing strategy.
11.623.4 Competitive Marketing**
Prerequisite: 11.553* Lecture: 3 Practical: 0 Credit: 3

11.623.6 Sales Promotion**


Prerequisite: 11.553* Lecture: 3 Practical: 0 Credit: 3

Not on offer The average company spends approximately twice as much on consumer and trade promotions as it does on advertising. This fact highlights the importance of the role of sales promotions in the marketing mix. This course is useful to students who plan to work in the consumer field, to brand managers and to managers of distribution and sales activity.
Content: This course is centered on the

Not on offer The basic objective of this course is to develop skills for analyzing market competition and design appropriate competitive marketing, strategies for higher market share.
Content: Analysis market situation,

ment. Supply chain management is considered to be the key concept for competitiveness for global companies. Integrating supply with demand is a fundamental challenge to managers today. Mastering Supply Chain management can enable companies to increase market share, reduce costs, improve customer service and increase market values through improvements in return to assets.
11.624.3 Purchasing and Materials Management**
Prerequisites: 11.551* Lecture: 3 Practical: 0 Credit: 3

Analysis of competitors strategies and estimating their reaction pattern, Competitive positions, Market leader strategies, Market challenger strategies, Market follower strategies, Market nature strategies, Industry segmentation and competitive advantage, Product differentiation and positioning, Competitive pricing, Competitive advertising.
11.623.5 Culture Consumption and Marketing**
Prerequisite: 11.553* Lecture: 3 Practical: 0 Credit: 3

dynamics of sales promotional activity. Students explore the issues of pricing, Profitability, consumer response and the nature of specific kinds of promotions. Students study the reactions of retailers and key customers of consumer products companies, and the role of database marketing.
11.623.7 Internet Marketing
Prerequisite:11.553*,11.504* Lecture: 3 Practical: 0 Credit: 3

Not on offer The objective is to familiarise the students with various facets of material management, to give the students an understanding of various management techniques and develop in them skills necessary in the present dynamic environment. Understanding of the critical importance materials management functions compared to other functional activities.
Content: Material Management concepts

Not on offer
11.624.1 Production Planning and Control**
Prerequisites: 11.551* Lecture: 3 Practical: 0 Credit: 3

Not on offer The student will grasp the market as a complex system of material and metaphysical interactions, and learn to manipulate these intersections in a prosocial, ethical manner. This course encourages you to understand marketing as a subtly interlocking psychosocial and biocultural system. Using conceptual vehicles such as ecology, communication and meaning, you will explore instrumental and expressive behavior of stakeholders engaged in creating, circulating and transforming resources.
Content: Positive and normative managerial interventions will be thoroughly considered; Consumer creativity will be interpreted as well. Marketer and consumer misbehavior will also be probed. Cultural, subcultural, Generational, Class, Life course, and group influences will be investigated. This course is especially attentive to the interplay of macro-and micro-level forces that shape our marketing practices.

Not on offer To acquaint the students with the advanced techniques for managing operations.
Content: Review the literature on PPC in the last 5 years, Practical Applications of Production Planning Techniques, Operation Research applied to production Planning, Simulation Applications, Optimized Production Planning, Group Technology, Computer aided process planning, Advanced Inventory Models, Scheduling survey, Computer integrated manufacturing, Human aspect in production, FMS and Robotics, Enterprise resource planning.

and their importance, Integrated Materials Management, Profit center concept, Purchase function, Centralised and decentralised purchasing, Delegation of powers, Purchasing cycle elements and their importance, Purchase policies and procedures, 5R of purchasing and related issues, Technical Commercial and Legal aspects of Purchasing, Contract management, Contracts management, Make or buy decision, Import policy and procedure, Project buying and related aspects, Vendor rating and source location, Negotiations in purchase, Outsourcing management, Inventory control and management.
11.624.4 Logistics Management**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.625.1 International Business Management**

11.624.2 Supply Chain Management**


Prerequisites: 11.551* Lecture: 3 Practical: 0 Credit: 3

Not on offer The objective is to provide the basic knowledge of Supply Chain Manage-

Prerequisite: Fall / Spring 2005 Lecture: 3 Practical: 0

Credit: 3

The focus of the course is upon basics of international business, Global economic concepts, institutions,

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional 186

environmental forces, and management practices in the areas of global marketing, International human resources management, finance, operations and strategic planning.
Content: Fundamentals of International business, International and Domestic Business, Technology transfer, Globalization, Political economy, International Trade and Investment Environment, Foreign Direct Investment, Regional economic integration, World financial environment, Foreign exchange market, Global capital market, International Business Operations, International Marketing and R and D, International Human Resource Management, Strategy and structure of international business, International Manufacturing and Materials management.

management, and international capital budgeting.


Content: International banking and

COURSE 11

11.626.2 Introduction to Programming**


Prerequisites: 11.504* Fall 2005 Lecture: 3 Practical: 0

financial markets, International finance, International monetary system, Alternative exchange system, Internationalisation process, Theories exchange rate movement, Foreign exchange market, Exchange rate determination, European Monetary System Foreign exchange risk management, International flow of goods, Balance of Payments, Finance vehicle and Strategies, Principles of exposure management, International capital budgeting, International capital budgeting framework, Debit crisis, International taxation.
11.625.4 Global Initiatives in Management**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

11.626.3 Structured System Analysis and Design**


Prerequisites: 11.504* Fall 2005 Lecture: 3 Practical: 0

Credit: 3

11.625.2 International Marketing**


Prerequisite: 11.553* Fall/Spring 2005 Lecture: 3 Practical: 0

Not on offer
Credit: 3

This course provides an overview of various systems concepts, such as characteristics and elements, in an organization and describes the various phases involved in developing a new system and the role of the system analyst the course focuses on various steps and tools used for gathering information that will be required for preliminary investigation, the methods to analyze the cost and benefit of a project,
Content: Systems Approach, Business Systems Concepts, Categories and elements of Information Systems, Using systems approach for problem solving and information systems design Determining the scope and structure of a system. System Life Cycle Development: Recognition of need-Feasibility Study, Analysis, Design, Implementation. Consideration for Candidate System: Political Considerations. Planning and control for system success, Prototyping. Role of System AnalystAcademic and Personal Qualifications Structured system Analysis:System Planning and Initial Investigation, Information Gathering, Tools for Structured Analysis (DFDs, Data Dictionary, Decision Tree and Structured English), Feasibility Study, Cost/Benefit Analysis. Structured System Design: Process and stages of system design, Logical and physical Design, Major Development Activities, Processing controls and data validation, Studies of design tools, Application Architecture and Modeling, Database Design, Output Design and Prototyping, Input Design and Prototyping, User Interface Design. Implementation.

The aim of this unit is to explain to the students how International Markets operate in an International Environment, International Market analysis and their interpretation, understanding of analytical techniques and managerial implications of International Marketing.
Content: Introduction to International

11.625.5 Cross Cultural Negotiations**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.626.1 Database Management System**
Prerequisites: 11.504* Fall/Spring 2005 Lecture: 3 Practical: 0

Marketing Types of environment International, Domestic, Global Marketig, Social and Cultural, Political, Legal and regulatory environment, Analyzing and Targeting Global Opportunities, Global market segmentation, Global targeting, Product positioning, Global Marketing Strategy, Product Decision, Pricing decisions, Distribution decisions, Promotion strategies, Managing Global Programmes, Leading, Organising monitoring, Future of global marketing.
11.625.3 International Financial Management**
Prerequisite: 11.501* Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

Credit: 3

Content: Introduction to DBMS, Data base concepts Database Vs. File SystemView of Data, Database Language, DDL, DML, Query Language, Components of DBMS Data Models in Databases, Relational Data Base Management System Relational Algebra, Data Models based on Implementation, Traditional Set Operators, Union, Special Relational Operators, Selection, Structured Query Languages, File Organization Methods, Data Base Operational Maintenance, Sequential File Organization, Direct Access/Random File Organization, Data Administration, Procedures and Transactions, Database Recovery.

This unit examines some fundamental aspects of financial management that are affected by international issues. It includes international banking and financial markets, foreign exchange risk

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional

Subjects: 11.623.4 to 11.626.3

11.626.4 Object Oriented Analysis and Design**


Prerequisites: 11.504* Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.626.5 Software Quality Assurance**
Prerequisites: 11.504* Lecture: 3 Practical: 0 Credit: 3

doing business. The unit develops an awareness of the philosophy, principles and practices of TQM. It covers basic TQM concepts, tools and techniques, quality systems and benchmarking.
Content: Basic TQM concepts, Approaches, Managing Quality, Leadership, Customer Satisfaction, Performance Measures: Quality costs, Deming Prize and Malcolm Baldrige National Quality Award criteria, TQM techniques, Quality analysis and control, Quality systems, ISO 9000series and standards, ISO/QS 9000 elements, Process of Benchmarking, What to bench mark, Various aspects of bench marking, Pit falls and Criticism of Bench marking.

Not on offer
11.627.1 Fundamentals of Management Technology**
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

bottom-line and the top line. Understanding the relative importance of these two opposing forces in each of their businesses, and devising structures and processes to accommodate to them effectively, Exchange Markets, The International Banking and Credit Markets, Global financial environment we consider alternative mechanisms for entering a foreign market, such as Exporting, Licensing, Direct investment and Joint ventures, in the search for a balance between opportunity and risk.
11.671.2 Corporate Restructuring**
Prerequisite: 11.554* Fall/Spring Lecture: 3 Practical: 0

Not on offer
11.627.2 Strategic Technology Management**
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

11.696 Project Work

Not on offer
11.627.3 Management of Technology Transfer and Absorption**
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.628.1 Global Business Environment**
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

The student has to undertake a problem and work towards its solution through practical training in the industry. Student is expected to submit a detailed project report or industrial training report in the form of a dissertation on the key findings at the end of the semester. Student would be allowed to defend himself through a presentation and viva voce and will be evaluated on the work done by him during the industrial training. The credit assigned for project work is equivalent to that of two courses.
11.671.1 Global Financial Markets**
Prerequisites: 11.554* Fall/Spring 2005 Lecture: 3 Practical: 0

The course (Ideally) examines financial and legal responses that a corporation has when it encounters financial distress. These responses include restructuring inside and outside of bankruptcy.
Content: BPR, Corporate restructuring,

Kinds of restructuring, Types of restructuring, Mergers, Acquisitions, Divestitures, Joint ventures, Leveraged buyouts, Recapitalizations Key strategic and Motivating factors that arise during course of restructuring, SEBI guidelines.
11.671.3 Management of Financial Services**
Prerequisite: 11.554* Fall/Spring Lecture: 3 Practical: 0

Not on offer
11.628.2 International Business**
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

Credit: 3

Not on offer
11.628.3 Strategic Change and Flexibility**
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.628.4 New Venture Planning**
Prerequisites: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.651 Total Quality Management*
Prerequisites: 11.551* Fall/ Spring 2005 Lecture: 3 Practical: 0

The focus of the course is upon basic global finance and economic concepts, institutions, environmental forces and management practices in area of International finance, examination of international financial issues associated with operation of global firms. The course also includes International trade investment environment, World Financial Environment, International Business Operations, Strategy andStructure of Global Finance.
Content: General framework for Global

The purpose of this unit is to furnish students with a general understanding of the financial services. It introduces the student to financial services, fund-based financial services and fee-based financial services.
Content: Financial services industry in

India An overview, Role of SEBI, RBI in Financial sector, Insurance sector Role, Pricing, Problems and issues; Mutual funds, Venture capital and Bought out Deals, Consumer Finance, Merchant Banking Organisations, Credit rating.
11.671.4 Future Options and Risk Management**
Prerequisites: 11.554* Fall/Spring Lecture: 3 Practical: 0

Credit: 3

Total Quality Management (TQM) is an enhancement to the traditional way of

finance and its impact on firm strategy and operations. Balance of Payment and economic complexities of dealing in foreign environments. Globally operating firms have opportunities to understand the impact of BOP on the

Credit: 3

Options, futures and other derivates securities are the fastest growing

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional 188

segments of the financial markets. The purpose of this course is to provide the conceptual basis for the valuation and use of futures and options in risk management.
Content: Institutional arrangements, Futures prices for commodities, Hedging with futures and basis risk, Stock index futures, Designing futures contracts, Swaps, Binomial option pricing, Trading strategies using options, Hedging positions in options, Corporate exposure management, Risk management in Financial institutions.

Application of skill and knowledge to strategically deal with the human resources and to utilise the more advanced techniques to problems in the area of people management.
Content: Conceptual framework of training, Learning styles, theories of learning, Approaches to training, Systematic Approach training, Modern Approach towards the learning organizations, Methods and styles of training, On job training, Off job training, In house training, Training consultants, Management training and development.

COURSE 11

11.672.5 Strategic Human Resource Management**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.672.6 Team Building**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.673.1 Marketing of Services**
Prerequisite: 11.553* Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

11.671.5 Financial Strategy**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

11.672.3 Organizational Change and Development**


Prerequisite: 11.552* Fall/Spring 2005 Lecture: 3 Practical: 0

Not on offer
11.672.1 Human Resource Planning and Development**
Prerequisites: 11.552* Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

Credit: 3

This module is designed to consider the theory and role of human resource planning and development in organizations, and link it to policies and practices required in organisations for effective people management.
Content: Concept and origin of HRD: History philosophy, Aims, Approaches, Constraints and future of HRD, Human Resource Planning: Concept, Approaches, Process, Methods and Practices of HRD. HRD Instruments and Interventions: Job analysis and design, Recruitment and Selection, Performance management, Relationship between HRD Instruments, Processes, Out come and effectiveness, Training and development, Key issues in HRD, HRD instruments, Current rends in HRD practices, HR information system, HR auditing and accounting, Developing leaders.

The subject is designed to critically examine the philosophies, values, assumptions and ethical issues associated with organizational paradigms from a change management perspective and explore the practice of change management and its limits with strategic management and to understand the management of change process and examine individual group and organizational reactions to change.
Content: Meaning, Nature, Origin of organization Development, Characteristics and foundations of the OD process, Organization-As living, Changing, Dynamic Entity. Why Change? Types of Change, Planned, Unplanned Structured and fundamental change, Forces for Change, Process of Change, Key roles in organisation change: Approaches, Functions and skills, Approaches to Organizational Change Lewins model, Systems theory, Parallel Line Structure, Normative re-educative Strategy, Behavioural Social Science Perspective of change, Organisational diagnosis and Intervention, Future and Organisational Development.

This unit provides a practical introduction to the theory and concept of services marketing to a range of organisational settings and contexts, and gives an overview of the increasing importance of services in the economy. The unit offers opportunity for development of managerial skills in the application of these principles to service marketing.
Content: The course focuses on

customers, Listening to cutomer requirements and Developing customer defined services standards, Aligning strategy and service design, Delivering and performing service and managing service promises. Marketing mix, 7ps model, Human dimension in services managing, Organisation and Integration.
11. 673.2 Brand Management**
Prerequisite: 11.553* Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

11.672.2 Management of Training and Development**


Prerequisite: 11.552* Fall/Spring 2005 Lecture: 3 Practical: 0

This unit will enable students to understand the basic concepts of branding and the way it is executed, measured and managed through marketing programs. It will define branding and the means through which a companys brand is communicated to consumers, and look at case studies of well-known brands both in India and overseas.
Content: Concept of branding and function of brand, The brand identity system how to build a strong brand on Indian context, Brand leveraging strategies, Brand positioning, Positioning strategies, Perceptual Mapping, Brand Benefits and Attributes, Repositioning, Advertising and Branding,

11.672.4 Managing Work Force Diversity**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

This unit focuses on the fundamental and advanced ideas and techniques of training and development (T andD).

Not on offer

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional

Subjects: 11.626.4 to 11.628.4, 11.651, 11.671.1 to 11.673.2, 11.696,

Differential Advantage, Current Issues in Branding, Protecting brands through trademark registration, The challenges to brands, Legal perspective in branding.
11.673.3 Industrial Marketing**
Prerequisites: 11.553* Fall/Spring 2005 Lecture: 3 Practical: 0

11.673.5 Analytical Marketing and Customer Relationship Management**


Prerequisite: 11.553* Lecture: 3 Practical: 0 Credit: 3

11.675.1 Export Import Documentation and Procedure**


Prerequisites: 11.651** Fall/Spring 2005 Lecture: 3 Practical: 0

Credit: 3

Not on offer The new marketer must not only target a message or offer based on analysis, but work interactively with customers to design and deliver individualized solutions. The new conversation paradigm requires marketers to instigate, shape and learn from conversations with customers, between customers, and among customers, channel partners and other influencers.
Content: Strategy and implementation, Customer care, E-CRM, Customer relationship, Acquisition and Retention, Customer profiling, Call center, Problem solving, Data Management: Data and knowledge enable cost effective one to one (personalized and customized) interactions with customers, which are entirely dependent on the collection, Analysis and mining of data and the use of the results in an operational system. Analysis of CRM strategies and approaches practiced by arrange of corporations in India and abroad.

Credit: 3

The overall objective of the course is to provide students with in-depth knowledge of industrial market structures and how they function, basics of industrial marketing, components of strategy, channel strategy, and marketing communication and pricing policies.
Content: Basics of industrial marketing: Concept and nature of industrial marketing, Industrial buying behavior, Strategic Planning Process: Industrial market simulation and target positioning, Formulation of Strategic plans and new product development, Industrial market segmentation, Channel Strategy: Channel participants in industrial market, Physical Distribution, Marketing Communication and Pricing Policies: Developing and managing Industrial sales force, Managing promotion and Policy, Marketing Communication.

This course is designed to teach correct documentation methods for successful import or export shipment. It focuses on Shipping documentation, import/ export credit and payment, international shipping and insurance, regulations and regulatory agencies and customs clearance.
Content: Indias foreign trade: Overall international trade framework, Role of WTO and EU, Export-import policy, Import-export licensing procedures, Promotion of export firm, Classification of exporters, Procedures for obtaining import license, Processing of an export order and documentation, Methods of payment, Labeling packing and marking of export assignment, Quality control and pre-shipment inspection, Quality control Act1963, Export finance, Shipment of goods, shipment by air/ sea, Import documents and procedures.

11.675.2 International Logistics**


Prerequisites: 11.651* Fall/Spring 2005 Lecture: 3 Practical: 0

11.673.4 Marketing Strategy**


Prerequisite: 11.553* Lecture: 3 Practical: 0 Credit: 3

11.674.1 Sustainable Development Management**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

Not on offer This course presents an integrative, dynamic view of competitive brand strategy. It focuses on understanding, developing and evaluating brand strategies over the life of a product market.
Content: Topics include strategies for pioneering brands, Strategies for late entry, Growth strategies, Strategies for mature and declining markets, and Defensive marketing strategies. A framework for developing marketing strategies that yield a distinctive competitive advantage based on customer and competitor analysis will be presented and applied in various situations throughout the course.

Not on offer
11.674.2 Quality Reliability and Maintainability Management**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

The course is aimed at providing the student knowledge about logistic systems, global logistics and its interlink with global economy, various modes of transport used, channels of international distribution, warehousing, management of inventory and role of IT in logistics.
Content: Marketing and logistics: Time and place utility, Logistics systems and its sub systems, Customer focused marketing, International Logistics in global economy, Views of global logistics, Interlinks with global economy, International transport and warehousing Various modes of transport, Logistics channel in international distribution, Warehousing and marketing strategy, Inventory management, Material Management, Purpose of packaging marking and labeling, Unit load technique, Role of IT, Information communication, Globalization and Technology.

Not on offer
11.674.3 Transportation Management**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.674.4 Service Operations Management**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer

* Indicates core subject ** Indicates core electives un-starred indicates departmental optional 190

COURSE 11

11.675.3 International Trade**


Prerequisites: 11.651* Fall/Spring Lecture: 3 Practical: 0

11.678.1 Strategies in Functional Management**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Credit: 3

Not on offer
11.675.4 International Business Environment**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

11.678.2 Business Ethics**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.676.1 E-Commerce**
Prerequisites: 11.504* Fall/ Spring Lecture: 3 Practical: 0

Not on offer
11.678.3 Current and Emerging Issues in Strategic Management
Credit: 3 Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.676.2 Software Engineering**
Prerequisite: 11.504* Fall/Spring Lecture: 3 Practical: 0

Credit: 3

11. 676.3 Visual Programming**


Prerequisite: 11.504* Fall/Spring Lecture: 3 Practical: 0

Credit: 3

11.676.4 Business Process Re Engineering**


Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.676.5 Network Management**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.677.1 Technology Forecasting and Assurance
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.677.2 Management of Intellectual Property Rights
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.677.3 Technical Entrepreneurship**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
11.677.4 Science and Technology Policy Systems**
Prerequisite: Lecture: 3 Practical: 0 Credit: 3

Not on offer
* Indicates core subject ** Indicates core electives un-starred indicates departmental optional Subjects: 11.673.3 to 11.678.3